HoteliersGuild | ForumOfDialogue Vol. VII

FORUM

Of DIALOGUEVol. VII

INSPIRE

RE-WILD

EMPOWER

CONNECT

INCENTIVISE

EDUCATE

ENCOURAGE

UNITED BY DIVERSITY WE ARE JUST AS CONVINCING AS OUR ACTIONS.

DESIGN

VOLUME VII. July, 2021

”

GENDER AND RACIALLY DIVERSE TEAMS PERFORM BETTER, INNOVATE MORE, AND IMPROVE ECONOMIC QUALITY. STEPHANIE LAMPKIN - BOARD MEMBER - FAIR PAY WORKPLACE

Dear Friends & Colleagues, United by Diversity!

First ‘greenwashing’ and now ‘gender equality washing’? As you know, we at HoteliersGuild are in the process of establishing our Academy of Hospitality Arts, where topics such as social responsibility, diversity and gender equality not only play an elevated role, but are also actively supported by well-known and internationally respected experts, e.g. Assia Roccio, Tea Colaianni, Lindsey Ueberroth,, Anni Hood, Frances Kiradjian, Aradhana Khowala, to name just a few, and their vast networks.

As an example, in Germany a new law is forcing some large listed companies to have at least one board position held by a woman. Well, one would therefore be inclined to assume that the new law is a great 'invention' which should be welcomed with rousing applause. However, one could also wonder if the regulation will do women little good and increase men's resentment unnecessarily. Truth is, that something else urgently needs to change.

We strongly believe that equal opportunities will only exist if both sexes can better reconcile family and career, and we hope that our HoteliersGuild LeadingHôtelières "Flexibility Study”, headed by Co-Chairlady Prof. Dr. Sowon Kim of EHL will provide.

And then, of course, the obvious question arises as to why these male hierarchies have not succeeded in developing suitable female candidates after decades of discussions and proven advantages of gender-mixed executive floors. And therefor, the regulation is likely to be of little use to women.

As has already happened many times in recent years due to political and social pressure, it is to be expected that companies will now quickly create new board positions for less central functions such as marketing, human resources, law or good corporate governance...and it is common knowledge that many women who held these positions were recruited from outside and therefore also faced great disadvantages in networking, left again after a short tenure.

Back to the issue of 'gender equality washing'. On closer inspection, it becomes clear that such 'regulations' are probably no more than ‘symbolism’, which in turn could fuel the resentment of many men against supposedly preferred 'alibi women', and does not solve the underlying problem.

We strongly believe that there will only be real equality of opportunity when both genders can better reconcile family and career. But for this to happen, companies must fundamentally change their culture: Parental leave must become the norm for fathers, just as part-time work must be in all positions, including management.

Which is in fact also the starting position of our 'Flexibility Study'. Constant accessibility must be abolished at all costs. And for this we need the right incentives from our industry, and not even more regulation. Only when companies - and in our particular case the hotel and catering industry with its special demands of 24/7... and of course our employees, are ready for this.

Greetings and be inspired by the contributions of our friends & colleagues !

Op-ed by Tea Colaianni, Founding Member of The HoteliersGuild Academy of Hospitality Arts The hospitality industry has been facing existential challenges due to the pandemic. Women and people from an ethnic minority background in particular have been disproportionately impacted over this period of time. The fact that the industry is not out of the woods yet is tragic and it will take time to return to pre-pandemic levels of consumers’ confidence and financial performance. At the same time, we are facing unprecedented talent shortages at all levels. It is of paramount importance that we look at diversity and inclusion as part of the solution to some of the challenges we are facing as opposed to something that organisations must just do because it is the right thing to do.

It requires a lot of courage from leaders to reflect on why diversity is important to them and what it actually means to them on a personal and professional level. It is brave to embark on a journey of self-reflection and self-awareness, challenge one’s own beliefs and values, look at who is in our circle of friends and contacts and start expanding our own horizons. It is when we start this kind of conversations with ourselves and others around us that we get a breakthrough and start to challenge how we do things, change our recruitment practices, put in place a culture where everybody feels they can bring their true self and they belong. Over the last five years since I started WiHTL – Diversity in Hospitality, Travel and Leisure, I have witnessed an increasing number of leaders going through that journey, engaging in conversations, wanting to listen and learn, driven by a desire to change the work environment and ready to do so in collaboration with others.

For all the negative and unintended consequences brought about by the pandemic, this crisis can be a catalyst for change, it can be light rather than shadow. We need to ensure that leaders, investors and governments see diversity and inclusion as an economic wide issue and focus their efforts on embedding diversity in the fabric of the recovery from the pandemic. A more diverse board and senior leadership team will make better long term decisions, which will lead to better returns and long term value to shareholders and ultimately beneficiaries. If the focus on diversity is done properly, and embedded properly, the returns will follow because companies will have had better access to talent, and they'll better serve their customers and will retain a competitive advantage.

The pandemic has re-invigorated the discussion on companies focusing on the ESG (Environmental, Social and Governance) agenda. Investors are expecting companies to focus on a more sustainable economic recovery that keeps a wider set of social issues at its core.

This is the time to act, to make that next step in the diversity and inclusion journey. The way the hospitality, travel and leisure industry has pulled together and joined forces through the WiHTL Collaboration Community is remarkable and I am personally encouraged by how many leaders are joining the conversation privately or publicly. In 2021 it is no longer acceptable not to be part of the D&I journey.

Tea Colaianni Founder and Chair WiHTL - Diversity in Hospitality, Travel and Leisure Tea Colaianni Founder and Chair E: tea@wihtl.com www.wihtl.com

What we do WiHTL is devoted to increasing

women's and ethnic

minorities' representation at all levels and in leadership positions across Hospitality, Travel and Leisure (HTL) We believe that through

collaboration we can amplify the impact of individual diversity and inclusion initiatives, together we can have a bigger, louder voice for the good of the HTL industry We reinvest 100% of our profits into achieving our mission

In gratitude for the kind support of our panel members & friends!

Individuality is at the core of the Preferred brand, and we celebrate all forms of diversity:

I am proud to share that I’ve doubled down on my commitment to this key value by cofounding LeadingHôteliéres, part of the HoteliersGuild community with Frank M. Pfaller, that has a mission promoting gender equality within the hospitality industry.

Lindsey Ueberroth

CEO, Preferred Hotel Group

It is a great pleasure and honour to join the panel of the HoteliersGuild. I am delighted to support industry colleagues dedicated to working on solutions towards a hospitality industry, which is kind to the environment, healthy to its workers, pleasing to its guests, efficient for the operators and profitable to its owners. Thank you Frank for this unique opportunity to contribute to a future proofed hospitality.

Prof. Dr. Willy Legrand Professor of Hospitality Management at the

Robert Richardson

We are thrilled to extend a warm welcome to Robert Richardson, CEO at INSTITUTE OF HOSPITALITY upon the kind endorsement from our member Brenda Collin.

An award-winning hotelier, Robert is no stranger to the IoH. In his previous role as general manager of the Cave Hotel in Kent and, before that, general manager of The Grand in Folkestone, he supported the institute as an active member of its supervisory board.

As incoming CEO, Robert is expected to build on the legacy of Peter Ducker. He’ll put a focus on and shape the role of the institute as it seeks to adapt to a postpandemic world and aspires to chartered status.

And since mentoring is an important part of Robert’s DNA, we are looking much forward to Robert’s contribution to our cause.

Welcoming Ronit Copeland Chapter! Ronit is the Fou Hospitality . The firm was fo Copeland Hospitality is a bo management firm with an em Client base. Ronit leads th expansion of the business Europe, including, London Berlin, as well as into the UA soon in Dubai.

Ronit is also in the Committ Boutique & Lifestyle Lodgin Member of the ISHC and Q Advisory Council.

With a creative business design in every sense as a hospitality, Copeland Hospi Hotel Concept for the highe performance.

Ronit is recognized as an exp Brands. Over the years , management, Leasing & Fran Autograph Herzliya ( Publi Hotels (later Luxury Collectio

d to our LeadingHôtelières under & CEO of Copeland ounded in Tel Aviv in 2010. outique consulting and asset mphasis on Real Estate Hotel he continued international s to multiple cities across n, Paris, Madrid, Budapest, AE with an office opening up

tee Advisory Board of BLLA; ng Association, Committee Questex Diversity & Inclusion

approach, using strategic a central tool, and elevated itality reimagines the ideal est yield financial & service

pert in Global Hotel Lifestyle , she has lead numerous nchise agreements including ica) , Indigo Tel Aviv & W on Jaffa Hotel).

Aradhana Khowala

Delighted to also extend a warm welcome to Aradhana Khowala, CEO at Aptamind Partners .

Aradhana is widely regarded as a Global Expert and Leader in the Travel, Tourism and HospitalitySector. She has had a successful executive and entrepreneurial career spanning two decades, five continents and 75+ countries and is a trusted advisor and sounding board to Governments, Family Offices and private UHNW investors globally. Her company is focussed on regenerative tourism advocacy and activism. In addition, she is an experienced Board Member and Independent Director with an active portfolio of Board roles. She currently serves on the Board of World Tourism Forum Lucerne in Switzerland, Elaf Group and is also Chairwoman of the Advisory Board of the Red Sea Project in Saudi Arabia apart from supporting multiple charitable causes close to her heart.

We are looking much forward to Aradhana’s contribution to our cause.

FORUMOFDIALOGUE SERIES

Commitment to Gender Equality from Lindsey Ueberroth CEO of Preferred Hotels & Resorts Co-founder & Ambassador LeadingHôtelières

HoteliersGuild

“

“

Individuality is at the core of the Preferred brand, and we celebrate all forms of diversity. I am proud to share that I’ve doubled down on my commitment to this key value by cofounding LeadingHôtelières, part of the HoteliersGuild community with Frank M. Pfaller, that has a mission of promoting gender equality within the hospitality industry

PREFERRED HOTELS & RESORTS PLATFORMS ‘ACTS O PINEAPP

Following one of the most challenging years ever for the hospitality indu brand # to ok a thoughtful departure from previous celebrations of Inte campaign, which takes place annually from June 20 to 27, saw the plat kind guest experiences offered through the brand’s global hotel portfol week, in the run-up to the official International Pineapple Day on June 2 most memorable 4Acts of Service’ from the last year using the hashtag #P

œB ” It has been an incredibly humbling time for our industry and deeper appreciation for the talented people that create magica Lindsey Ueberroth, CEO of Preferred Hotel Group, parent comp Pineapple Week, we wanted to express our heartfelt thanks to t working diligently to make every stay special - whether it's the c or housekeeper. ”

From Kenya and Indonesia to Peru and Singapore, hundreds of memora across social media, including Instagram, Facebo ok, LinkedIn, and WeCh

• Gondwana Game Reserve (Mossel Bay, South Africa): Reslin an each dedicated almost 10 years to the protection of the 4Big Fiv animal lovers, they are passionate about preserving these enda safari guests on a discovery of Mossel Bay and the Garden Route • The Sanchaya (Bintan Island, Indonesia): Juni, a chauffeur at property launched in 2014. Often the first and last person that gu the hotel, the airport and ferry terminal in his immaculately sanitis exemplify the property’s standards of excellence, reassuring guest suite or villa. See his video here.

• Inn at Perry Cabin (St. Michaels, Maryland, United States): To c Michael B. Hoffman posted about members of his hotel team, inc Pineapple Week to say thank you for their hard work and unwave @InnAtPerryCabin for all of the team member spotlights.

The pineapple has been the universal symbol of hospitality for more tha after months at sea. Hospitable locals would hang pineapples at their ent place to sleep. Today, the pineapple continues to signify hospitality, and worldwide. As the Preferred Hotels & Resorts brand logo, the pineappl driven hotel stays and is a source of pride for independent hoteliers an guests with best-in-class service.

OF SERVICE’ FOR ITS THIRD ANNUAL INTERNATIONAL PLE WEEK

ustry, Preferred Hotels & Resorts # the world’s largest independent hotel ernational Pineapple Week to focus on Acts of Service. This year the tform used to express gratitude to the teams behind the many one-of-alio and to honour the joy derived from serving others. Throughout the 27, more than 200 member hotels from around the world shared their PreferredPineappleWeek.

d, for many of us, this exciting period of recovery is inspiring a al moments for loyal guests and I Prefer members globally,” said pany of Preferred Hotels & Resorts. “For this year’s International the individuals that contribute to our member hotels’ successes, concierge, bellman, front desk operator, gardener, spa therapist

able 4Acts of Service’ and proud moments from the past year came to life hat. Global highlights include:

lin and Wayne, rangers with Gondwana’s dedicated anti-poaching unit, Five’ that live in the Western Cape’s only free-roaming game reserve. As angered species for future generations and sharing their expertise with e’s breathtaking nature. See their video here. t the luxury beachfront estate, has made lasting impressions since the uests will see, he is responsible for safely stewarding guests to and from sed car. Throughout the pandemic, Juni has gone above and beyond to ts by taking ownershi p of sanitising luggage before it arrives in a guest’s

celebrate the 4hospitable hearts’ at Inn at Perry Cabin, Managing Director cluding his culinary, operations, and spa crews, each day of International ering commitment to guests, despite the challenges of the last year. See

an 500 years, starting when sailors sought places in port towns to rest trance, signalling that they would be welcomed as guests for a meal and d can be found engraved in do ors, gates, and monuments across cities le serves as a visual guide for travellers seeking personalised, servicend their teams globally as they continue to believe in travel and provide

As hospitalitarian’s,

hospitality is our personal passion and

We are a global family, united in our deep belief that hospitality connects peopl memorable experience.

creating a powerful sense of commu

We are committed to A community that shares knowledge and celebrates one another.

embrace diversity, eq

With mutual respect for every person, we powerful form of understanding and acceptance, helping people look beyond barrie

We engage, educate & empower our people, leaders.

We strive to delight and are

resilient, dynamic, and determined in ligh

As highly skilled professionals,

we are proud to be hospit

d our way of life.

le, creates memories, and inspires guests to embrace adventures and pursue unique,

unity to fuel a global network of friends and colleagues that will last lifetimes.

quality and inclusion, and believe that travel manifests humanity’s most

ers that are physical or implied.

, creating opportunities for future generation of

ht of every challenge and opportunity.

talitarian’s.

Brenda Collin Executive Vice President Europe Preferred Hotels & Resorts

FORUMOFDIALOGUE SERIES

Let’s talk about men from Anni Hood Chief Executive | WELL Intelligence Member of LeadingHôtelières

HoteliersGuild

From tropes about being ‘male and stale’ to navigating the MeToo era or coping with the adversity of the pandemic, many men are finding life increasingly challenging.

The complexity around gender specific issues are vast. There is a trip wire landscape to navigate in making a robust and credible case that supports men after centuries of women being regarded as the underclass and even now, after transformational progress for women, we’re still on the back foot when it comes to corporate leadership, workplace equality and parity earnings Still, the concerns I see evidentially as well as anecdotally need to be tabled.

The pandemic has had devastating effects on both men and women around the world.

Men are more likely to die from COVID – there were 63,700 male deaths and 53,300 female in the UK by January 2021 according to ONS. There’s also plenty of evidence that women have taken a bigger knock in terms of work and gender equality thanks to the loss of female jobs and need for unpaid care, among other things.

When it comes to wellbeing and coping with the pandemic, there are good reasons to worry about how well men are coping. It was known long before the pandemic that men are worse at coping with stress than women. Landmark research by Shelley E Taylor at the University of California in 2000 found that while men’s response to stressful situations is often the characteristic ‘fight or flight’, women adopt a ‘tend and befriend’ mode.

Seen in the context of the current situation, while women are more likely to reach out and support each other, men have more of a tendency to withdraw into themselves. That’s one reason why the suicide rate among men is far higher than among women in just about every industrialised country; UK figures from 2018 show men accounted for three quarters of all suicides. Those aged 45 to 49 years had the highest age-specific suicide rate and it’s generally presumed that a key element is the fact that women are more willing to share their problems while men are more likely to bottle them up.

The shocking murder of Sarah Everard highlighted in particular that it was no longer considered alright to say “not all men are like that”; in its more extreme form, that takes the manifestation of saying that all men are to blame for violence against women and leaves young boys in particular confused about their gender identity and at risk of feeling emasculated. What is that doing to the humble man in the street, knowing he is being labelled as a predator, simply for being male.

And while women continue to be the overwhelming victims of sexual abuse and sexuallymotivated violence, there’s evidence that men are increasingly struggling to navigate their way around relationships and to understand what is expected of them in the era of #MeToo and the aforementioned label.

There’s a growing gender gap in education with 80.2 per cent of females getting GCSE passes in 2020 compared to 72.3 per cent of males, and 100,000 more women than men going to university each year. Society’s relative indifference to all forms of discrimination against boys and men – whether that be in terms of poorer educational expectations, as

victims of violence, or in terms of military conscription – was charted by moral philosopher David Benatar in his book The Second Sexism back in 2012.

All of these aspects, and others, lead me to recognise that it’s become increasingly tough to be a man in western society over the last few years. The growing and long overdue focus on diversity in the workplace means that men’s voices, especially those of older white men, often seem to be relegated to being of least interest. The trope “male, pale and stale” has become ubiquitous, as if being a white man was inherently bound up with having boring and unprogressive views. These men maybe our fathers, friends, brothers, partners or sons. I have spoken to several men (from all generations) before publishing this article; the contents resonates deeply but they not feel able to speak up for fear of being shamed or castigated. No-one is arguing that many men don’t still enjoy advantages – the Etonian boy’s club of white privilege is still alive and kicking – but the picture has become more polarised and more nuanced.

The crux of the issue is that humanity pursues someone/thing to blame whilst symbiotically seeking utopian equality…the question is, how do you elevate one gender or group without downgrading another?

What’s important is that male feelings and their wellbeing are not dismissed with a shrug of indifference, that they are encouraged to become fully part of the conversation whether that’s about diversity or gender relations, mental health, sexuality or personal identity. I believe I speak for others too when I say equality should be won on an elevation of unity. We may be talking about a student failing to get the grades they need for university, an SME owner struggling to get back on their feet after the pandemic or a corporate senoir overwhelmed by the pace of change, there are thousands of men who deserve our attention, our support and our compassion.

More on the solution …

Examples of men being disregarded https://www.reuters.com/article/us-usachina-jobs-breakingviews-idUSKBN28V23T Netflix Nanette The divine feminine - we rise together – no woman wants others to suffer in the way woman have for centuries Connection with self and values The rise of consciousness across society About the author; Anni Hood is the Founder and Chief Executive of the Well Tech Intelligence Holdings portfolio.

The portfolio includes three brands that have developed organically over the past ten years and now operate together as an agile powerhouse of business intelligence, analysis, visionary solution and leadership programming. All brands anchor to the optimisation of human wellbeing in every guise. the collective brands are evolving in response to a more acute need for knowledge and infrastructure that will inspire a more embedded culture of illness prevention and pro-active health.

BUSINESS INTELLIGENCE ALIGNED WITH PERSONAL GROWTH The purpose of the Impetus Hub is to create a space where business, work and personal growth can flourish together, through the lens of societal change and culture shift. It is a vibrant online community, drawn together under the leadership of host, Anni Hood: “I’ve created a combination of commerce insight and acumen with personal connection and exploration – it is a space where business intelligence aligns with personal growth”

WOMEN IN LEADERSCHIP INITIATIVE

Sonu Shivdasani

Lindsey Ueberroth

Academy Series No. I

Prof. Dr. Sowon Kim

Filip Boyen

VIEW ON:on: YOUTUBE View YouTube

PASSION

HOTELIERS for

arts

WE SHARE YOUR PASSION

GUILD and

sciences

FORUMOFDIALOGUE SERIES

GoodRead Highly recommended by

Tea Colaianni Founder and Chair | WIHTL LeadingHôtelières Founder Member of The HoteliersGuild Academy of Hospitality Arts

HoteliersGuild

WOMEN SUPPORTING WOMEN 8 female HTL leaders share advice and insights

TEA COLAIANNI FOUNDER/CHAIR: WIHTL

I think it's really important that women and men share their learning, share their experience and support others who are on their way. I currently mentor an exceptional young lady who happens to be a lawyer in a very wellknown international restaurant chain.

And, she's actually my mentor too because, we add in a reverse mentoring relationship where she is my mentor and I am her mentee. It's an absolute delight and pleasure. To have conversations with her where she helps me think from an ethnic minority background perspective. And I help her

I would advise not to always think about

think in terms of what I have done – my

others and doing what's right for the

lessons, my mistakes along the way and

business. Make sure that you don't lose

trying to help her see things that I had

track of your emotional stability and your

experienced before she experiences it.

wellbeing. I think it's exceptionally powerful. It's equally powerful for younger women in particular, to see that

"MENTORING IS EXCEPTIONALLY POWERFUL FOR HELPING OTHERS ALONG THE WAY"

there are women who come from a very normal background like I do, who have a rewarding and fulfilling and successful career. It is possible.

WWW.WIHTL.COM

SUPPORT & SISTERHOOD AT WORK

JYOTI TAILOR

VP FINANCE EMEA: HILTON

One of the ways in which I support women

What finer example of the whole being greater

within my organisation is by ensuring that ever

than the sum of its parts than the success

woman in my team is given appropriate and

brought about when women help other women?

personalised support to achieve their career

Teamwork and a common goal are the

goals. This can be in the form of mentoring,

fundamental basis for business triumph. The

training & development programmes,

female mind is more attuned to creating new

opportunities to present in front of key

connections, sharing experiences and being

stakeholders, confidence building or simply by

prepared to stand on the shoulders of female

providing a flexible work environment. The key

giants to help achieve greater team and personal

thing for me is the recognition that every

success. Sisterhood pays off.

women is on a different journey and as a leader, my job is to ensure that I connect with

Women developing closer connections with

people on a personal level to ensure that I am

female colleagues in a culture of support

helping every individual to maximise their

through collaboration and cultivating talent instils

potential in a way that works for them.

positivity, wellbeing and lifts the careers (and corporate spirit) in ways that competitive behaviours don't.

The antidote to certain negative Queen Bee traits is the Shine Theory. Tribes of successful women help their female colleagues rise through the practice of "I don't shine if you don't shine".

Selflessness reaps its own rewards.

WiHTL speaks to 8 female leaders to uncover

"CELEBRATING ANOTHER WOMAN'S TRIUMPHS OR SUCCESS WILL NEVER TAKE AWAY FROM YOUR SHINE OR GLORY. IF ANYTHING, IT'LL ADD TO IT AND CREATE MORE LIGHT."

how they use their inherent and mastered skills

Alexandra Elle

It is also important to act as a role model and

enable people (particularly those who are from an under-represented group) to see that there

are leaders who look like them. I have recently been involved with the creation of a groundbreaking new leadership development programme aimed to showcase the talents of

individuals from an ethnic minority background As part of this, I have shared my own leadership journey and my challenges and

to bolster female colleagues and ensure women

successes. I have always looked up to leaders

maintain – and improve – their place within

who are authentic and are honest about their

senior management.

personal stories and I aim to emulate that style to hopefully inspire the next generation of leaders.

WWW.WIHTL.COM

WWW.WI

MANDY KAUR HEAD OF LEGAL: PIZZAEXPRESS

N

As Head of Legal at PizzaExpress I quickly

ry

realised that my role was much more than a legal adviser and/or solution-finder – it was to become the moral compass and conscience of the business. Supporting women by leading an all female function was not enough, I needed to create an

y

environment where my team felt secure, a

y

place where their development could be

m

y

d.

e

nurtured, without judgement. Before we start our working day as employees, we are daughters, sisters, girlfriends, wives, mothers, aunties and friends. Those relationships we naturally navigate with Other things I try to do:

love and empathy, so why should we behave any differently in the workplace?

In my all male peer group I am known to

Working as in-house Counsel brought a

be someone who speaks out when I think

huge sense of responsibility. My peers not

that all perspectives are not being taken

only approached me feeling vulnerable

into account

with their legal questions, but also with

I actively challenge all of the women in my

their anxieties of not knowing if I could

team to believe in themselves which is

provide them with the solution they

often the biggest barrier to progression

needed. The greater challenge of my role

I talk often about issues of diversity and

became to help them manage their

inclusion to bring awareness of the issues

anxieties without judgement, so we could

to my leaders, peers and team members

then work through the legal problem

I mentor a number of women both within

together.

my organisation and outside to help

Whilst I continued down my road of

support their career growth

discovery with empathic leadership, it was

IHTL.COM

However, sometimes context is important, so I let my guard down and let people and their personal experiences in. 90% of my peers who share their personal experiences with me are women; strong, intelligent and incredibly bright and capable women with unsurmountable potential who struggle with trying to be everything to everyone. By providing them with a safe space where they could speak, be heard without judgement or consequence (and most of the time without me even saying a word) meant they could then exhale and carry on with whatever it is they need to do.

important that I created balance, so I could remain impartial with my advice.

WWW.WIHTL.COM

MANDY KAUR

EMMA WOODS

HEAD OF LEGAL: PIZZAEXPRESS

NED: THE GYM GROUP

As Head of Legal at PizzaExpress I quickly

The pandemic has been a trauma moment

realised that my role was much more than

in hospitality where we have all had to

a legal adviser and/or solution-finder – it

cope with unthinkable things:

was to become the moral compass and

redundancies, closing sites, disruption of

conscience of the business. Supporting

proven business models, large chunks of

women by leading an all female function

the team going on and off furlough, and

was not enough, I needed to create an

critically for the select band of the people

environment where my team felt secure, a

not on furlough, some desperately long

place where their development could be

hours to get us through this. What I saw

nurtured, without judgement. Before we

during this time was just how hard lots of

start our working day as employees, we

the young women in my organisation were

are daughters, sisters, girlfriends, wives,

working - leaning in and putting up their

mothers, aunties and friends. Those

hands to volunteer with an attitude of “I am

relationships we naturally navigate with love and empathy, so why should we behave any differently in the workplace?

Working as in-house Counsel brought a huge sense of responsibility. My peers not only approached me feeling vulnerable with their legal questions, but also with their anxieties of not knowing if I could provide them with the solution they needed. The greater challenge of my role became to help them manage their anxieties without judgement, so we could then work through the legal problem together.

However, sometimes context is important,

here to help, what can I do?”

so I let my guard down and let people and their personal experiences in. 90% of my peers who share their personal experiences with me are women; strong, intelligent and incredibly bright and capable women with

"I AM HERE TO HELP, WHAT CAN I DO?"

unsurmountable potential who struggle with trying to be everything to everyone. By

I have tried to support them by doing the

providing them with a safe space where

easy thing of regularly acknowledging

they could speak, be heard without

their Herculean efforts but also the more

judgement or consequence (and most of

difficult developmental exercise, of

the time without me even saying a word)

spending time getting them to reflect on

meant they could then exhale and carry on

how this crisis has been a source of growth

with whatever it is they need to do.

for each of them and encouraging them to

Whilst I continued down my road of

build on this.

discovery with empathic leadership, it was important that I created balance, so I could remain impartial with my advice.

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Download Your C New Annual Re at the Core o

SARAH MORRIS GROUP CPO: COMPASS

I have been fortunate to have a number of talented brilliant women by my side who put a hand out to pull me up through my career. I always try to do the same for others. Sponsorship and mentoring are key, both of which I do for around a dozen women. I describe it as putting a hand out to pull others up across the missing rung of the ladder.

By trying to role model the leadership and values that have helped me so much, I hope it inspires other women.

Sometimes its as simple as celebrating I think the challenge as we come out of

each other’s success, or calling each

this pandemic is not to assume “the growth

other up and checking in.

"CELEBRATE EACH OTHER'S SUCCESS"

support” for these hard-working young women should stop. There is a danger

One area I believe is critical is to foster

when the stress of the crisis lifts and the

honest conversations about the challenges

fatigue from it sets in, they retreat from the

of pursuing a career, balancing a young

front line and the new level of

family and having any sense of wellbeing

responsibility they have assumed. They

yourself. It is not all the Instagram version

have earnt the right to be there. We need

of ‘Athleisure’ wear, Matcha tea lattes and

to help them relish this challenge.

power suits by day. The reality is much

IHTL.COM

Copy of WiHTL's eport - Inclusion of Recovery

tougher, lonely and rewarding all at the same time.

There are many subjects such as IVF, parental leave, adoption and the menopause that women find it hard to know who to confide in. We have to make it the norm to raise these conversations with both men and women. When we can talk about we can help each other find a way forwards.

WWW.WIHTL.COM

PENNY HUGHES

KARIN SHEPPARD

CHAIR: THE GYM GROUP

SVP & MD EUROPE: IHG

My business career developed during a time of

At IHG my focus has in particular been on how I can increase the female representation in

too few female role models, many fewer than

our operations team. When I was based in

today. But I have taken inspiration from women

Australia, I was proud to establish a

in all walks of life who contribute so much to

programme called IHG Rise, a programme to

society. Many women juggle family life with

help aspiring female operations leaders on

being the best they can be in business, arts,

their journey to General Managers. The

sports, culture, politics and more. It is different

programme has since gone global and we just

being a woman and a mother. It is challenging.

had the first cohort graduate here in Europe. I

But it is so rewarding too.

am personally committed to track these talented young female leaders to ensure the

I feel lucky that my career has allowed a work

right opportunities get presented to them.

life fit that works for me and those closest to me. I realise now, in a humble way, that my path

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provides some inspiration to others and my responsibility is to let other women believe barriers can be removed and opportunity grasped. It is fabulous to see progress that women have made, it’s not done yet, and we

Delighted she has accepted increased responsibility as Chair of Remuneration Committee and Senior Independent Director.

cannot let the pandemic reduce our

Equally I have enjoyed seeing Ann-Marie

commitment to and support for women

Murphy learn from her role as People

reaching their potential. I share my thoughts on

Director at The Gym how to influence peers

2 amazing women in my work life today who

and handle dialogue with the Board as we

bring all of themselves to work as talented

nurture our very special culture and be

professionals and as mothers.

rewarded again with Gold Award Investors

It was exciting to give Emma Woods, at the time at Merlin and then CEO at wagamama her first non-executive role at The Gym Group. Her energy and insights to our business are terrific

in People. Pleased to see Ann-Marie increase her responsibility to also lead our Operations team as we reopen 184 gyms and resume growth.

important, I was also delighted to appoint two talented female leaders into Directors of Operations roles. They were selected because they were the most qualified candidates for the job, and it has been interesting to see the impact they have had on creating more gender balance amongst the General Managers they lead. I am a sponsor of our corporate Lean In circles where I get the opportunity to share thoughts with our corporate female leaders. As a ‘woman of a certain stage’ I also openly share my experiences with going through menopause, to help reduce the stigma associated with what can be a very

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WWW.WIHTL.COM

WWW.WIHTL.COM

FIONA DORMANDY GENERAL COUNSEL: AIRBNB

In general, I try to champion all of my team but I always look out for women and encourage them, listen to them when they ask for a coffee or would like an opinion on a career or “life balance” question. I put senior women on my team up for training or opportunities that I believe will help them progress to the next level (in full transparency. I also do this for men)

"WE SEEK TO ENGAGE WITH FIRMS WHO HAVE DIVERSE TEAMS"

VE MENTORING: IT UCH AN ENRICHING ERIENCE!"

I have sponsored women and

ember of IHG's Global DE&I board,

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succession planning to ensure that

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when there is a clear opportunity for

positive change.

progression.

WWW.WIHTL.COM

!

!

Download Your Copy of WiHTL's New Annual Report - Inclusion at the Core of Recovery

WOMEN

FORUMOFDIALOGUE SERIES

Heroes and “She”roes work unfinished or work not yet begun? from Aradhana Khowala Aradhana Khowala is Founder & CEO of Aptamind Partners

HoteliersGuild

Despite a growing body of research suggesting that gender diversity is not only the right thing to do, but instead good for business, the pandemic has been a disaster for women and the iffy record of travel, tourism and hospitality sector on gender parity raises some uncomfortable questions.

A lot has been written about the impact of COVID on gender and women. The original assumption was that COVID like previous pandemics would be ‘The Great Leveller’ but the reality has been very different and it has in fact exposed and exacerbated all deep-rooted systemic inequalities especially on women.

UN data suggests the pandemic will push 96 million people into extreme poverty in 2021, of whom 47 million are women. Female job loss rates due to COVID-19 are about 1.8 X higher for females than for males globally and women’s jobs are 19% more at risk than men’s. One of the main reasons for this is that women are disproportionately represented in sectors like travel hospitality, tourism, food services and entertainment which has been at the epicentre of this crisis.

Decades of research shows that women do significantly more housework and childcare than men so much so that full-time women employees are often said to be working a “double shift.” During COVID-19, women and mothers in particular are taking on an even heavier load responsible for most of the housework and caregiving yet at the same time also affected by increasing rates of domestic violence. As companies sent staff home to work, this also exaggerated existing forms of exclusion and reinforced unconscious biases and undermined inclusion. Unequal sharing of childcare and home-schooling responsibilities, and unequal availability of home workspace and access to broadband, put women at a disadvantage during this time of working remotely.

Gender equality has long been established as an essential component of sustainable development and the pandemic cannot be used as an excuse to put gender parity efforts on hold. If anything, this global pandemic makes it more important than ever to use the current crisis to dismantle gender stereotypes and change our organisational culture and make an even stronger commitment and a conscious effort to make up any lost ground.

We need a deep cultural shift within organisations but also a clear roadmap for the industry to improve their diversity and inclusion quotient over a finite time period. The biggest challenge is that we as an industry don’t have set standards for measuring and monitoring diversity and without real data, we cannot make people understand that gender diversity is a real issue. And without data we cannot incentivise companies to improve their impact or to take action. It’s like they say “If you can’t measure it, you can’t manage it”. Furthermore, there is no “gold standard” for Gender Diversity – it’s a constantly moving target so measuring and tracking the progress is key to ensure we’re all going in the right direction.

The time is now to assert gender diversity’s connective place among the pressing issues facing the sector. Anyone serious about this issue needs to pull all levers of influence they have so every government, every business and every executive seizes this opportunity to adopt gender diversity as part of their development agenda and demonstrate the politics of the possible. Consumers are increasingly making choices on where to stay and who to fly with based on companies’ record for diversity, employees want to work for an organisation that is visionary and inclusive, and investors demand ESG compliance and good practices as a pre-requisite.

Over the years that when faced with challenges, ingenuity has yielded some innovative results. The current crisis is no exception. If the past 18 months of the COVID-19 pandemic and vaccine development have taught us anything, it is a reminder that we as the human species and the human spirit is capable of tremendous innovation when faced with a crisis. We had our back to the wall with COVID but we are emerging out – we produced a vaccine in record time and now we are vaccinating in record time and getting people back to normal. We need the same can’t-fail mentality to solve the gender diversity crisis and translate possibility into reality in our sector.

Find the results on the most comprehensive study ever on Gender Diversity in Travel & Tourism click here.

Aradhana Khowala is Founder & CEO of Aptamind Partners that helps ambitious leaders in governments, emerging destinations, public and private sector firms unleash the full potential of tourism as a change agent. She advocates for travel and tourism as a portal that empowers women and changes sociocultural narratives, spurs policymakers to action, and is working with partners globally and across sectors like hospitality, aviation and cruising to ensure a safe and mission aligned reopening of this vital sector.

An activist for return on equality and a constructive voice on impact investing, she is on a mission to drive change through measurement and transparency and working on the first global mission control platform for a more diverse, inclusive and equal travel and tourism sector. Passionate about the need to put regenerative tourism at the forefront of recovery efforts, she promotes travel but through a lens of equity, justice and mindfulness. She serves on multiple Boards including as the Chair of the Global Advisory Board of the Red Sea Project in Kingdom of Saudi Arabia the world’s most ambitious regenerative tourism project which is breaking new ground in environmental protection by redefining global best practices.

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As the Adage goes, Old is Gold from Bill Bensley Ambassador of HoteliersGuild Founder Member of The HoteliersGuild Academy of Hospitality Arts

Left to right: Bill Bensley, Jason Friedman & K. Rena

HoteliersGuild

pea k!

As a child, every summer my little family would pack up the trailer and tents and head out into the wilderness, doing road trips all across the States. I grew up camping, trekking, fishing, watching and appreciating Mother Earth, leaving as our only trace footsteps - a much coined phrase nowadays. This love for wilderness never left me: some 50 years on, every summer pre-COVID I go camping in Mongolia. We leave behind cell reception and find peace of mind and renewed energy as we hike and ride horses across vast plains, pitch tents in pristine landscapes, and fish (non-barb catch and release of course) and swim in clear rivers to our hearts content. I come back feeling brand new and totally recharged by nature, ready to tackle my inbox.

Now, I know not everyone is on that level. Especially not the Bangkokians who weekend in the beautiful mountains of Khao Yai, looking for their annual dose of greenery, a chance to wear a sweater and some outdoorsy shoes and take some great photos for Instagram. A few might be more adventurous and go cycling or hike along the most gorgeous trails, only to find their socks were not pulled up quite high enough, and they are now hosts to a friendly leech (true story, by the way). So, when my marvellous client Rena asked me to design a hotel in Khao Yai, I figured we needed a really unique story that would make this a destination in and of itself.

I love storytelling one has a captured listen, some don't. of it all! When I love to learn; so I try something new and and every one of my beauty spot of and waterfalls, just Bangkok, tells the The era of King Khao Yai was a travel to the Thailand and the Asia.

via hospitality as audience. Some That is the beauty travel I especially to te a c h g u e s t s interesting in each new creations. This forested mountains 3 hours from tale of a bygone era.

Rama V, when gateway for railroad Northeast of rest of Southeast

Why not tell the story of a boy who g rew u p i n t h e province of Khao Yai, watching trains whizz past on their way to the North, down to the South, and to stations in Mya n m a r, La o s, Pic taken on a recent photo shoot to show just the dilapidated condition the carriages are in when rescued from the Jungle…

Vietnam, Singapore and beyond? For after all there is nothing more romantic than train travel! And while we’re telling the story of trains, we had best be authentic…

Anyone who knows BENSLEY knows we love upcycling. The InterContinental Khao Yai National Park is our biggest feat of upcycling yet, and I am just thrilled such a big operator is on board. Our 100 acre site is home to 50,000 treets, seven lakes, 61 keys, and most wonderful of all: 16 80 sqm suites repurposed from heritage train cars!

The train car suites, and every room, tell the tale of a train conductor born in 1949 in Sap Sawong, close to the railway line that connected Bangkok to Nakhon Ratchasima. As a child Somsak spent his classroom hours doodling intricate pictures which always featured a train, and always waving furiously as the trains passed, and feeling transported when they did. The story follows him as he grows up and heads to Bangkok, becoming a ticket collector with the North Eastern line.

There he traveled on innumerable train journeys up the country and back again, amazed at the scenery and filling his small home with ticket stubs, timetables and other railway paraphernalia there was little room left in either his abode or his heart for a woman! At last his dedication shone through and in 1972 Somsak was promoted to Senior Station Master. For ten years he saved a tidy sum, and then the adventure began…Somsak’s journey takes him on most incredible train voyages, in

Sri Lanka, India, and then closer to home: Hanoi, Kuala Lumpur, Singapore, Yangon, Luang Prabang, Saigon, Phnom Penh, and Chiang Rai, Khon Kaen, Song Kla, Sukhothai or even Chanthaburi. Each train carriage is uniquely designed to reflect each voyage and transport guests to a different time complete with boarding cards and special tags for their luggage! The presidential suites will have private standalone pools, and all the carriages are placed to have gorgeous views of the lake. I love that even guests who won’t be staying in one of the up-cycled train carriages will still have the railway experience, as the main hotel guest rooms are designed to feel just like a train - including station signboards, luggage racks, bunk beds (for some) and private outdoor bathtubs (for others)!

The hotel as a whole is enveloped as this story: the idea is that Somsak, on his return, became a train driver for another decade, until he found out there were plans to build an extension of the line going

through to Khao Yai! He gathered his savings, bought a plot of land and commissioned a local architect to design a cozy and quaint wooden building, with a beautiful green trellis awning, in the style of the local Rama V architecture he had come to love. This he planned to use as the ticket office, and for himself a small dwelling behind the main façade, into which he eventually moved his entire Railway collection.

These buildings, at the InterContinental Khao Yai National Park, are the Lobby, which welcome guests and immerse them in this unique tale. Our KHAO YAI station is a testament to a quiet yet passionate spirit that had the iron rumble of the railway tracks and the whistle of its locomotives, running through his blood. This follows in the F&B concepts as well: Somsri’s Kitchen is the main restaurant, named after Somsak’s mother her and her husband’s portrait are part of the interiors. There is also a bar called Caboose!

The Spa and pool and lake-side Tea House will be housed in up-cycled train carriages too.

It is this unique DNA that makes the InterContinental Khao Yai National Park so special. It is a time-warp into another era, filled with train memorabilia I collected myself over the past few years. I hope that with this new opening - expected in October - more and more operators will be inspired to go the route of major upcycling and recycling, as it brings buckets of character, soul and appeal to any project. Who knows what will be next? I would certainly not say no to an up-cycled plane hotel, a grounded ship, or - dream of all dreams! - a 100% recycled hotel… I keep my fingers crossed and bid you climb aboard and meet me in Khao Yai in just a few months, for this new adventure.

Chooo-chooo!

THIS WAS JUST A SNEAK-PEAK! WHATCH OUT FOR THE FEATURE OF THIS EXTRAORDINARY PROJECT IN OUR NEXT HoteliersGuild LOOKBOOK! Bill Bensley of Bensley Design Studio has offices in Bali and in Bangkok. Over the years, he has become one of the most prolific designers in the region. At any one time, he and his firm are working on 40 to 50 projects.

His portfolio includes some of the most iconic properties in Asia, from the bucket-list standard-bearer Four Seasons Tented Camp Chiang Rai in Thailand to the new, superbuzzy J.W. Marriott Phu Quoc, Vietnam. He’s finally completed the newest royal palace of a Malaysian Sultan, one of the approximately 5-percent of his projects that are private residences – they’re bread-and-butter money-makers, he admits, but he won’t take on an assignment unless he thinks it’s going to be fun.

Since he met his partner Jirachai Rengthong, a horticulturist, business scion and hotelier, in 1989, together they’ve worked on more than 200 projects, have launched philanthropic efforts, and are gearing up for their biggest idea yet: the Shinta Mani Wild, a 400-acre plot in the southwest corner of Cambodia to which Bensley bought the logging rights 15 years ago to protect it.

Bill Bensley is a member of HoteliersGuild’s Architects Chapter and a Founding Member of The HoteliersGuild Academy of Hospitality Arts

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A Passion for Nature from Jason M. Friedman Members of HoteliersGuild Managing Director at J.M. Friedman & Co.

HoteliersGuild

I have been many things in my life; an adventure guide, a SCUBA instructor, a luxury hotel operator, hotdog cart jockey, hotel developer, teacher, ice-cream scooper, zoo keeper to name but a few. The one thing that I have been consistently throughout my life is a conservationist. I am avowed in my belief that the environment is something we use and enjoy, so we have to conserve it and take care of it, so that others can use it and enjoy it in the future.

As far back as I can remember I maintained a passion for nature, for wilderness, any natural place where nature did its thing. While growing-up a New Yorker I would spend the school year dreaming about summers at Birch Rock Camp in East Waterford Maine.

Those 6 weeks spent at a bucolic, New England, sleep-away camp, learning how to shoot a rifle, canoe, build a fire, and eventually the skills to become a Junior Maine Guide; were the memories that would fuel me through the urban academic year until getting back to camp.

In my waning years of high-school I discovered the “West” and true wilderness defined by the great wild areas West of the Rocky Mountains. That’s all it took, one taste and I was hooked. With a Mountaineering Degree from the National Outdoor Leadership School I moved to Oregon and studied Old Growth Forest Ecology for the next 4 years.

With long hair and a passion for forests, I took up the cause of the spotted owl and marbled murrelet (a small non-descript coastal bird), 2 keystone species that were defining the environmental wars of the 1990’s. To cut trees or not to cut trees, logger against environmentalist, owls vs. jobs. We used the spotted owl and marbled murrelet, both endangered species, to leverage The Endangered Species Act to stop corporations from logging their nesting habitat which happened to be the old growth temperate rain forests of the Pacific Northwest. Our colleagues over at Earth First went to more extremes when the laws were not helping – once an ancient forest is cut its’ gone for good so every effort must be made to protect them from being cleared.

We wanted to save the world, but we knew we could not do that, so we embraced the philosophy of Thinking Globally and Acting Locally. It was this approach that not only made us more effective conservationists, but it united our divided sides and made or communities stronger and gave us a shared hope for a better future.

Loggers and conservationists have the same goal, to protect the forest and use it sustainably. If forests are managed sustainably then a logging community will always have plenty of trees in their backyard to harvest for generations. Loggers have no interest in the wholesale clearcutting of ecosystems, if they did L o g g e r s a n d farther from home each morning to work Because then they would have to travel farther and the logger and conservationist shared the same goal of using the forests sustainably it conservationist became the strategy of the big corporations to divide a wedge between these 2 groups – and get them to fight each other distracting us s h a v e t h e from the real culprit – the big corporations.

It was only in 1995 when I moved to work as a Jawbone Flats did I become friends with, my competing in the annual logging Olympics I protecting and using sustainably, the forests became a pragmatic conservationist, Thinking Forest Users.

same goal, to protect the forest and use it sustainably.

caretaker of a remote Oregon mining town called neighbors, the loggers in Mill City, Oregon. While realized we shared the same goals and passion for around us. This is the pivotal moment when I Globally, Acting Locally and Partnering With All

From this point onward I was not on a mission to save the planet, I was on a mission to help the environment that I happened to be living and working in at that particular time of my life and doing this in cooperation with the other people that also live there.

Bali, Maluku, The Himalayas, Thailand, Cambodia, Australia, Laos, China; Aman, Four Seasons, InterContinental, Rosewood, The Kudanil Explorer, The Siam, Qualia, and Phu Chaisai; wherever I am working I take this pragmatic approach to conservation, developing and maintaining practical and winnable conservation initiatives – and making lasting relationships and friendships with the other people that live in those environments.

Who are we kidding, we can’t save the planet because we cannot kill the planet, humans are not that smart, the earth will evolve past whatever we do to it and to ourselves. What we can do is make the world a better place for those that inhabit it while we are here.

If everyone made an effort to take care of their immediate sphere of influence, the world would be a better place, the world would be fine.

As Hoteliers we have a very powerful platform where we become the arbiters of style, taste and the trends that define what a luxury experience is. We have the power to create and drive trends, so we should use that power responsibly by driving an agenda that; luxury experiences are sustainable experiences, disposability/single use does not equal luxury, that luxury is about being a thoughtful consumer, luxury is about recycling, luxury is about leaving an environment or community in better condition than you found it in, luxury is sustainable.

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TAKE A LOOK AT THE INSTITUTE OF HOSPITALITY from Robert Richardson CEO, Institute of Hospitality Supporting Partner The HoteliersGuild Academy of Hospitality Arts

HoteliersGuild

Two great milestones in the evolution of the Institute of Hospitality will forever be linked to the refined surroundings of one of London’s iconic luxury hotels.

It was at The Dorchester in Park Lane that 50 years ago, in the late spring of 1971, members of the Hotel and Catering Institute voted to merge with the Institutional Management Association. The new body would be known as the Hotel, Catering and Institutional Management Association, or HCIMA. Its task was to raise and maintain the standards of professionalism for individuals working in both the commercial and not-for-profit sectors of the hospitality industry.

Thirty-six years later, in 2007, when members of the HCIMA (initials now standing for the Hotel and Catering International Management Association) decided to adopt our current name, the Institute of Hospitality, The Dorchester once again played the elegant host.

It may be true that we are shaped by the forces of coincidence, but discernment is no accident.

The decision to become the Institute of Hospitality was a carefully considered one. Not only did the name reflect the growing diversity of our industry and membership in the noughties, but it also reinforced the Institute’s position as an ‘education provider’ (we are an educational charity). Likewise, it helped pave the way for the creation of an esteemed and coveted brand.

Today the Institute of Hospitality has 13,000 members in the UK and around the world for whom membership of our Institute is a badge of distinction. We are the leading international professional body for current and aspiring leaders and managers in all areas of the hospitality sector including, but not limited to, hotels, restaurants, pubs, clubs and bars, contract caterers, leisure facilities, meetings and events.

As a professional body, we are here to ensure that our members have access to the knowledge, skills, and resources to be at their best at all stages of their career and moreover, receive the recognition they deserve. This is true whether they are students, apprentices, or trainees at the start of their career, supervisors and managers on the way up or else executive chefs, general managers and managing directors at the pinnacle of our profession. Thus, Institute of Hospitality membership grades (Fellow, Member, Associate, Affiliate, and Student) reflect status, experience and expertise within the hospitality industry.

Fellows of the Institute of Hospitality, our highest membership designation, include many luxury hoteliers, a number of whom are also members of the Hoteliers Guild. Amazing leaders like the pioneering Sir Rocco Forte FIH, who is an Honorary Fellow, and Duncan Palmer FIH, who brings his legendary brand of stewardship to The Beaumont Hotel, London. Sue Williams FIH, General Manager of Whatley Manor, and Brenda Collin FIH, EVP Europe of Preferred Hotels and Resorts, both members of the Leading Hotelieres Chapter of the Hoteliers Guild (Brenda is also the remarkable Chair of the Institute of Hospitality’s London Branch and in the summer of 2021 joins our Institute’s main Supervisory Board).

Given the role of The Dorchester in the aforementioned history of the Institute of Hospitality, there is a delightful resonance in Christopher Cowdray FIH, Chief Executive of the Dorchester Collection, being among our Fellows.

As an international body, we recently welcomed new Fellows from Bahrain, Hong Kong, India, Nigeria, Romania, Saudi Arabia, Sri Lanka and Switzerland, Thailand and the USA. Thirty years ago, many of the Institute’s members were expats from the UK, but increasingly overseas members are ‘home grown talent’, a fact attributed to the quality of hospitality management education around the world.

At the Institute of Hospitality, we see lifelong learning and continuous professional development (CPD) as key to building a sustainable industry, where leaders and managers have the skills and competencies not only to run and grow a successful business, but to attract its life’s blood – the young people who make up the backbone of our industry and who will become tomorrow’s leaders.

Assuming the position of Chief Executive of the Institute of Hospitality in April 2021, I was fortunate to inherit the legacies of those who successfully led this great organisation before me. That said, I was not a novice. I had been a member of the Institute since 2010 and in 2018 invited to step up to the Supervisory Board where last year I was named Vice-Chairman.

So, I know just how important it is that the Institute of Hospitality continues to endorse and accredit excellent hospitality training programmes and qualifications. How invaluable our highly respected, global Mentor Me scheme is in building confidence and enhancing ambition, and how critical it is to use technology wisely, as we have done by launching our IoH Connect app to make the Institute’s highly regarded curated library instantly accessible to members, and by developing webinars and podcasts on topics relevant to our diverse membership.

Most of all, to accomplish what we need to do, I see that we must connect and reconnect with all facets of the industry, in the UK where we are based but also further afield. Resetting, reopening and rebuilding in 2021 calls for genuine collaboration and again, it is more than likely that technology will continue to play a crucial role. It should be noted that we are now actively engaged with over 160 universities and hotel schools worldwide, through academic partnerships, our accreditation programme and Education Membership scheme.

I have no doubt that what we do and plan to do at the Institute of Hospitality aligns with the ethos of the Hoteliers Guild, not least our approach to diversity. From July 2021, we will achieve gender parity on our Supervisory Board; already women make up 75% of our Executive Team. Like lifelong learning, diversity is key to sustainability – it enriches the decision-making process and enhances innovation and disruption, both of which are pathways to progress. Thus, as part of our long-term strategy, we are convening a Futures Forum to look at areas such as gender and disability.

We want everyone to have the opportunity to participate and flourish in a diverse, inclusive industry, where they feel supported as individuals. We want everyone who joins hospitality, the best industry on the planet, to do so because it was their first and only choice. To do this, the Institute of Hospitality is leading the way in professionalising our industry through the promotion of excellence in training, education and standards and working with industry partners to support the uptake of hospitality careers.

Finally, at this moment in our evolution, the Institute of Hospitality is earnestly working towards chartered status. Chartered status can only help enhance the image of our industry, giving all of us who are committed to professionalism and the pursuit of excellence, the recognition that is rightfully ours.

Robert Richardson FIH Chief Executive Officer Institute of Hospitality Robert.richardson@instituteofhospitality.org www.instituteofhospitality.org

The Institute of Hospitality “Mentor Me” On-Line Auction goes live on Monday, 28 June 2021 Institute of Hospitality launches on-line silent auction to raise funds for vital mentoring programme (28 June, London) The Institute of Hospitality, the leading international professional body for current and aspiring leaders and managers in the hospitality industry, has launched its very first virtual silent auction with the aim of raising funds for the Institute’s ‘Mentor Me’ mentoring scheme.

Having seen a significant spike in the popularity of “Mentor Me” since the pandemic, the Institute hopes that the auction will raise enough money for it to invest in technology to widen access to the programme. This is also the first time in its history that the Institute of Hospitality will be fundraising through an on-line auction.

From Monday, 28 June 2021, supporters of the Institute of Hospitality and members of the general public can silently bid for 40 auction items. Lots include money-can’t-buy dining experiences with top chefs Monica Galetti, Michel Roux Jr and Marcus Wareing, chefs tables and private dinners at Michelin-starred restaurants, a 7-day luxury escape to Barbados, hotel stays in a Malmaison or Hotel du Vin property, VIP cricket and golf packages, various rare memorabilia and more.

A proven success since its roll out three years ago, today over 300 pairs of mentors and mentees have been involved in “Mentor Me”.

While aspiring and experienced hospitality managers have told the Institute how much they benefitted from the wisdom and encouragement of their Institute of Hospitality mentors, similarly, mentors have expressed the view that mentoring enriched their careers.

Robert Richardson FIH, chief executive of the Institute of Hospitality, said, “Our role at the Institute is to make sure people working in our industry have the resources and role models to make a success of their careers so that they can shower guests and customers with the best ever customer experiences.

“Mentoring has proven time and again to be a fantastic way to empower people to do and be their best and I hope everyone who cares about the future of our industry will find it in their hearts to make the Institute of Hospitality ‘Mentor Me’ on-line auction a great success. Please help spread the word. The auction is open to everyone!”

To place a bid at the Institute of Hospitality ‘Mentor Me’ On-Line Auction, please go to: https://givergy.uk/InstituteofHospitality/?controller=home

FORUMOFDIALOGUE SERIES Presents: Impact Design

Common experiences shaping the future of sustainable hospitality. from Ngahuia Damerell Global Senior Design Manager Premium & Luxury brands, Accor + NEWH Paris Board member

HoteliersGuild

After more than a year globally united by shared struggles and experiences, we are beginning to see hopeful glimpses of a new chapter. However, now that we're accustomed to a sense of togetherness, will we be flying or traveling as much as we used to?

Working in the hospitality industry, the question of travel frequency or the lack of travel and its impact on the industry has been at the forefront of discussions; nonetheless, the ‘stillness' has allowed for a modification of processes and the exploration of new concepts. Within the Design Solutions team at Accor, I contribute to the definition of the global design strategy for Luxury & Premium brands. We're continuously looking for new ways to improve our guests' experiences. Accor's goal is to be a part of the future of hospitality design and to be ahead of the curve when it comes to guest expectations, including lifestyle demands and I'm happy to share with you some of the insights and amazing initiatives related to sustainable architecture and design that I've had the fortune to work on over the last 18 months.

Sustainability is wellness for the planet.

As a group, Accor has committed to ambitious targets to become carbon neutral and eliminate guest-related single-use plastic items in all hotels. For these objectives, we work collectively for maximum impact because, beyond Accor’s commitment, worldwide, government regulations are becoming stricter. Proactively leading by example, rather than being reactive to local legislation gives our hotels an advantage. For example, in France it is now banned to offer plastic water bottles in public spaces and by the end of next year it will be obligatory to offer water fountains in public areas – and we are already implementing this.

We expect our partners to be environmental ambassadors as well, and there are stringent compliance requirements to work with us. To be considered for our projects, suppliers must be environmentally accredited.

We choose companies who minimise production losses and energy consumption, if possible, by using renewable energy and limiting transportation. Additionally, there is a list of fundamental eco design principles that must be followed for all projects.

Our guests place a high value on both personal and environmental health, which is why consumers, particularly in the hospitality industry, have embraced the concept of wellness. To create an evolved wellness journey, we assess design from many creative viewpoints. For Raffles properties, we evaluate Feng Shui, biophilia, air quality, lighting, material circularity and space. At Swissôtel properties, healing spaces are available for the guests' benefit.

Fairmont has been at the forefront of environmental issues in the hospitality industry for more than 25 years and was one of the first luxury hotel brands to meet emission reduction targets. Art installations that foster cultural dialog about long-term sustainability while promoting Fairmont's sustainability mission are an example of a simple and effective way that enhances real experiences while encouraging community discourse.

A collective global vision and desire for community integration, means that the 'staycation' may rise in popularity because of a heightened sense of community and a growing awareness of the impact of our carbon imprint on the environment. People are ready to leave their homes, but they may stay local, asking friends and family to enjoy significant events in the spacious, comfortable surroundings of a nearby hotel. Instead of overseas visitors, cities and towns may begin to embrace first-time local tourists. So, what impact will that have on our hotels?

Is it possible that the hotel will become the centre of our communities? Yes, we believe so. One of the concepts we've developed recently in collaboration with 3Stories is My Movenpick Marketplace (mmm), a lobby concept that reimagines the lobby experience. Everything before the guest lift & check-in revolves around a premium food & beverage experience, fusing many brands, products, and services; the architecture has a design function.

By creating transitional, overlapping spaces in sustainable natural materials and local furnishings connected by an architectural ribbon structure, the MMM lobby challenges convention and creates a welcoming, vibrant, engaging setting that facilitates chance encounters.

While coincidental meetings are unlikely to occur during an online Teams rendez-vous, we have become more aware of our digital business productivity and the reduced need to fly between cities, spending half of our lives in airports and potentially limiting the need for fixed office space and long daily commutes. Working from a hotel isn’t revolutionary, however, imagine being able to book a hotel room converted into a comfortable office environment at a reduced daily rate to spend the day workshopping a project with your team. This is the concept behind Accor’s Wojo flexible co-working space with all the convenience of hotel services. It makes sense not only in terms of visitor comfort, but also in terms of hotel revenue and occupancy, both of which could benefit following a challenging period. We call it ‘workspitality’.

The impact of doing less in a more sustainable way promotes an opportunity to make a change, think about the environment, the economy, society… With increased flexibility in working from home the boundaries between business and leisure travel become increasingly blurred and that lends well to the idea of BLeisure – business leisure travel. Optimised work travel, with the family joining in so that weekends may be spent together, necessitates architecturally smart rooms that can suit various functions. We have had to rethink what we're doing and how we're doing it.

Therefore, we're now creating hotel environments that are more adaptable and multipurpose to meet the diverse needs of our guests. A zero-carbon room was created as part of our Sleep & Eat 2020 project with Perkins and Wills, which anticipated the hotel of 2035. Only environmentally sustainable materials were used (seagrass, 3D printed walls, kombucha-esque living ceiling, cork, natural stone, copper...) for the transformable room that lets guests connect or disconnect as desired; reconnecting with nature through biophilia, rearranging the room to their purpose: to workout, rest, dine, entertain, wash and work all in the same space. Flexibility suits Gen Z’s digitally connected lifestyle too and we know that they want to work for companies that share their values. Along with millennials, generation Z will account for more than half of the global workforce in the next decade.

One of the reasons our team invests so much time and effort each year in the Accor Design Awards (ADA), a global event open to hospitality students, is to inspire and engage the next generation. The 2021 candidates’ brief was to “redefine the services and guest experiences that will shape the hospitality of tomorrow”. Different voices expressing ideas leads to out-of-the-box solutions and the students' inventiveness and talent is astounding. This year, the first prize went to L'Ecole de Design Nantes Atlantique, whose project NOMADish delivered an original solution that met three important goals: overall visitor experience, element of surprise and social, economic and environmental responsibility.

We focus not only on creating built environments that people want to be in to provide a sense of bien-être (wellbeing), but also on uniting in a collective vision of wellbeing for the planet. We are ahead of the curve in that we place a high importance on transformation and support for students and local communities. Continuously evaluating and refining our best practices for the future, with the goal of creating more sustainable hospitality spaces, so that we can all travel more responsibly.

Ngahuia Damerell is a qualified design professional with more than 10 years’ experience in the international interiors industry, with knowledge of commercial and residential textiles and furniture, BtoB, and BtoC. She is specialised in location-specific, custom design development for high profil e clients, and results-driven.

From a textile design background, her experience ranges from brand representation to business development and project management.

Originally from New Zealand, she has also worked in Sydney, London, New York, now in Paris.

The Brit List Awards 2021: Meet the judges

Now that the free nominations/applications process is open for The Brit List Awards 2021, it’s time to meet this year’s judges. The 2021 panel consists of respected travel journalists and international experts in the design, architecture and hotel development arenas. The judges will gather to select the winners ahead of the awards ceremony on November 3 at PROUD Embankment, London…

Right on cue – and continuing tradition – the next step after nominations and applications have opened for The Brit List Awards is for us to announce this year’s judging panel.

This year, as well as continuing our firm relationship with the British Institute of Interior Design (BIID) by welcoming both the President and the Past-President as judges, we have also included an award-winning travel journalist and a cluster of respected hospitality and hotel design experts to join this year’s panel.

(Free to apply/nominate) To nominate/ apply for The Brit List Awards 2021, click here.

An initiative created by HoteliersGuild, EHL, Institut Paul Bocuse and IUBH under the guidance of Prof. Dr. Sowon Kim, Prof. Dr. Willy Legrand and Prof. Dr. Henri Kuokkanen supported by The HoteliersGuild Academy of hospitality arts members And Preferred Hotels & resorts

MAKING - A - C H A N G E

YoungHôtelièresInsights aims to develop the professional visibility of our young female talent in a network of established hoteliers and hôteliéres.

EHL’s Women in Leadership, IUBH University of Applied Sciences, and Institut Paul Bocuse share a commitment to promote our top female students in the hospitality industry.

Together with HoteliersGuild’s LeadingHôtelierès chapter, we created YoungHôtelièresInsights (YHI), a space dedicated for aspiring female hospitality leaders where they can contribute to our industry with their reflections, ideas, trends and hot topics as viewed by their generation. A compilation of these i n p u t s w i l l b e f e a t u r e d i n t h e H o t e l i e r s G u i l d ForumOfDialogue magazines and LookBooks with the aim to develop the professional visibility of our young female talent in a network of established hoteliers and hôteliéres .

EHL’s Prof. Dr. Sowon Kim and Founder of WIL says: “We focus on female students and from time to time male students here is a thought, we could for example limit to 10-20% of male contribution, and content could be in lines of male championing women (in line with one of our pillars) like for example how they see the contribution of their female peers; this might be eye opening for the established hoteliers reading such a piece and realising why there might be a need for them to change too. From my perspective making the “YoungHotelièresInsights” primary female is not being exclusive but rather in line with the mission of HoteliersGuild’s LeadingHôtelierès chapter. In addition there is a need to be inclusive when a group is a minority which in this case is women in leadership positions. While everyone needs to be promoted is these hard times, the system is heavily biased against women which is the exact reason why less than 5 percent of the top leadership functions across business and politics worldwide are occupied by women, and hence the raison être for HoteliersGuild’s LeadingHôtelierès chapter”

The Start Of Our New FORUMOFDIALOGUE SERIES Featuring Young Future Leaders

FROM MASTERCHEF TO MASTERFARMER: FARMERS ARE THE NEW FOOD INFLUENCERS from Diane Bahuaud Graduated Student | Institut Paul Bocuse

HoteliersGuild

Graduated student from the Institut Paul Bocuse and EM Lyon Business School, Diane Bahuaud has developed a strong passion for the fascinating world of Food and Beverage since a younger age. She has had the opportunity to live and work in four different countries (France, Spain, Canada, Australia) and has always built her path around her passion. From a two years experience in hospitality in Canada, she also acquired strong skills in F&B marketing at Le Printemps department store. Currently in end-of-course internship at Moët Hennessy (LVMH) as Marketing Assistant for Travel Retail Europe, she is deepening her knowledge in the world of wines and spirits on an international scale.

D i a n e i s h u n g r y f o r n e w c h a l l e n g e s , a n d c a n b e re a c h e d a t dbahuaud@institutpaulbocuse.com

If I tell you about @tompemberton_farmlife, @malleeboy3490, @le.vigneron or @redshepherdess, you are probably thinking about trendy influencer usernames. Behind these pseudonyms are, in fact, new social media stars with thousands of followers. In addition to fame, these influencers have something else in common: they are all young farmers. Today, more and more farmers around the world are becoming mini celebrities by inviting consumers to their farms via social media. This new generation of farmers has effectively decided to step onto the stage themselves to gain direct attention.

Why are farmers increasingly using social media? For some, it is a way to “give the public an insider’s view of the industry” (Woodyatt, 2019). For others, “it is a way to explain their jobs and to qualify the understanding of their jobs” or to “defend their professions” (Business of Bouffe, 2021). Some farmers also use this opportunity to sell their products via social media; for example, this is the case in China. Sanwa Li, who produces apples in the Chinese countryside of Yunnan, has seen a tenfold increase in sales thanks to her live shows promoting her fruit via social media (LCI, 2020). She highlights that she can sell her produce for 30% less than in supermarkets by avoiding intermediaries. This phenomenon seems, therefore, to be a natural continuum of the farm-to-table movement. Farmers are reinventing local food networks by integrating them with digital marketing and by inviting the consumer to their farms via smartphones.

This trend can also be seen as a movement of solidarity and mutual aid, already illustrated in the farm-to-table movement. Farm-to-Table enthusiasts buy products from local farms because, among other things, this helps them to “support community-focused and participatory living” (Boyce, 2013). It is also, perhaps, a way of creating mutual aid on a local scale during the sanitary crisis we are currently going through. “The pandemic has instigated the urgent call for international and local solidarity and collective actions in all aspects of the response” (Al-Mandhari et al, 2020). Therefore, it is not only a phenomenon that comes from the desire of producers to create transparency about their work, but also from the wish of consumers to get closer to their farmers.

Where does the consumer craze for farmers on social networks come from? In addition to giving community support, consumers want to learn about food. In this new connected era, farmers play an important educational role for consumers, who increasingly need to discover more about the food they eat. “Augmented farmers” can respond directly to consumers, who are keen to make sense of their purchases (Hustache, 2021). Jean-Louis Radouin (2021) refers to a “cultural qualitative concern” to describe consumers’ need to know more about the history and the know-how behind the products they eat. The author also highlights the fact that today's food system is based more on subjective quality (i.e. product quality shaped by advertising messages), rather than the authentic and intrinsic quality of each individual.

Today's consumers are migrating towards a desire to create their own opinion of the quality of the product they are going to consume.

This partly explains the popularity of farmers on social networks, as consumers can finally connect with them without intermediaries and learn more about how they produce food. A study has shown that intrinsic quality perception “is dependent on the level of expertise of consumers” (Sáenz-Navajas et al., 2013). By educating consumers about the food that is produced, farmers enable them to make sense of their purchases. This includes the customers knowing why they buy a specific product and why they consider it to be of good quality and valuable.

Farmers are starting to play a significant role in consumers' food choices. Celebrity chefs, thanks to television, have recently experienced a boom in popularity and influence consumer trends in food choice (Powell and Prasad, 2010). Likewise, thanks to social media, farmers are becoming consumer-recognized experts in the food and beverage world. It has been demonstrated that “celebrity chef interactions on social media add to their authority” (Giousmpasoglou, Brown and Cooper, 2020). We can, therefore, expect to see the same trend for farmers, who will certainly not replace celebrity chefs but rather bring their own expertise to the table of tomorrow's consumers. A double exodus is taking place. On one hand, farmers invite themselves to the homes of their customers, who sometimes live in large metropolitan areas. On the other hand, consumers who want to get closer to their farmers create a digital urban exodus. The food chain is thus becoming shorter and intermediate professions, such as restaurants or hotels, sometimes have to take the back seat and simply give the floor to their farmers. The best communication or marketing strategy for a hotel or restaurant is, perhaps, not to act. Farmers simply need to have their voices heard.

REFERENCES Al-Mandhari, A., Kodama, C., Abubakar, A. and Brennan, R., 2020. Solidarity in response to COVID-19 outbreak in the Eastern Mediterranean Region. Eastern Mediterranean Health Journal, 26(5), pp.492-494.

Boyce, B., 2013. Trends in Farm-to-Table from a Sociological Perspective. Journal of the Academy of Nutrition and Dietetics, 113(7), pp.892-898.

Business of Bouffe, 2021. 154. Eat's Business#10 I Agriculteurs stars, culture de truffe blanche en France et eaux gazeuses alcoolisées I avec la participation de David Forge, agriculteur et youtubeur. Business of Bouffe.

Giousmpasoglou, C., Brown, L. and Cooper, J., 2020. The role of the celebrity chef. International Journal of Hospitality Management, 85, p.102358.

Hustache, M., 2021. Innovations : quels services aux agriculteurs ?. agridées, [online] (244), p.5. Available at: <https://www.agridees.com/publication/numero-244-innovations-quels-services-aux-agriculteurs/> [Accessed 11 April 2021].

LCI, 2020. Le grand format : les paysans chinois vendent leur produit en direct via les réseaux sociaux. [video] Available at: <https://www.lci.fr/international/video-le-grand-format-les-paysans-chinois-vendent-leur-produiten-direct-via-les-reseaux-sociaux-2170309.html> [Accessed 11 April 2021].

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FORUMOFDIALOGUE SERIES

The CORONA ODYSSEY from Miles Watson Chef & IDEA MAKER HoteliersGuild Chefs Chapter Member PURE BERLIN

HoteliersGuild

Stranded at sea Wave after wave of Covid-19 lockdowns and coping with the mental pressures of not being able to see the horizon It is in these times one can feel alone, but it is also the time to band together and create valuable communities and partnerships that would have been less likely imaginable if it wasn’t for these imposed restrictions. Will these hardships breed a stronger and more resilient industry?

The problems of the profession and exploited image that have risen to the surface finally give us a chance to press the reset button and create a more employee-friendly based model?

Let's look at some of the good, the bad and the ugly points of what has happened and what may also come to fruition.

Circling birds of prey Opportunists are waiting to pick the beaten bloody carcasses from the closing establishment's inventory and buyouts The restaurant industry has always been about the survival of the fittest. Poorly run businesses usually weed themselves out, but over the last 18 months, we have been seeing rockstar businesses being put out of business that normally perform in the Champions League.

By no fault of their own, it's just the reality of the situation that a business which relies on a certain customer base and calculated price per seat is unable to function without welcoming guests through their doors. Some of these restaurants in pre-Corona times were booked out months in advance. How did this happen to these well-run and high demand enterprises?

A large factor to this is most restaurants operate on a shoestring budget making it month to month under normal operating parameters.

Now is the time to recheck your business plan and look at reinvesting a small percentage of the profits back into your business in the form of a rainy day fund to assure that you are operating with a comfortable reserve just in case.

Another fact was the slow and insufficient support from the government holding most restaurants in a form of limbo not able to decide to wether it out or close up shop.

Our industry defiantly needs the respect it long deserves as one of the largest employment sectors.

This also has become the right time for the industry as a whole to unionise and become a unilateral voice in the political arena bringing their focus on how important it is to protect the tourism branch.

Also to open the opportunity for entities to tap into government grants and culture programs because when one does think about a countries culture usually the first things that comes to mind are its ethnic foods, artists and performance arts.

This brings us to the point is it morally correct to haggle with the prices of the unfortunate liquidated companies and feast on the bargains that this pandemic has laid bare?

Well, I guess that all depends on where your moral compass points.

The Germans have a great saying for this “ you see everyone twice in life” so if you come across a bargain please don’t add insult to injury and haggle, just pay the amount asked and both parties can appreciate each other's situation during these difficult times.

A good gesture as it's commonly known in hospitality would be to give a small tip/gratuity on top of the asked price. It may be a small gesture for you but for someone down on their luck it defiantly will have a larger impact on their mental and financial troubles.

Strength in numbers Collaborations: the talents coming together to save or open a new business Even though in lockdown we have seen some brave individuals open new businesses maybe they are the lucky ones with the Midas touch or are there larger support networks and employee teamsmanship happening behind the scenes? Whatever it is we take our hats off for you.

Profit-sharing: fusing businesses or profit-sharing to hold talent and support businesses If you have an employee with a key talent maybe it's time to offer them a piece of the pie and offer them a partnership that they get a small percentage of the profit.

This could be a great reward or loyalty mechanism to retain valued members of staff.

Also it could save you costly payroll increases and with the added motivation you could see larger returns on this investment as well as sharing the pressures of getting back on track.

Sponsorship and industry partners: either as a financial boost or adding great branded equipment/products to your arsenal a sponsorship/partnership can, when correctly agreed upon, benefit both parties Brands need content and to be associated with a successful talent to attract new customers.

So if your business has been successful in the past you may be able to monetise all those blood sweat and tears you have shed over the years building your reputation and all those accolades and leverage a great deal.

Guru’s, good samaritans, and false profits When marketers, consultants, and food influencers come knocking When it comes to the so called food influencers demanding a free dining experience for a review, yes some of these can add value through raising new customer interest. But most of the other parasitical self proclaimed gurus are just here to gain content for their own benefits and platforms.

Learn to value yourself/your business and if some food story writer that mainly reviews fast food, it’s probably not the right fit to bring you more customers for a fine dining establishment.

In my opinion when I am looking for new places to dine at, I am usually more inclined to trust chefs reviewing other chefs and I tend to value the opinion and reviews of industry professionals with years of experience. So in short a big NO to “guru’s” and an even larger YES to craftsmen.

When it comes to consultants who do you trust and who is going to dig you in a deeper hole?

Defiantly check their credentials and see if they deliver on what they say.

A good consultant may seem to be a large expense in the short term, but looking at the bigger picture all those years of experience might be the added boost to aid in a speedy recovery and optimise processes that may have previously let profits float through your nets.

Insult to injury What is still to come…

Well, we strongly suggest making an appointment with your tax advisor immediately to discuss and evaluate the risks and pitfalls yet to come.

The tax returns in the following years after recovery will add the final blow to some of the ones that survived but are truly stranded and are unable to get their business back to the pre-pandemic occupancy levels.

Just when you thought the worst is behind you this hit may bring the final blow.

Defiantly check on those government relief payments, which depending on the rules of the country you are operating in could also be taxable or may even have to be repaid.

Exodus & Genesis, rekindling and lessons learned Due to closing restaurants, let's look at the good and bad sides Before Corona, new establishments were popping up everywhere stretching the potential customers’ dollar too thin over the cities unsustainable restaurant community.

Now during this Corona “culling” of the competition this will allow for the strong and adaptable to prosper.

This may sound harsh, but as in nature there is always a point of peak growth before we see a decline in the growth curve. This usually happens where overly saturated areas without a clear diverse spectrum of dining options detract from the potential patronage in the surrounding suburbs. For example too many restaurants offering the same product in the same area resulting in a homogenous, carbon copied style of dining.

One of the biggest problems in the restart stage is the culinary talent pool which the industry has tried over decades to stimulate.

The shutdowns and chefs being out of work forced international chefs to return to their port of origins. The Corona storm has left the restaurants stranded where they were staging or working at getting international experience.

Now, this has left the countries and establishments limited as the internationally sourced talent pools have seen an implosion as the diverse skilled labor sector has quickly evaporated.

Or will the situation change later after other businesses close, will we see a re-saturation on the job market if the potential competition decreases? Will the talent pool in the future increase or have certain individuals been financially forced out of our industry during these unstable times?

How to entice them back?

After all, they have defiantly burnt through their savings and are probably looking for an option closer to their home region where they have the support of their family and friends to get them back on their feet.

Some possible options could be : • A return travel ticket and help with the basic setup costs • Staff apartments where new staff can communally stay at no extra charge to the worker could be a win-win. For the employee, it takes the hassle of looking for a place, paperwork, costly deposits, set up cost and securities, and for the employer a fast track to replenishing and reforming your all-star team.

Is it time that high-performance restaurants invest in staff in ways that benefit both parties?

Empty tank, but a long stretch ahead How do you repay staff when the financial tank is running low Create a sided hustle for staff by developing your own products in a form of co-op. You and your valuable employees can all pitch in to create & produce a product and share the profits.

What we have learned so far The main lessons learned are that restaurants and hotels need to diversify revenue streams and not just rely on bums on seats or bodies in beds • Takeaways ( ready to eat meals as well as menu boxes & recipe kits are a good idea to keep going) • Branding your own products ( get your restaurant's products in a store so they are earning revenue outside of your physical location.)

• Pay it forward vouchers can be a plus or a negative, what happens when everyone turns up too uses them at the same time before the restaurant is back on its feet.

• Online cooking demonstrations creating content to boost your social media presence and SEO rating attracting customers, sponsors & media.

• The loyalty of business owners and workers how were you treated and how did you treat your staff, was there support given? Or did the staff take advantage of the business and what are the consequences and rewards?

• The exposing of internal and external pressures of the industry and uncovering the real issues of mental health plaguing our profession as well as the formation of valued support networks and the acceptance of reaching out for help.

Land on the horizon Some people may see these times in a negative light and that our industry has been devastated by the barrage of lockdowns and restrictions, but I like to look forward to the future and see it as a chance for us to make a difference and evolve from the old school ways of doing business and to find new solutions which will allow our industry as a whole to grow and prosper from the grassroots upwards.

Our industry is amazing and resilient, to compare it to a character it is defiantly Rocky Balboa getting constantly knocked down, but always getting back up to evenly aim for success.

A HoteliersGuild initiative during the testing times of Covid-19 in support of our wonderful Chefs

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