Joanna Kurowska is managing director UK&I at IHG Hotels and Resorts
As rises in inflation, the cost of living and energy prices continue to dominate the news, it would be easy for hoteliers to put their responsible business values to one side in favour of reducing costs. It would also be a mistake.
At industry conferences this year we have heard much about the resilience of the hospitality sector in the current, challenging microeconomic climate – viewpoints supported by the many consumer surveys showing that people and businesses’ desire to travel remains as strong as ever, even if they’re being more cautious with their money.
To ensure guests are satisfied with a hotel stay, our industry must meet their expectations in every way – and especially when it comes to the social and environmental impact of our operations.
In a recent survey by Deloitte, 37 per cent of people said they are now choosing brands with ethical practices and values (up 7 per cent on the previous year), and it’s more important than ever that we act on such insights. That figure is even higher among businesses now pursuing ESG goals and emission reduction targets.
As the economic landscape improves, I am confident customers will remain loyal to those companies and brands that can talk authentically about how they honoured their responsible business commitments in tougher times like these. So, despite the challenging headwinds, we need to do all we can to stick to our principles.
People power
For most hospitality companies, people are at the heart of everything we do. Securing and retaining outstanding colleagues – the ones that go the extra mile to ensure guests have the best possible stays – is crucial to how we all operate.
To grow responsibly from a people perspective, we must create and nurture a culture through which everyone feels they belong and has room to grow. For me, this starts with leading by example, and one of my personal goals is to support all members of my team whenever we interact. I also urge them to constructively challenge one another, shine a light on our values, and encourage change.
It’s also important to remember that culture is constant, and leaders must create initiatives that make a difference every day. Organising trans awareness and sign language training for our teams has been an important step forward for us, while our RISE programme for aspiring female general managers has so far helped 128 participants, of whom more than 30 per cent have been promoted.
Community outlook
Hotels are focal points of their communities, playing a key role in supporting local economies, including providing employment opportunities. But it’s also important that we focus on the bigger picture and understand that, to grow responsibly, we must all go beyond the standard hospitality offering.
For us, that means our pledge to improve the lives of 30 million people through focusing on skills training, disaster response and food security. We do this not only through direct funding and working in partnership with expert organisations, but with our colleagues also sharing their time, skills and passion to address social needs in their communities.
Caring for the planet
We know that customers and partners are increasingly engaged in the sustainability credentials of hospitality companies and brands. It’s therefore vital that hotel leaders have visible roadmaps across a range of key metrics – covering areas including carbon and energy, waste, water and biodiversity – and provide regular reporting on their progress.
The hard truth is that to achieve what we need to may require upfront investment from hotel owners at a time when they’re already dealing with cost pressures. However, mindful of the future, as leaders we must do all we can to keep our operations on a sustainable path. The rewards for taking proactive action can be wide-ranging, helping us meet the expectations of all our stakeholders – guests, colleagues, owners, investors, governments and more.
By prioritising our people, communities and planet, we can all use our influence to not only create growth in the right way, but to lead it. But always remember that growth is a mindset, not just an agenda item – so share your dream among your team, and work together to achieve it.