General Management

In your organization, which sustainability goal(s) are you excited about? Remington along with our ownership groups have ongoing conversations about opportunities we have across our portfolio. Just the fact that we are having conversations and there is interest by owners is exciting.

Radisson Hotel Group has a long history of being a responsible business and has an ambitious and award-winning program. We believe in conducting business ethically in all we do, and aim to be a thriving, sustainable and responsible business for people, the community, and our planet.

We have always believed that sustainability has to begin locally; you have to give your team in the hotel the power to act and to act in the best interests of its community. Only the people in that community know where you can source the best local products and find the best local suppliers.At Magnuson Hotels we have never focused our business on the long-haul market, but looked more locally, for that business which is sustainable in every sense of the word.

Purpose, Creativity & Inclusion - At Remington Hotels, our culture of innovation is rooted in 3 key principles: purpose, creativity, & inclusion. It all starts with defining the purpose, goal, and strategic plan of the organization.

It is true that innovation requires focus, resources and ultimately funding. At IDeaS we have a multi-pronged approach to innovation: 1) A constant dialog with our clients about their evolving needs and how IDeaS could provide more value to them 2) Continuous research and conversations about evolving end consumer expectations, technology transformation and their implications on hospitality at large and particularly the commercial function.

Transforming company culture is something that must be done genuinely and with respect for the values on which your company was founded. We used the pandemic as an opportunity to assess our current set-up, operations and teams, utilising the time to embark on a journey of innovation and transformation that better caters to the needs of our customers.

At Dream Hotel Group we believe in good talent. Our goal is to hire, train and retain the best in the business. We pride ourselves in supporting growth and opportunities for all gender identifications. We lead from the top: all of our verticals are led by women vice presidents, and one of our five in the c-suite is a woman.

While elevating women to leadership positions is important across the hospitality industry, it is of even greater significance to Sonesta, given our recent and future growth plans. We have an expanded platform and even more opportunity than ever before to include female leadership who can make a difference within our team during this period of rapid growth.

“There is a big difference between equality and equity, and that has been the biggest learning for me in the past years. Last year, as we relooked at our management team's structure, we knew we had to make changes and be more diverse.We started recruiting for the Chief Operations Commerce Officer position, and we knew this person had to be a woman.

Good hospitality is built on successful relationships, and Cycas's focus has always been to make our hotels the best places to work as well as stay. We have always maintained that we have three 'customers': our guests, our owners, and our Cycadettes.

Since the pandemic began, at Benchmark Global Hospitality we have repeated a motivational phrase many times – soon it will be our time to heal the world with hospitality. Well, that time is upon us! While we have no choice but to embrace a digital world, the human-centered enterprise of hospitality will always rely on the hands, hearts, minds and souls of human beings.

Culture, People and Process;If there has ever been an "intangible", possibly "providing service" is the best example.This is the very foundation of providing hospitality and making that true / real contact with our guests.Our industry is fragmented and diverse, covers the entire globe and having a universal measuring stick is impossible.The industry's answer for years has been scripting and measuring against that, resulting in strange and artificial feeling interactions."did you have a nice trip...", "it is so good to have you back...", "how was your stay..." We all know these heart crunching questions that mostly are asked without any true interest or backed up by the emotion they deserve.And then there was the third party online feedback and scoring.

This was certainly the year I wish our industry never had to go through. Though personally, I believe living through September 11 in New York City was a scarier time, the COVID-19 pandemic had a far worse financial impact on our industry.

At The Student Hotel, we have remained open during the pandemic – albeit with fewer guests and restricted facilities. Because of our hybrid model and the flexibility this gives us, we can change the allocation of our rooms and re-designate hotel rooms to student accommodation.

While IDeaS has always had a close relationship with its 15,000+ global clients, the pandemic has forced us to align ourselves even closer with the hotels we support. In the initial stages, as demand evaporated and hotels closed, we needed to make the necessary changes to our revenue management and pricing systems to deal with the constantly evolving situation.