The Halo Effect As Hilton continues to strengthen its culinary offering, the group’s Vice President of F&B Strategy and Development Emma Banks discusses eco-conscious consumerism, celebrating talent and culinary equity. Words: Eleanor Howard • Photography: Courtesy of Hilton
PROFILE Emma Banks Vice President, F&B Strategy and Development, EMEA Hilton As Vice President of Food & Beverage Strategy and Development for Europe, the Middle East and Africa at Hilton, Emma Banks is responsible for overseeing the success of more than 800 venues across 250 hotels. Her extensive hospitality experience includes everything from frontof-house positions to a stint as Managing Director of Jumeirah Restaurant Group, the dedicated restaurant division of the UAEbased Jumeirah Group.
H
otel F&B has evolved significantly in
our signature restaurants and destination bars to
recent years, with dynamic restaurants
attract residents from the local community, not
and bars often regarded as key to the
just rely on capturing hotel guests.”
success of a property. So when Emma Banks
It’s quite a mission, and one that is powered by
was brought onboard as Hilton’s Vice President
five guiding principles: finding the right people
of Food & Beverage Strategy and Development for
with a retail mindset; creating a sense of place to
EMEA in 2019 – the company’s centenary year –
entrench community connection; being true to the
she was given a clear brief: to devise a blueprint
plate to ensure best-in-class product; powering
on how to take the group’s F&B offering forward
performance through ruthless attention to detail;
for the next hundred years.
and committing to the purpose. These goals are
THE VISION
have a commercial base of products and services
So what is her vision? “I think the biggest
– from marketing playbooks to working practices
challenge facing the hotel F&B sector can
– that feed brands and profits; rediscovering
sometimes be ourselves, and the belief that
their F&B culture; and reigniting their mojo.
restaurants and bars are just another amenity,
042
supported by three key pillars: ensuring they
a cost to be managed or a necessary service
FLAVOUR & FLAIR
viewed merely as part of a stay rather than a
One initiative that addresses a number of these
reason to stay,” explains Banks, highlighting
objectives is Hilton EMEA’s annual talent
the often missed opporunity to attract a new
competition, Flavour & Flair, wherein employees
audience. As such, their F&B philosophy takes
from mixology, pastry and culinary departments
into account both the guest experience and
across the region compete head to head.
commercial viability. “We believe that food and
“F&B tends to be the lion’s share of headcount
drink is the halo effect that helps to differentiate
in a hotel because it’s resource-hungry,
our brand, drive our overall performance and
which makes it one of the most dynamic and
set our hotels apart. With ruthless attention to
challenging areas of the team to operate,” notes
detail, we want to create relevant, cutting-edge
Banks. “We know that talent attracts talent, so
fun food and drink that delights our customers
we must celebrate our people. We aim to create
and maximises our profits. We want our guests
a culture of aspiration and innovation, which
to choose our hotels because of our venues; for
is really important in this industry. As our CEO