HoteliersGuild ForumOfDialogue

ORUM

Of DIALOGUEVol. IX

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

VOLUME IX. NOV, 2021

”

WHEN YOU ENGAGE YOUR BRAIN, IT JUST KEEPS GETTING FATTER AND RICHER AND WONDERFUL .

RITA MORENO

Frank M. Pfaller President | HoteliersGuild

Dear Friends & Colleagues,

Publisher

Happy to introduce this new format of our Forum of Dialogue with mini-interviews hosted by our very engaging member and very established international journalist and presenter, the lovely Heleri Rande, as well as continued inspiring contributions from some of our international members.

The last few months have seen some important developments for Hoteliers Guild. The LeadingH-teli,res chapter, under the full leadershi p of Co-chairlady Prof. Dr. Sowon Kim and her focus group, completed the first study on 'Flexibility and Work-life Balance', which involved more than 60 of our member hoteliers worldwide. Many thanks to all those involved! Xenia zu Hohenlohe, the first Chairlady of our young chapter, has passed on the baton to Brenda Collin - a big thank you to Xenia for her excellent work and go od luck to Brenda!

Probably the biggest news is that we have succeeded in enticing some of the most important industry leaders - all of them very committed current members of our guild to become founding members of the Hoteliers Guild Academy of Arts.It is with great pleasure that we welcome Lindsey Ueberroth, CEO of Preferred Hotels & Resorts as Co-founder, Prof. Dr. Henri KUOKKANEN, Vice Dean of the Institut Paul Bocuse and EuroCHRIE president as Chairman together with Prof. Dr. Sowon Kim from the Ecole hô elière Lausanne as Co-chair, as well as Prof. Dr. Willy Legrand as academic leader of the Sustainability Focus Group. We were particularly pleased to receive the kind invitation from Beverly and Dereck Joubert, legendary globally known conservationists, architects of luxury sustainable camps and filmmakers who have been working to help save wildlife and their habitats for over 30 years. Happy to share their acceptant message ' It's a delight to be invited to be a part of The HoteliersGuild Academy of Hospitality Arts to share ideas on sustainability, service conservation and the highest level of design and hospitality, all things dear to our hearts, and the very reason Beverly and I started Great Plains conservation. Hospitality is all about kindness and compassion and sharing that via the association of engaged like-minded people is enormously exciting to us. Thanks again for being persistent and ultimately hunting us down to deliver this invitation, which of course we accept!

And we gladly join Lindsey Ueberroth who says: 4œB"Your partici pation, shared passion, experience and insight will take the HoteliersGuild to the next level and help our industry not only recover from this challenging period in history, but thrive thru the innovations outline in the vision for the HoteliersGuild Academy.>œB" Exciting times ahead - happy reading and be inspired!

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Gratefully acknowledging the 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

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CALL FOR ENGAGEMENT from Lindsey Ueberroth CEO of Preferred Hotels & Resorts Co-founder & Ambassador LeadingHôtelières

HoteliersGuild

“

Dear esteemed Colleagues and Members of the HoteliersGuild,

I wish we could all have been in person for the inaugural Round Table meeting to discuss the vision and next steps for The HoteliersGuild, the LeadingHôtelières chapter and The Academy of the Hospitality Arts.

Your participation, shared passion, experience and insight will take the HoteliersGuild to the next level and help our industry not only recover from this challenging period in history, but thrive thru the innovations outline in the vision for the HoteliersGuild Academy of Arts.

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 co-founding LeadingHôtelières, part of the HoteliersGuild community with Frank M. Pfaller, that has a mission of promoting gender equality within the hospitality industry Frank has brought together an incredible group of world renowned Hospitality leaders and institutions that have the ability to create the change we all are excited to work towards and champion. I look forward to meeting all of you and working together to make this a reality.

With much gratitude and appreciation, Lindsey

“

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Brenda Collin Executive Vice President Europe Preferred Hotels & Resorts

WELCOME OUR NEW MEMBERS

CEO | PREFERRED HOTEL GROUP

LINDSEY UEBERROTH

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The importance of conscious luxury and sustainable travel from Sonu Shivdasani CEO & Founder International HoteliersGuild Ambassador

HoteliersGuild

Travel and flying are often highlighted as prime examples of human behaviour that contributes to global warming, and that needs to change with immediate effect if we are to handover to the next generation a world similar to what we have been able to experience and love in our own lifetimes.

Whilst air travel will account for a bulk of an individual’s own ecological footprint, it today still accounts for about 2% of greenhouse gases. The damage it causes pales when one considers the contribution to global warming of agriculture, especially the meat industry, where the numbers are 10 to 20 times that of air travel.

In spite of the above, I remain a strong advocate of the overall positive impact of travel & tourism and the key role it plays in conservation. Vast tracts of South and East Africa would now be farmland if it were not for the conservation efforts of the many lodges and camps whose tourists indirectly fund these efforts. A few years ago, President Bongo of Gabon transferred 11 million hectares of land from timber concessions and mining concessions to a national park with a view to attracting tourists.

Closer to home, the government of the Maldives banned the fishing of both sharks and turtles. Part of the Maldives – Baa Atoll, where one of our resorts is located – has become a UNESCO Biosphere. The catalyst for these actions was the calculation that a shark or turtle swimming happily in the ocean was considerably more valuable alive than dead.Let me now share with you our own experiences at Soneva which I hope will reinforce the case for travel & tourism as an overall source of good.

When my wife Eva and I opened our first resort in 1995 we held a firm belief that a company must have a clear purpose beyond just making money. We were also convinced that a successful business is the one that combines apparent contrasts and makes these opposites compatible. When this is achieved and it works, it creates an experience that is both unique and accepted, that one immediately develops a very strong level of loyalty from the guest.

While we wanted to create a hideaway that would satisfy our desires for a dream destination for those who liked to travel in luxurious style, we also had this overwhelming desire to protect the environment. The end result was born out of the philosophy of simple sophistication and returning luxuriously to nature, whilst also shouldering the responsibility of being custodians of the beautiful places we operate in.

Today, two decades later we’d like to think that our guiding principle of creating innovative and enlightening SLOW LIFE for our guests, which is our moral as well as our operating compass, has also provided a blueprint for the future of the hospitality industry.

Our vehicle for delivering the SLOW LIFE is our core philosophy of “Intelligent Luxury”. It is about combining the traditional opposites of sustainability and wellness with luxury.

We believe these things actually complement each other. At the heart of the matter is what true luxury means for our guests today. The definition of luxury is something that is a rarity, but the wealthy of today come from a different context to the wealthy of the past when some of the more traditional luxuries were established.

In today’s society, luxury translates into peace, time and space. It is about the sand between the toes and dinner under the canopy of a billion stars, about reconnecting with oneself and the natural environment. For guests who live in a cramped and polluted concrete jungle, true luxury is to eat a freshly picked salad, grown in our organic garden while breathing fresh air and enjoying a beautiful view.

This focus has led to levels of guest loyalty and repeat business that far surpass industry norms, and this tells us unequivocally that the values of a company matter to those who consume its products.

This is rare in the modern world but Soneva distinguishes itself because combined with the space, privacy and comfort of our villas and rooms, and the intuitive service provided by our Hosts, we have also demonstrated how sustainable materials can have a great aesthetic. Being able to bring out the beauty of nature has set us apart from the competition.

Being sustainable is also part of our DNA and we are always striving to limit the negative environmental impact of our activities – something which is both difficult as well as critical for a company which operates resorts in remote places of pristine natural beauty.

We may sometimes fall short of our own high standards, but we are very clear about our responsibilities as custodians of the communities we operate in. This responsibility to one’s community is somewhat complicated for a company such as ours whose guests’ jet in from all over the globe. As a result, our social and environmental responsibilities are as much global as they are local. We, therefore, set up the Soneva Foundation to focus on change at a level far beyond the direct communities in which our resorts operate and to recognize our obligations to society in general.

In 2008, I noticed a huge number of plastic water bottles washed up on our beaches at Soneva Fushi in the Maldives. We decided not to point fingers at those who were allowing their water bottles to spoil our oceans while still serving bottled water in our resort and therefore still part of the problem. So, we took the decision to stop offering branded bottle water, and instead serve water filtered, mineralised, alkalised, and bottled on site in reusable glass bottles. Half the revenues from our water sales go to the Soneva Foundation to fund the work of charities such as Water Charity and Thirst Aid. In the same year, we took the simple step of adding a mandatory 2% Carbon Levy to our guests’ bills, to off-set their travel emissions. It was a small change, and relatively small charge, which we found our guests more than happy to accept. And the rewards have been great. In four years we have raised approximately USD 5 million, which the Soneva Foundation has used to fund a reforestation programme in northern Thailand. Through this, we have planted around half a million trees, mitigating around 400,000 tons of CO 2. Additionally, funds have financed wind power generators in South India, and even a commitment to 150,000 low carbon cooking stoves in Myanmar and Darfur.

The Soneva Foundation also created our previous SLOW LIFE Symposia, which we organized four times, which convenes some of the world’s greatest minds across science, business, philanthropy and policy. Described by one of our participants as a

“We offer our guests natural luxury, taking them back to the natural beauty of the world.”

‘laboratory of intent’, the event provides these leaders with the time, space and facility to address the worst challenges threatening our incredible natural environment, and create tangible, collaborative solutions.

And it has delivered real results, for example, in 2012 the Whole World Water (WWW) initiative was conceived and co-founded

by Symposium attendees, Karena Albers and Jenifer Willig, in partnership with the Soneva Foundation. The premise was simple: how can we scale the Soneva model of filtering and bottling water locally instead of importing bottled water and using part of the revenues to fund clean water initiatives? The model devised not only eliminates plastic waste but also cuts out unnecessary transportation miles. Today WWW extends this concept out to the travel and tourism industry, with 10% of sales revenues invested in clean and safe drinking water initiatives around the world. The scale of ambition for WWW is dizzying – we estimate that if the entire travel and tourism industry united around this single issue, we could raise $1 billion annually. While this target is still some way off, last year WWW made its first investments in clean water projects in Cambodia, Uganda and India.

It is remarkable that many children in our island nation, The Maldives, do not swim. A fear of the water is compounded by a nationwide waste problem that sees local island beaches used as a dumping ground for household waste. Following the 2013 Symposium, Soneva Fushi establisheda “Learn To Swim” programme with our neighbouring island Eydhafushi. By teaching children to swim, we hope that they will learn to love the ocean, and when they love it, they will protect it. We have now scaled this programme to offer intensive swimming programmes across the Atoll, partnering with other resorts, local and national NGOs, environmental awareness groups and government ministries. Supported by filmmaker and National Geographic adventurer Jon Bowermaster, who made a documentary film of the swimming programme, we aim to develop a model of environmental inspiration and education that can be applied around the world.

In February 2020, we also launched our Namoona Baa initiative with the unveiling of the Eco- Centro complex on the island of Maalhos, Maldives. Namoona Baa sees the islands of Maalhos, Dharavandhoo, and Kihaadhoo in the Baa Atoll pledging to end the open burning of island waste, in a radical shift towards eco-friendly waste management. The pledge was made by the Presidents of Maalhos, Dharavandhoo, and Kihaadhoo island councils, during a workshop on waste held at Soneva Fushi on January 5-8, 2019.

To end the practice of the open burning of waste, which poses a health and environmental hazard and damages tourism, each island will create an Eco-Centro waste-to-wealth centre that will sort, recycle and reuse island waste. The Eco-Centro model was pioneered at Soneva Fushi, which is located close to Maalhos. At the resort, food and organic waste, metals, and bottles are chipped, ground down or composted, and turned into things of economic value, such as concrete building blocks and fertilizer.

Plastic waste is either recycled or used to create useful new objects.

Soneva has pledged funds from its Soneva Save our Seas programme to support the creation of the Eco-Centros on Maalhos, Dharavandhoo, and Kihaadhoo. During the January workshop, the island council presidents helped forge a new partnership between their islands, Soneva Fushi, and Common Seas, an international NGO dedicated to reducing marine plastic pollution.

The new partnership – part of the international Clean Blue Alliance which supports islands to prevent plastic waste leaking into the ocean – sets a course for Baa Atoll, and eventually the Maldives, to become a global leader in halting ocean plastic pollution.

As part of the inauguration of the Maalhos Eco-Centro, a friendly cricket match took place on the island. Maldivian Parliament Speaker, President Mohamed Nasheed, played a game of cricket alongside former Indian international cricketer Harbhajan Singh, and a number of Maldivian cabinet ministers and officials. The match helped showcase a new recreational area created on the island, which had previously been the site of a rubbish dump. The area has since been transformed into a recreational area under the Namoona Baa initiative.

Dealing with waste, particularly plastic, is a major issue for every island community in the Maldives. Plastic bottles and bags tend to litter streets, island jungles and beaches, while waste is routinely burned in toxic, open bonfires. Human health and guesthouse tourism suffer as a direct result of this practice.

Under the Namoona Baa Initiative, the Maalhos model will be expanded to neighbouring Dharavandhoo and Kihaadhoo, with Eco-Centro waste-to-wealth centres established on both islands later this year. With government support, it is hoped that the model can be rolled out across the Baa Atoll, and eventually the whole of the Maldives.

Celebrating 25 Years of Soneva To all those who convinced us to say goodbye to shoes.

To everyone who discovered our 60 flavours in the ice cream room.

To everyone who took the slide, not the steps.

To all the free-divers, sushi chefs and middle-of-the-ocean hammock loungers.

To everyone who shared our vision for sustainable luxury.

To the barefoot booksellers, the chocolatiers and the sandcastle superheroes.

To all our friends who share our vision, to all the many hands that built it.

To all those who know we have barely begun.

Thank You ! #Soneva25

ASSOCIATE PROFESSOR | ECOLE HÔTELIÈRE DE LAUSUNNE

PROF. DR. SOWON KIM

HOTELIERSGUIL ECOLE HÔTELIÈR LEADING HÔTELIÈR SOCIAL RESPONSIBILI STUDENTS INITIATIV FEMALELEADER

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Hospitality Stakeholders: Why is COP26 important? from Prof. Dr. Willy Legrand Member of HoteliersGuild LeadingHôtelières Advisory Board Founding Member The HoteliersGuild Academy of Hospitality Arts Department of Hospitality, Tourism and Event Management IUBH University of Applied Sciences Bad Honnef, Germany

HoteliersGuild

This viewpoint was created by Willy Legrand, Professor of Hospitality Management at the IU International University of Applied Sciences, Germany

Two-weeks of negotiations in November 2015 led to the Paris Agreement. The culmination of 20 years of discussions, concessions and compromises. Is the Paris Agreement an important document to the hospitality industry? Without a doubt. Science-based targets driving the industry decarbonisation efforts are based on the 2°c (1.5°c) threshold as per the agreement.

COP26 in Glasgow will see “For hotel development and targets which is an integral operations, it is a mixed bag time to take stock of how which can actually lead to new 2015. Despite the pandemic, opportunities…” predicts that emissions are on decline (-5.8%) due to the asking: when are we going to get it right? [3].

countries submitting new or updated component of the Agreement. A good much (or little) has been achieved since the International Energy Agency course to surge, reversing the 2020 pandemic [1, 2]. No wonder many are

It is with desperation that reports [4, 5] are published indicating that some large, global corporations with proclaimed climate commitment, are actively impeding stricter legislations (on fuel, carbon etc.) through lobbying. Regulation is a core component (as many argued and discussed here a few months ago: Sustainability-driven legislation: setting the right conditions for hospitality?) to ensuring a level-playing field as it is sending a decisive message that climate emergency must be dealt with, with all tools we have available.

For hotel development and operations, it is a mixed bag which can actually lead to new opportunities. In the bag are the regulatory and transition risks for inefficient assets, imminent carbon market systems for buildings, a decreasing costs of capital for sustainability-driven investment and access to cheaper technologies (e.g. market for photovoltaic).

So from your stance, experience and position, why is COP26 important? Why should our industry care? There has been talk also in this panel (see The (Green) Recovery Imperative: Hospitality Re-Set Or Bouncing Forward?) about post-COVID-19 green recovery. Is this happening and can COP26 foster this somehow?

[1] IEA (2021). Global CO2 emissions rebound by nearly 5% in 2021, approaching the 2018-2019 peak. International Energy Agency: Global Energy Review 2021. https://www.iea.org/reports/global-energy-review-2021/co2-emissions [2] IEA (21 April, 2021). Global carbon dioxide emissions are set for their second-biggest increase in history.

International Energy Agency. https://www.iea.org/news/global-carbon-dioxide-emissions-are-set-for-their-secondbiggest-increase-in-history [3] DW News (24 September, 2021). Fridays for Future demand an end to empty promises. Deutsche Welle News. https://www.dw.com/en/fridays-for-future-demand-an-end-to-empty-promises/av-59303592 [4] Milman, O. (01 October, 2021). Apple and Disney among companies backing groups against US climate bill. The Guardian. https://www.theguardian.com/us-news/2021/oct/01/apple-amazon-microsoft-disney-lobby-groups-climatebill-analysis

PRESIDENT & CEO | STARHOTELS GROUP

ELISABETTA FABRI

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The Spirit Level from Anni Hood Member of LeadingHôtelières Focus Group Member of The HoteliersGuild Academy of Hospitality Arts

HoteliersGuild

The Spirit Level - your insight, balance and alignment tool for business intelligence and personal growth To be specific is to mitigate the risk of being misunderstood. When talking about wellness practice or describing a perspective of wellbeing, remove the ambiguity by being explicit. Do you mean stress and recovery? Emotional safety? Physical fitness? Life satisfaction? Social impact? Be aware of the initiatives and causes that may not be overtly labelled wellbeing but still drive an elevated state of health, greater happiness, or improved life enjoyment. Examples may include greater equality, safety (physical, emotional, mental) or improved financial security. These examples and others form the ‘cultural cup’ that holds space for services, products, programmes, processes and practices that people engage with to improve their state of wellbeing. The cup or vessel is the cultural and social infrastructure where we live, work, and socialise - the (r)evolution in these areas is already happening, by being clearer means greater understanding and increased resonance.

One of the sectors providing a ‘cut through’ on the macro subject of human and planetary wellbeing is ESG (environmental, social, governance) investment and delivery. Why? Because it is a measured process that ties the metrics of ESG directives into outcomes.

Social pursuit is by nature, human wellbeing related and similarly, environment to the climate crisis. Another example is DEI (diversity, equality, inclusion) departments in corporations and SMEs. Since the murder of George Floyd last year followed by months of BLM protests many more organisations are seeking to change the way they operate. Feeling included, valued and worthy are all vital components of wellbeing – this too is seeing laser focus on metrics and measurable progress. A word of caution; this must be done (in all cases) in a way that is fair and equitable to all. Raising the equity of gender, disability, sexuality and ethnicity is a vital part of raising the state of wellbeing in society, for all. The changes are happening at a blistering pace, difficult for some demographics to process.

For some organisations, this is still a ‘tick box’ exercise but the needle is moving, equality will be won on a cultural elevation of unity.

Dubbed by economists as the ‘Great Resignation’, millions of people working for companies where they feel their concerns are neither addressed nor heard have left their employer or plan to leave. Some industries are suffering more than others, hospitality is one of them. In a recent article in the FT – Marriott CEO Tony Capuano described a ‘fight for talent’ as the group try to recruit 10,000 staff for US. In the UK, the new CEO of the Institute of Hospitality, Robert Richardson, commented in a conversation we had a few months ago, that “...the gap between how the hospitality industry values guests and employees should not exist.” He is the first hospitality organisation leader (whom I have spoken to recently) who has led a discussion on the value of wellbeing culture and service provision in hospitality being on par with rooms and food and beverage. Expect a more tangible shift toward whole person health and a greater duty of care – for guests AND staff.

What is the response to financial insecurity? In the UK now, 38% of people are worried about the state (or potential state) of their finances. That issue alone, means increased risk of mental ill health. Tech entrepreneur Dan Price, founder and CEO of Gravity was well ahead of curve in 2015 when he announced a minimum wage in his company of $70k for all workers - 5 years on, reports shows company growth, financial success and countless examples of how the impact of financial security, feeling valued and freedom from worry has impacted team performance and a cultural state of wellbeing. Expect to see more radical moves in private sector companies at a cross-industry level - the pandemic has lifted the veil on the fundamentals of what matters. The ability to recruit and maintain talent relies on the ability to work AND live. The change comes down to leadership and the courage to make radical change in almost every example we discuss.

Emotional angst, money problems, physical ill health, mental stress and change happening at ferocious speed, means many people are finding it difficult to cope. It is imperative to find your own anchor. The sea will get choppier, shift will continue at a blistering pace.

Helping yourself doesn’t have to cost a penny but may involve some difficult choices and disruption to long established habits. The following are supported by science and clinical trials – they are my personal share, give them a try and let me know how you feel. 1) Sobriety – even one unit of alcohol will make a difference to how well you sleep and the clarity of your thoughts and feelings – it’s Sober October, what better time to explore! 2) Walk in nature for a minimum of 20 mins a day without a device 3) Hydration – drink 2-3 litres of pure water, just a 1% drop in hydration means our cognitive ability and mood is negatively impacted. 4) Bed early and sleep for 8 hrs – read ‘Why We Sleep’ by Matthew Walker – you will never go to bed late again! 5) Practice positive affirmations to train your brain – I am confident, I am valued, I am worthy, I am enough – create your own list and say it out loud three times at the beginning of your day.

COP26 is fast approaching. It is happening from October 31- November 12 in Glasgow. 200 countries are being asked for their plans to cut emissions by 2030. In 2015 they all agreed to keep global warming ‘well below 2C’ (Paris Agreement) but the recent IPCC report shows that we are already hurtling toward 1.5C. To give some perspective 1C increase is bad but manageable, 2C is very bad but adaption can mitigate the worst, 3C will be untenable for many geographical areas, people and species. Current warming is approximately 1.1C. What would be the marks of success? 1) A recalibrated, stronger statement on net zero emissions by 2050 and bigger than current predictions show, by 2030 2) Immediate and specific commitments to ending coal, petrol cars and protecting nature 3) Agreed financial packages to support developing countries to adapt - in a recent BBC piece, everyday impact flagged petrol cars, gas boilers and number of flights being taken as targets for change. NB Anything that falls short will be viewed as inadequate.

Some scientists already believe world leaders have been asleep at the wheel and that staying beneath 1.5C will not be achieved.

Safety and security has taken on a magnified perspective within the context of wellbeing. From physical to emotional, financial, mental and spiritual. As a collective, people are feeling unsafe. Insecurity breeds fear and what we’re seeing are a lot of pendulum swings that disrupt, polarise and divide. Last Thursday, the day that Wayne Cousens was sentenced for the murder of Sarah Everard, I attended a large travel industry awards dinner for 800 people. One of the people attending, a male, wore a dress. He raised issue the following day on social media to share that he had been “...groped several times by ‘drunk white men’ ...and had to shout at a man making unwanted sexual advances”. He said he felt unsafe to simply be himself. What is apparent in many current cultures, is a domino effect of insecurity for anyone not understanding or able to relate to the different ways that people want to show up in the world. In a sister group of Impetus Hub entitled ‘Lets Talk About Men’, we ask: How do you raise one gender without diminishing the other? Perhaps the question should be: How do you accept the choices of others without feeling threatened yourself?

FOR A MORE IN-DEPTH DISCUSSION ON ANY OF THESE POINTS OR A MORE INDIVIDUALISED PERSPECTIVE RELATIVE TO YOU OR YOUR BUSINESS, CONTACT US DIRECTLY INFO@WELLINTELLIGENCE.COM

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Lessons on Engagement from the Greatest Teachers on the Planetfrom Dereck & Beverly Joubert CEO Great Plains Ambassador & Founder member The HoteliersGuild Academy of Hospitality Arts

HoteliersGuild

I sat in meditation in the company of some friends recently. The fact that there were all twenty times my size and within touching distance and could squash me like a fly didn’t bother me because I was at school, and here we trust one another. I was at the waterhole at Ol Donyo Lodge in Kenya and in the company of giant elephants, and it was with them as guides, that we considered the importance of engagement through difficult times.

There are two extreme reactions to adversity, one is to retreat to safety and the other is to reach out to others to rally, to comfort and to engage. Weeks into the pandemic we identified that there would be a second more lasting pandemic where the planet’s natural capital would be raided to sustain immediate needs or by others to stuff their pockets from the innocent. Poaching.

We started Project Ranger to at least attempt to maintain the status quo of frontline conservationists who routinely risk their lives to protect nature, but now where seeing the same waves of cut backs, layoffs and furloughs that everyone else was. In their case, often paid quite modestly, they have families in the nearby villages, also on the breadline and yet exposed to the temptation of poachers and traders hoping to gain advantage from everyone’s disadvantage.

These rangers are so often the people who first comes across hard core criminals and terrorism in remote areas like Mozambique or the Congo. In just one year we have managed to raise $1m to distribute to rangers in the field (over 250 of them so far) to keep them active. This funding has been contributed so generously by our guests and friends of Great Plains, who could not travel with us this past year. Tourism supporting conservation supporting rangers who support their families. And we managed to pull this altogether by engagement not by retreating to the safety of our diminished balance-sheets. So often in the past, much to the chagrin of my CFO we will announce that we are going to do something big: (move 100 rhinos, send a class of young women to India to learn solar technology, run a children’s camp, fly rescued lions or cheetahs across the country, or move elephants…) and only then start putting the figures together. I believe that those dollars will follow if the intention is good. But to fix that intention in reality takes engagement and often that means sitting down for many, many hours under an acacia tree in Kenya sipping the fragrant blend of sour goat’s milk and blood or discussing the future with elders in Botswana while a hapless sheep is slaughtered behind us to celebrate the importance of the moment, and that moment, is engagement! We cannot proceed in conservation, in development of any kind without first asking!

I usually start with a short suggestion of the rules of engagement, those being that I am interested in Transitional discussions not merely Transactional ones. It sets the tone. How do we talk about the future we all want not the amount of money we need today to start heading in that direction? When I walk in the bush, tracking lions or leopards trying to skirt a herd of elephants without being detected I am acutely aware of where I place my feet, and at the same time, the horizon and where I want to be on it. Too much emphasis on the now or what is at your feet, and you can get lost, too little and you fall on your face. But beyond that, I sit and listen to the Swahili being batted lyrically between the circle of people, or the sibilant Setswana of the shy Batswana. The amazing lesson is that 80% of engagement in these cases is simply showing up to listen. Over the years what we have achieved this way is agreements to not erect a major fence across the zebra migration route in Botswana, that country agreeing to stop shooting lions and then leopards and then elephants and all wildlife. We listened and found agreement to uplift communities and start our company called Great Plains that now hires nearly 700 people, feeds nearly 5,000 daily and manages nearly a million hectares of wild lands that itself hosts 2-3% of the world’s elephant and lion populations. I like to listen. But when I do, I make sure I also hear, as opposed to spending my valuable listening time formulating an answer or advice because so often what may seem to be a rambling monologue by some old Mzee (elder) under a tree, only reaches its neatly wrapped up point in the last sentence, and that is gold dust. In the hospitality world, listening buys one time, but also huge tolerance from our guests and it’s because listening speaks its own language, one of trust and empathy, respect, the affording of dignity and grace and in this, I believe is the magic of engagement as Beverly and I have learned it from the greatest mentors on the planet: elephants. Elephants embody of all these things and are the masters of passive engagement and we have spent years just sitting in their presence as scholars at the feet of great teachers. When I am asked what an elephant is, I often say, they are like humans, just ‘more so.’

There are two extreme reactions to adversity, one is to retreat to safety and the other is to reach out to others to rally, to comfort and to engage.

FORUMOFDIALOGUE SERIES

Without Emotional Intelligence, Organizations Are Doomed To Failfrom Philippe Clarinval Founding Member of The HoteliersGuild Academy of Hospitality Arts a Forbes Councils Member

HoteliersGuild

It’s a bold statement, but I stand behind it: The most successful and inspiring leaders are always self-aware. They continually take inventory on themselves and their leadership style, and keep tabs on their effect and influence on their teams. They create and foster a culture and community that emboldens and promotes trust, which translates into happy employees as well as happy customers and consequently, healthy returns.

Leaders have to be self-aware to understand the emotions of the people they lead. If you don’t know and understand yourself, how can you be expected to understand anyone else? If you’re not self-aware, you can’t manage your own emotions, and by extension, the emotions of your team. This is called emotional intelligence (EQ). Without it, the team’s cohesion is compromised.

As written in Harvard Business School Online, “Emotional intelligence is defined as the ability to understand and manage your own emotions, as well as recognize and influence the emotions of those around you.”

It’s one of the most valuable assets of a leader in today’s workplace and something many hiring managers and leaders look for in potential employees. In a CareerBuilder survey, more than 70% of employers said they value EQ over IQ, reporting that employees with high emotional intelligence are “more likely to stay calm under pressure, resolve conflict effectively, and respond to co-workers with empathy.” These are the skills needed in today’s unstable workplace.

MORE FOR YOU Empathy Is The Most Important Leadership Skill According To Research Why U.S. Talent Shortages Are At A 10-Year High You Probably Need More Friends—Here’s How To Make Them Right now, what I’m seeing in workplaces is fear and uncertainty. No one knows what’s going on, and workers everywhere feel in limbo. Mental health is currently a real challenge – for leaders and organizations. Leaders need to know and understand this as they start realigning their organizations in “the new normal.” And showing interest in emotional intelligence is the first step.

Commitment to improve it, is the second.

A colleague of mine in the wellness space explains it fabulously: “It’s not just about feeling better, but getting better at feeling.”

This starts at the top. The more in tune leaders are to their own feelings, the more comfortable their teams will feel being open about theirs. For leaders struggling with their ego, this can be difficult. The ego can be such a big obstacle! But today’s workplace won’t thrive if leaders don’t take the time to step aside and get a better understanding of their feelings and purpose. There’s simply no time for egos in 2021 We need to rethink getting back to normal. We need to rethink how we move forward. I’m witnessing some organizations return to an old mentality, where pleasing the boss or keeping the board happy is their driving force. Yes, profit is important - without it, nothing works - but finding a higher purpose for your organization is going to keep your workers happier, more engaged, and less likely to leave. In an ideal world, boards of directors and business owners would have a more heartfelt and holistic approach to business, instead of returning to mere Profit and Loss Management.

The hospitality industry is already going back to squeezing its employees, requiring long, punishing hours with little to no reward let alone inspiration or appreciation. Across the globe, many hotels are having a hard time filling positions, almost always because the business has lost its core purpose. If you don’t have a significant purpose, the business will not work. Some are just managing for goals or quarterly results, and frankly, how inspiring is that?

This needs to change. And emotional intelligence at the leadership level is critical in making this shift happen. When emotional intelligence is reached, leaders can align an organization toward a purpose that is more meaningful than just generating dividends.

How can you tell if your organization needs to evolve their EQ? Entrepreneur shares some telltale signs: • High turnover rate • Stress-induced sickness prevalent in the workplace • Culture of backbiting and gossip • Communication gaps between managers and direct reports • Mistakes are disproportionately punished • Select few employees are preferred, while the rest are largely forgotten • Personal and professional development is not taken seriously If these types of behaviors are happening in your organization, it’s time to rewire the culture. Leaders need to take the time – and work across all teams – to create a healthier, respectful and kind environment. Here are the steps leaders can take to improve organizational EQ: 1. Develop your own EQ. Take the time for self reflection, whether in the form of personality assessments, meditation or therapy.

Become familiar with what makes you tick.

2. Be open to feedback. Find peers you trust and ask for unfiltered feedback on your leadership skills. Don’t be defensive and don’t take it personally.

3. Encourage open and honest expression of feelings. It’s part of being a graceful leader and has nothing to do with weakness.

Quite the contrary, it shows how aligned you are with your core values.

4. Promote a positive emotional culture. Happiness is a result of gratitude. Praise others and promote genuine recognition for good work.

5. Employ an open door policy. Be transparent about your availability and make sure your team knows they have your ear.

6. Include EQ evaluation in the annual review process. When the team understands that EQ is no longer a “nice to have,” but a requirement, any naysayers will come around.

Leaders set the tone in organizations, whether good or bad. Employees will mirror the type of culture they see reflected in their managers and bosses. Knowing this, be sure to continually evolve and improve your EQ to maximize your organization's overall performance and success.

PAUL BOCUSE

…emp owe ring Lyon | France you ng f emal e vo ices!

Institut

MA K ING - 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 L e a d i n g H ô t e l i e r è s c h a p t e r, w e c r e a t e d 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 inputs will be featured in the HoteliersGuild 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”

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xcited about this partnership with uild. It offers our he opportunity to sights and future ndustry, the exact ey are immersing es in during their nary Leadership ation -program.”

enri Kuokkanen Vice Dean, Poste Programs - IPB

oard member of HoteliersGuild’s ôteliéres chapter

Members of HoteliersGuild are devoted to increase women’s and ethnic minorities’ representation at all levels and in leadership positions across our industry. I am delighted with this new partnership and the outstanding collaboration with IPB. This vivacious cooperation of likeminded colleagues reinforces my own dedication and passion for continuing our journey together!”

Frank M. Pfaller Founder President | HoteliersGuild

“This is a great opportunity to shine a light on the gender imbalance prevalent in the culinary industry and empower young, female voices to become future leaders in their industry.

This initiative helps us in educating our students to work towards closing the gender gap.”

Maria Velez | Program Director | IPB Chef Eugenie Guillermin | IPB

FORUMOFDIALOGUESERIES Featuring Young Future Leaders

Work-life balance: improving the kitchen environment in the Culinary Industry from

Dhwani Jariwala Masters Degree Student | Institut Paul Bocuse

HoteliersGuild

My name is Dhwani Jariwala, and I come from India. Currently, I am pursuing a Master’s degree in Culinary Innovation and Leadership at Institut Paul Bocuse. I graduated for my Bachelor’s Degree in Hospitality Management from Auro University, India. I have experience working in the kitchen of a one Michelin Star restaurant, Auberge de la tour-Renaund Darmanin, in France, and I interned in a managerial position in Greenville Marriott, USA. Ever since, I have been keen to work in market research and data analysis in the Culinary Industry. I speak English, Hindi and Gujarati fluently and French at conversational level. Having travelled to 11 different countries I have gained a passion for Arts & Textile.

My Contact Information: EMAIL - jhdwani@gmail.com PHONE NO. +33 7 66 26 83 24

As attractive as the culinary industry looks, stress is one of the major drawbacks faced by chefs. CJUK News, in 2018, interviewed seven chefs to understand the leading cause of stress in the culinary industry. The chefs resoundingly emphasized that long hours, bad management, and poor work-life balance led to a harsh professional kitchen environment.

Such stress has also been one of the significant causes to draw female chefs away from the culinary industry.

Few male chefs expressed their views on female chefs working in a professional kitchen; they would shy away from recruiting female chefs due to long-standing stereotypes that women cannot withstand long exhausting work hours or are unreasonably emotional, or are unable to focus on work-life due to personal matters. Moreover, this thinking has made females think that it is not a suitable industry for them and that they are the only gender who needs to strike a work-life balance. However, these are just the problems I argue that male chefs assume and see. Stagnation, long periods standing in the same position, change in temperature and physical constraints in the restaurant industry are the same for both sexes (Gardies, 2021).

Through my experience working for eight months in the kitchen, we had one female cook and me as an intern in the team of five cooks and a male chef. She became the inspiration for my life; she worked as much as we all did, the same long eleven hours, yet managed to ideally create a work-life balance with three kids and her husband. I have never seen her raise her voice or act irrationally in the kitchen. Her unwavering composure and calmness were an anchor for the cooks working alongside her in the messy kitchen. We saw her creativity on the plate without any stress, and the environment remained relaxed around her.

She was as much involved in everything the chef did, and the chef embraced her skills and included her in every decision making process because he was never able to stable himself due to stress he had for obvious reasons. She was the role model for all of us working in the kitchen, and she made the space livelier rather than emotional. Upon an interview with 'Jason Blanckaert, chief chef and owner of J.E.F. in Ghent', to know his point of view on why there are only a few female chefs in the professional kitchen, he mentioned, "I think that women often give up the job because of their social life—in my experience at least. Women have to birth children and often quit, too. They will then look for another job that still has to do something with food, but one that gives them enough space to care for their partner and children. I can understand this, but it is a pity" (Beersten, 2017). However, these are just the problems, I think, that male chefs assume and see but that are not always true. Female chefs are breaking this cliché and are managing to work in the kitchen.

In my experience, when the atmosphere gets too aggressive, it would stress and affect my performance, leading to an unhealthy state of mind and poor work-life balance. A harsh work environment depletes your life satisfaction; studies have found that individuals affected by workplace aggression experience reduced practical commitment, increased intentions to leave, decreased individual job performance (Barling, Rogers & Kelloway, 2001) and personal productivity and would force a chef to quit as lack of motivation and stress would lead to poor work-life balance. All said, this environment has remained the same for ages, and obviously, we cannot change it overnight. Still, there are few ways to overcome this environment, giving males chefs a considerable platform to regain themselves and female chefs to choose this industry as their career without a hiccup.

Females are becoming more and more independent and self-resilient. Many rising female chefs break the stereotypes and work in a professional kitchen, balancing their work and private lives, like Danik Heslop, an executive chef at Jamaica Blue, who is also raising a young daughter (SmartCompany, 2017). Male chefs prefer more female chefs for their pleasant collaborative skills; Matt Dillon, who owns several Seattle restaurants, including Sitka and Spruce, says, "Women chefs…they just have a thing that men cannot bring," Dillon says. "It's a touch; I don't know how to explain it. Cooking is about nourishing people, about creating an experience that goes beyond the plate" (Robinson, 2017).

Many male head chefs have recognised the advantages of having women chefs working with them and are changing the environment to empower females. In a research done on women in professional kitchens by Krunaz, Selçuk Kurtuluş and Kılıç (2018), the authors found out that "there is discipline and order in the place where the woman is, and there is no slang speech in the kitchen where the woman is, women work more steadily and regularly, women work cleaner and work more coordinated with their teammates", and "women can be more patient than men in some jobs in the kitchen." They further stated that a "woman's presence creates more polite men who speak more carefully most of the time."

With a calm environment, there is always cohesiveness that improves mental health, giving us space not to be drained after a whole day at work and making us engage more in our personal lives. Zhong and Moon (2020) showed that happy staff and culture give a better experience to the customers. Females continue to grow in the culinary industry, and soon the imbalance will break and the culinary industry world will grow better, leading this industry towards success. The mindset of female chefs not being able to manage physical work has to stop. It has to start by teaching in schools and work environments that women in the kitchen are as important as male chefs and that males don't have to be competitive about females working in the kitchen; instead, embracing equality in the work environment and choosing harmony over opportunism always results in success.

References: Barling, J., Rogers, A., & Kelloway, E. (2001). Behind closed doors: In-home workers' experience of sexual harassment and workplace violence. Journal of Occupational Health Psychology, 6(3), 255-269. doi: 10.1037/1076-8998.6.3.255 Beersten, S. (2017). We Asked Male Chefs Why There Are So Few Females in Professional Dutch Kitchens. Retrieved 19 July 2021, from https://www.vice.com/en/article/3dmje8/we-asked-male-chefs-why-there-are-so-few-femalesin-professional-kitchens CJUK News. (2018). Is Stress Forcing Chefs out of the Kitchen? Retrieved 19 July 2021, from https://www.chefsjobsuk.com/stress-forcing-chefs-out-kitchens/ Gardies, S. (2021). Women in the Culinary Industry: the Revenge of French Chefs. Retrieved 19 July 2021, from https://malou.io/femmes-gastronomie-femmes-cheffes/?lang=en Kurnaz, A., Selçuk Kurtuluş, S., & Kılıç, B. (2018). Evaluation of women chefs in professional kitchens. Journal of Tourism and Gastronomy Studies, 6(3), 119-132. doi: 10.21325/jotags.2018.275 Robinson, K. (2017). Are Women Better Chefs Than Men?. Retrieved 19 July 2021, from https://www.seattlemet.com/eat-and-drink/2017/03/are-women-better-chefs-than-men SmartCompany. (2017). Meet Danika Heslop, the chef who is leading cafe chain Jamaica Blue on a health mission. Retrieved 19 July 2021, from https://www.smartcompany.com.au/entrepreneurs/influencers-profiles/meet-danikaheslop-the-chef-who-is-leading-cafe-chain-jamaica-blue-on-a-health-mission https://www.smartcompany.com.au/entrepreneurs/influencers-profiles/meet-danika-heslop-the-chef-who-is-leading-cafe-chain-jamaica-blue-on-ahealth-mission Zhong, Y., & Moon, H. (2020). What drives customer satisfaction, loyalty, and happiness in fast-food restaurants in China? Perceived price, service quality, food quality, physical environment quality, and the moderating role of gender. Foods, 9(4), 460. doi: 10.3390/foods9040460

Hello Frank, YoungCheffesInsights partnership between the Hoteliers Guild and Institute Paul Bocuse is a very welcome initiative. I have always been deeply committed to supporting and advancing gender equality in the hospitality industry.

I applaud the program in its mission to further education and address the challenges facing women in the hospitality industry by creating a safe and empowering culture in the kitchen. We all benefit from the common effort of building a community to share knowledge, connections and opportunities.

I always knew I wanted to be a chef and I was lucky to have the support of my father, Juan Mari Arzak and other chefs who mentored me from childhood through my time training at EHL and beyond.

Right now it is more important than ever to encourage strong leadership skills and feed our young talent as they grow their careers.

Elena Arzak Cheffe Restaurante Arzak

Dear Frank, I am delighted to support this wonderful and much needed initiative by HoteliersGuild and Institut Paul Bocuse!

This is a brilliant opportunity to highlight the gender imbalance that is still so prevalent in our culinary industry. We should all strive to empower young female voices on their path to leadership positions in their respective industry segments.

This initiative is definitely a step in the right direction to help close the gender gap! “ Sincerely, Eckart Witzigmann

Dear Frank, Aponiente and myself we are pleased and proud to support this exciting partnership between HoteliersGuild and INSTITUT PAUL BOCUSE as well, as we are committed to supporting gender equality.

This is an industry-wide challenge; to create a more diverse workplace and encourage more females into general manager role.

Thank you for this amazing initiative, Warmest regards, Ángel " Ángel León C/ Francisco Cossi Ochoa S/N. 11500. El Puerto de Santa María. Cádiz.

Dear Frank,

The Langham, London is delighted to support this wonderful partnership and YCI is a great initiative to promote the incredible, aspiring female talent from the culinary industry. Having worked first hand with IPB over the years, we are thrilled to continue embracing the development of our upcoming female Chef’s in the Food and Beverage arena

With kindest regards

Doris

Doris Greif Managing Director - The Langham, London Regional Vice President, Operations – Europe & Middle East The Langham, London

Hello Frank, I am delighted to realise that my colleagues from the HoteliersGuild Chefs Chapter are so devoted to increase women’s and ethnic minorities’ representation at all levels and in leadership positions in our hospitality industry.

I wholeheartedly support this exciting partnership with INSTITUT PAUL BOCUSE together with my likeminded colleagues from around the globe!

Best wishes from Grand Hotel Tremezzo!

Osvaldo Osvaldo Cheffe Restaurante Arzak

Dear Frank, I'm really happy and excited to be part of this initiative by HoteliersGuild & Institut Paul Bocuse. Gender equality & diversity is the main topic of all our future projects and for the future of the Gastronomic world.

I’m proud to be working with 40% of female chefs in my team, and the culinary industry will always have my full support worldwide.

With love & passion. Let's rock!

Giorgio Diana Off icial chef "The Best Chef" & partner “LUCIDA-CAIRO"

Dear Frank, As a member of HoteliersGuild's Chefs chapter, I am delighted to support this much needed partnership with INSTITUT PAUL BOCUSE for young Chefs!

As a chef and entrepreneur I wholeheartedly share the devotion to increase women’s and ethnic minorities in leadership positions. I applaud this program and its mission!

Bravo for your efforts in shaping and creating a better world.

All the best Dimitris Dimitris Katrivesis Chef | Owner of THAMA www.thamarestaurant.com

Dear Frank,

The new partnership between HoteliersGuild and INSTITUT PAUL BOCUSE brings together two highly respected institutions that between them have contributed so much to the world of independent hotels, shining a light on, education, culinary art, sustainability and the new rising hospitality stars in our industry. I salute the dynamism and values that Frank M. Pfaller, Prof. Dr. Henri Kuokkanen, Jeffrey Catrett and Maria Velez bring to their roles. Gender equality and giving-back to the industry does require our full support!

Duncan Palmer Managing Director The Beaumont London

Dear Frank You did it again!

You master building bridges, finding synergies and doing good. I think that by partnering with l'Institut Paul Bocuse, you make another precious step towards inclusion, gender equality, service excellence and education. In short; you help to create a brighter future for people while giving a chance for our industry to grow.

Thank you for your tireless efforts to shape a better world.

Yours Philippe Philippe Clarinval General Manager Carlton Hotel St. Moritz

Hi Frank,

Greetings from Hilton Dubai Jumeirah, thank you for reaching out to me for this project, please find below my personal note,

It is great to see this initiative being driven by HoteliersGuild and Institute Paul Bocuse. As a chef working for a global hospitality group , I am certain that diversity has been fundamental to Hilton’s success. We as a hotel group are committed to continue building a great place to work for all and invest in programs that support women in every stage of their culinary career.

Best regards, Steven STEVEN SMALLEY I Executive Chef Hilton Dubai Jumeirah

Hello Frank, In gastronomic industry working with our unsociable hours it’s important to have great platforms to network, discover and maintain contact with our fellow colleagues.

In times like these it’s even more important to introduce new contacts that can bringing new opportunities and collaborations and at the same time strengthen our community.

I am proud to be associated with HoteliersGuild’s Chefs chapter and am looking forward to the possible synergies in the future. “ Miles Watson PURE BERLIN

Dear Frank, I'm really happy and excited to be part of this initiative by HoteliersGuild & Institut Paul Bocuse. Gender equality & diversity is the main topic of all our future projects and for the future of the Gastronomic world.

I’m proud to be working with 40% of female chefs in my team, and the culinary industry will always have my full support worldwide.

With love & passion. Let's rock!

Giorgio Diana Off icial chef "The Best Chef" & partner “LUCIDA-CAIRO"

Dear Frank, Well-founded, diverse education is the first step towards a self-determined, successful life, as well as the foundation stone for creative work. It enables the preservation of traditions and thus contributes to the preservation of our culture.

Preparing and serving food is an important part of our social interaction. gender equality & diversity is an important topic for present and future generations not only in our culinary sector. therefor, I am honoured to support this HoteliersGuild and IPB initiative! “ Thomas Bühner Ambassador | HoteliersGuild Chefs Chapter chefs academy training advertising optimizing

www.thomasbuehner.de

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