Fundament 2024 HMSM

Welcome

In today’s hospitality industry, change is the only constant. As an educational institute, we need to stay relevant for the hospitality industry. We strive to anticipate the impact of the rapidly changing international business by changing and adding elements to our curriculum and by assembling a team with both broad and deep knowledge. Last May we were reviewed by the NVAO (accreditation organisation) and we have received a positive assessment from the accreditation panel. We meet all required standards and are proud to say that we maintain our high-quality educational status. Our school also retains its distinctive feature for ‘Small-scale and Intensive Education,’ underscoring its commitment to delivering high quality education with a global focus.

HMSM’s portfolio of a Dutch and English bachelor is a key strength. This flexibility ensures accessibility for local and international students, while mandatory international internships deepen their global understanding. At HMSM we strive to be an inclusive, international community. Our industry is marked by diversity of all stakeholders. Be it staff, guests or owners. Therefore, it is vital that our students are prepared to work and study in such an environment during their four years with us.

While we have made significant efforts to add diverse perspectives to our staff over the past decade, we, like many hotel schools, find that our student body does not reflect the diversity of the hospitality sector or society at large. Last year, our research center Global Minds @ Work, conducted a study on the reasons why youth with a migrant background, for instance, do not opt for Hotel/Hospitality Management. Many colleagues from different hotel schools participated in the study. In this Fundament, we present the

results and describe what we can do to tap into the rich potential of diverse hospitality talent in the Netherlands and beyond.

Diversity, Equity and Inclusion is a subject that should not be ignored but embraced, especially in our hospitality sector. Research has shown that a better representation of society in your organization stimulates creativity in the workplace. This makes an organization more appealing to potential employees, which is crucial during times of labor shortage. It also attracts a broader group of guests and customers. Thus, fostering diversity and inclusion is not just a moral imperative, but also a strategic advantage.

With both personal stories and the expertise of alumni like Sophie Sadek [F 2013], Samira Akaiouar [F 2017], Sonja Boelhouwer [F 1997] and Pim de Hooge [F 2010] we share different perspectives on diversity, inclusion and equity in this Fundament.

I hope you enjoy reading. May their stories inspire you to embrace an (even) more open-minded perspective. In your workplace and in society.

Bas VogelsangsDirector

Hotel Management School Maastricht

Contents

Fundament is een uitgave van het Alumni netwerk van de Hotel Management School Maastricht en wordt jaarlijks toegestuurd naar alle alumni en is digitaal beschikbaar op www.hotelschoolmaastricht.nl en www.alumni-hotelschoolmaastricht.nl.

Afkortingen

HMSM: Hotel Management School Maastricht

THCB: Teaching Hotel Château Bethlehem

DEI: Diversity Equity Inclusion

Eindredactie Binie Hermans, Carola van Roermund

Redactie Josje van Dongen, Hilde Hanegreefs, Binie Hermans, Romy Hermans [F 2021], Ankie Hoefnagels, Geoff Marée, Carola van Roermund,

Karin Kleijnen, Tom Kuypers, Maud

Meijers [F 2014], Bas Vogelsangs

Vormgeving Daily Creative Agency

Coverbeeld Focuss22

Druk De Bondt grafimedia communicatie b.v., Barendrecht

Oplage 8.000

Redactieadres

Hotel Management School Maastricht

Alumni Office

Postbus 3900

6202 NX Maastricht

+31 (0)43 – 352 82 82 alumnihmsm@zuyd.nl

Druk

De redactie behoudt zich het recht voor om ingezonden stukken te herzien voor publicatie. De meningen en ideeën

weergegeven in Fundament komen niet noodzakelijkerwijs overeen met die van de redactie. Copyright is in handen van Fundament en van de individuele auteurs. Niets uit deze uitgave mag worden gekopieerd zonder goedkeuring van de redactie.

ISSN: 1876-4088

Tip de redactie

Mail de redactie met tips voor Fundament of het online platform alumnihmsm@zuyd.nl

Gegevens wijzigen

Het is belangrijk dat je postadres en e-mailadres bij ons bekend zijn. Wijzig zo nodig je contactgegevens. www.alumni-hotelschoolmaastricht.nl

Features

06 Follow your heart 12 What you cannot see, you cannot be 26 A warrior for equity with a hospitable heart

30 It runs in the family

Careers

08 Building a safe environment starts with being curious Horizons 18 The workforce that mirrors local communities

Foodservice 22 Journey to Foster LGBTQI+ Inclusion

Hotel Management 16 Hospitality abroad Australia

Columns 11 Let’s catch up with 30 Amphitryon 35 Just Graduated Every issue 04 Lately

Latest changes, facts and developments of HMSM 15 Toen & Nu 25 Alumni community 29 Graduates 2024 21 Foundation HMSM 34 Where 2 support?

Lately

Latest changes, facts and developments of HMSM

Successful accreditation bachelor Hotel Management

Last May, our institute had the pleasure of hosting the panel in the context of the NVAO accreditation (Accreditation Organisation of the Netherlands and Flanders). We are delighted to share that the outcome of the accreditation process was highly positive, affirming our dedication to excellence in hospitality education. This successful accreditation is not only a “license to operate” but was an excellent opportunity to show what we have worked hard for the past years, who we are and what we do.

Milana Azie-Dortangs [F 2009] General Manager Campus

Besides being the general manager of the Teaching Hotel, she is also responsible for the campus, the collaboration with the student association Amphitryon, and the Student Residence, which houses 390 first-year students. ‘As an alumna of HMSM, I feel honored to start working here as a manager after an international career. All my tasks on campus are closely connected, and I am looking forward to it,’ says Milana.

Alumni books

Alumni are eager to share their knowledge and, in doing so, inspire, inform, or entertain others. In our educational building showcases have been set up where the books of alumni are exhibited. Have you published a book too? Let us know by sending an email to: alumnihmsm@zuyd.nl

Something old 1975

Who recognizes himself? Let us know!

Update personalyourprofile!

It is important to have your personal details up to date. Make sure we have your email address. Update your profile in the app or on

www.alumni-hotelschoolmaastricht.nl.

The KEUZEGIDS HBO 2025 was published last month. In this guide, Hotel Management School Maastricht’s bachelor programme of Hotel Management achieved a score of 76/100 and was therefore awarded the quality seal of Top Rated Programme. We are proud on this achievement!

The Badge of Merit

The Badge of Merit (Knoop van Verdienste) is awarded to those who have made exceptional efforts on behalf of HMSM. Last year, the following people were awarded the badge: Dick Slootweg - Managing Director Bidfood B.V. and Jean-Pierre van der Rest [F 1997] for their participation in the IHAB board.

Followyour heart

Openstaan voor een ander, voor iedereen. Dat is inclusie in zijn puurste vorm. In deze rubriek twee alumni die hun hart en de weg van de maatschappelijke betrokkenheid zijn gevolgd. Inclusief radicale carrière-switch.

DOOR KARIN KLEIJNEN

Iets teruggeven en kennis doorgeven is het motto van Paul Kok geworden. Iets teruggeven uit dankbaarheid, uit humane overwegingen. Paul: ‘Ik werkte voorheen in de commerciële kant van de gastvrijheidsindustrie, was onder andere General Manager van het Avila Beach Hotel op Curaçao en werkzaam als zelfstandig coach van Peacock Coaching. Tijdens COVID werd ik via de Rotaryclub op Curaçao actief bij de voedselbank. Ik ervaarde dat het voor mij tijd werd de humanitaire kant van de gastvrijheidsindustrie op te zoeken.’ Hij kwam bij de christelijke medische hulporganisatie Mercy Ships terecht. Sinds oktober 2022 woont Paul samen met zijn Mexicaanse vrouw en twee dochters op de Global Mercy, het grootste ziekenhuisschip ter wereld. Zes op-

eratiekamers, 200 patiënten bedden, 600 bemanningsleden. Alle medische behandelingen worden gratis aangeboden.

Vrijwillig

Paul stuurt het Steward Department aan: 55 eigen bemanningsleden plus 60 lokale medewerkers die gedurende de ligperiode van tien maanden meewerken en opgeleid worden tot medewerkers in onder andere bediening, keuken en housekeeping. Paul: ‘Kennis delen en samenwerken geeft zoveel voldoening, dat is niet in geld uit te drukken. Ik focus me op onderwijs en training, leer mijn medewerkers zelfsturend te zijn. Ik ben tevreden en blij als de lokale medewerkers na een werkdag het schip met een grote glimlach en een high five verlaten.’

Vrijwilligers zoals Paul ontvangen geen salaris. ‘Mercy Ships wordt gesponsord door vele organisaties en het werk wordt op vrijwillige basis gedaan. Dat is het concept. Ik krijg wel vergoedingen. Wonen, eten, medische zorg voor mij en mijn gezin en onderwijs voor mijn kinderen. Ik doneer tijd, zo geef ik terug.’

Ubuntu

En in zijn vrijetijd? ‘Dan ga ik met mijn dochters fietsen op het vasteland. Of ik ben op pad met collega’s van vrijwilligersorganisatie Make Impact. We steunen de oprichter van de We Yone Child Foundation. Hij was vroeger zelf kindsoldaat en zet nu scholen op. Zo iemand helpen, daar voel me ik me goed bij. Het Afrikaanse begrip ubuntu geeft dat precies voor mij weer: elkaar willen helpen, proactief zijn en iets zinvols doen voor de ander. Dat is ook de missie van Mercy Ships: hoop en genezing brengen.’ Medio 2025 komt er een einde aan zijn dienstverband. Dan gaat het gezin Kok zich ergens vestigen. Terug naar Curaçao? ‘Ja, of misschien wel naar Maastricht, dat zou toch mooi zijn.’

Paul Kok [F 1987]

Manager Steward Department op ziekenhuisschip de Global Mercy

Huidige ligplaats: Freetown, Sierra Leone

ENTREPRENEURS

Eliane Douglas [F 1995]

Werkt als kunstenaar in kinderziekenhuizen. Als zelfstandig kunstenaar maakt zij onder andere grootformaat wandkleden voor de hospitality markt: elianedouglas.nl

Eliane Douglas had het goed naar haar zin bij de Amsterdamse RAI en later het Congresgebouw in Den Haag. Maar rond haar veertigste begon het te kriebelen. ‘Als ik nog een switch wil maken, moet het nú gebeuren’, dacht ze. En wat doe je dan om te achterhalen wát je precies wil, waar je sterke kanten liggen. Juist, je voert een SWOT-analyse uit. Op jezelf. Ze ontdekte haar verlangen naar fysieke creativiteit en maatschappelijke betrokkenheid.

Café des Artistes

Enkele cursussen en vijf jaar vrijwilligerswerk – naast het gezamenlijk runnen van het internetbedrijf van echtgenoot Erik Asselberghs [F 1991]– brachten haar waar ze nu is. De menukaart die ze tegenwoordig als zzp-er hanteert heet Café des Artistes. Er staan kunstprojecten op waaruit

zieke kinderen een keuze mogen maken. Een zelfportret, een beeld of schilderij, popart of niet, een werk van textiel, glasmozaïek, gips of papier. Samen met hen werkt ze aan de voltooiing van het werk. ‘Dit is wie ik ben, ik ga dit werk nooit meer opgeven. Art is oxygen, voor hen en ook voor mij.’

Focus op wat wél kan

Haar werkdag in het Wilhelmina Kinderziekenhuis of het Prinses Máxima Centrum voor kinderoncologie begint met een overleg met een pedagogisch medewerker. Samen bespreken ze welke kinderen ze die dag kan bezoeken. Dan gaat ze op pad met haar kar, met daarop allerlei soorten materialen, er steekt van alles uit. Steeds anderhalf uur, een-op-een met een kind. En op vrijdagmiddag is er een tiener-inloopatelier. Het resultaat wordt altijd zorgvuldig

gepresenteerd, ingelijst of op een sokkeltje geplaatst. Het is hoe dan ook van onschatbare waarde, al helemaal als een patiënt komt te overlijden. Eliane: ‘Het gaat om welzijn, je focust op wat er wél kan. Het betekent zoveel voor de kinderen en voor hun ouders. Wanneer je iets met je handen en je hart gaat doen, gaat je hoofd uit. Dat geeft ontspanning voor het kind. Het verschil kunnen maken, ook al is het maar een kruimel, geeft voor mij veel voldoening.

Mijn droom? Met mijn eigen kunst dusdanige stappen maken dat ik het ziekenhuiswerk vrijwillig kan aanbieden. De hotelschool had ik nooit willen missen. Ik heb er zoveel geleerd. Over communicatie, mezelf presenteren, marketing. Komt allemaal goed van pas, zowel in mijn ziekenhuis- als in mijn commerciële werk.’

Building a safe environment starts with being curious

Starting a demanding job without a predecessor or a clear job description might seem like a challenge reserved for the adventurous - those who seek a meaningful path toward the future. This perfectly describes Sophie Sadek [F 2013], who, just over a year ago, took on the role of the first Diversity, Equity, and Inclusion (DEI) Business Partner at Royal Schiphol Group in Amsterdam.

BY GEOFF MARÉE

Sophie grew up in a small village in Noord-Brabant, in a bicultural family with an Egyptian father and a Dutch mother. Despite experiencing systemic racism, she excelled academically, thanks to her parents’ determination. Initially advised to attend MAVO, she successfully completed Gymnasium. When she applied for her first job as a cashier at the local supermarket, she was hired only when she tried a second time, using her mother’s family name. At the age of fifteen, it was an eye-opener.

When Sophie joined HMSM, she quickly switched from the Dutch to the international stream to explore more different cultures and help international students feel more at home. ‘At HMSM, I liked to help bridge the gap for the international students, invited them to join Amphitryon, supported them in filling out tax forms. We created an international year club, translated the Dutch student songs to English and so on’. Sophie took the opportunity at HMSM to find inspiration in various parts of the world, by going on exchange to the Chinese University of Hong Kong, and to Penn State University as part of the Global Hospitality Management Program. She did her internship as a front office assistant in Malaysia.

From Vibe to Business Partner

These experiences fueled her passion for bridging interpersonal divides, driving her aspirations in her career. All her functions in her career are closely linked to her hospitality background – making people feel welcomed, at home, and safe.

In 2018 she joined Schiphol as a ‘Vibe Manager’. In this role Sophie looked after the wellbeing of the professionals of one of the IT departments. Vibe Manager? ‘Yes, interesting title, isn’t it? Every now and then I called myself the one who was responsible for hanging the balloons and throwing confetti around. But in all seriousness, it is a role that fits in the perspective of holacracy, to offer the employees a working environment with a lot of responsibility and freedom within boundaries. Basically, making sure that everyone could perform well. That meant that if I allowed one employee to take a leave of absence related to a family event, I should also grant that in a similar situation to another colleague. You know, something I firmly believe in; what’s good for the goose is good for the gander. Equality and equity have always been

Horizons Track

Horizons Track

The Horizons Track offers students a unique opportunity to explore how hospitality principles create added value across various sectors, including Retail, Events, Financial Services, Healthcare, Staffing & Recruitment, and Transport. In the Horizons in Hospitality minor, students analyze and define the “Why, How, and What” to enhance hospitality in organizational practices, focusing on areas like guest and employee journeys. Meanwhile, the new Leading People and Culture in a Changing World minor provides an in-depth, co-creative approach to understanding People, Culture, and Leadership, emphasizing hospitality, technology, diversity, and sustainability.

This track offers students a unique opportunity to explore how hospitality principles create added value across various sectors, including Retail, Events, Financial Services, Healthcare, Staffing & Recruitment, and Transport. In the Horizons in Hospitality minor, students analyze and define the “Why, How, and What” to enhance hospitality in organizational practices, focusing on areas like guest and employee journeys. Meanwhile, the new Leading People and Culture in a Changing World minor provides an in-depth, co-creative approach to understanding People, Culture, and Leadership, emphasizing hospitality, technology, diversity, and sustainability.

If you’re interested in learning more about the Horizons Track, collaborating, or engaging students, reach out to Emily Teunissen, the track coordinator, at emily.teunissen@zuyd.nl.

If you’re in more about the Horizons Track, collaborating, or engaging students, reach out Emily Teunissen, track coordinator, emily.teunissen@zuyd.nl.

important parts of my upbringing.’

The DEI Business Partner role opened up in 2023 and was created by the Diversity, Equity & Inclusion Board. This Board was formed in 2019 and comprises six minority representative leads. These six leads are granted four hours per week to create a more inclusive company, but they believed that a full-time role was necessary to achieve Schiphol’s DEI objectives. When the opportunity presented itself, Sophie jumped at it and now holds this position.

Diversity, Equity, and Inclusion at Schiphol

Diversity in an airport-based organization can almost be considered inevitable, as Schiphol inherently functions as the gateway to the rest of the world. ‘Connecting your world is the base of our company’s existence. Therefore, DEI is everywhere. We kindly use Cynthia Olmedo’s quotes for diversity, inclusion and equity to illustrate our goals. “Diversity is being invited to the dance. Inclusion is being asked to dance. Equity is allowing you to choose the music”.’ Sophie focuses on the long-term DEI goals for Schiphol, while also organizing awareness events and activities across the company.

DEI at Royal Schiphol Group

In 2018, Royal Schiphol Group started the process of creating a policy on Diversity, Equity and Inclusion. The DEI Board was established in 2019. There are a number of dimensions that roll out activities in collaboration with the DEI board. Currently there are 6 dimensions, namely: VisAble, Bicultural, 50-up!, LGBTQIA+, Women on Air and Schiphol Youth [careers.Schipholgroup.com]

‘When Pride Week took place, we handed out our key-cords with the Progress flag. And during Ramadan, we handed out dates, as they are often used to break fasting, with a little ‘Ramadan Kareem’ card with an encouraging message was added. For both these examples we use the ‘and-and’ principle; we offer neutral blue key cords and Progress key cords as options. Weather you celebrate Ramadan or you don’t, dates are a good source of energy for your (work) day ahead. I personally handed both these gifts out, as I was also curious how the colleagues would react. And used the feedback to enrich the policy that we will roll out in the near future.’

Plenty of challenges ahead

‘My role focusses on the Royal Schiphol Group employees, about 4000 in total, across all levels of the organization. Looking at the policies of our company, as a semi-government organization, we are bound by certain laws and regulations. On the one hand we

Progress flag key cords handed out during Pride Week

sche Raad) norm for gender equity for our C-level positions. On the other hand, by the end of this year, we have to abide by the CSRD guidelines for our annual report.’ For Sophie that’s only just the start, because beyond gender, other diversity aspects should be considered. And these considerations not only relate to improving diversity. When relating to age, for example, it makes sense to balance jobs over generations. Sharing tacit knowledge between veterans and newbies is crucial to maintain consistency in the operations of the organization. Despite the focus on the Schiphol employees, Sophie’s ambitions go well beyond. ‘But of course, since Schiphol is very much a facilitating institute, it doesn’t mean that we cannot positively influence other parties. From that perspective, I am involved in the reviewing of a plan of requirements for new tenders. But to be honest, in this job I am still searching for broader opportunities. How can we influence the organisation and all connected parties towards a safe environment for all who work at Schiphol? That will very much be a long-term activity but starts with the continuous curious question ‘why are things the way they are’. Let’s call it a ten-year plan’ Sophie laughs. At this point in time, she is proud of the established vision, ‘being yourself takes you further’. ‘And for the very near future; I am very proud of a recently developed training plan consisting of ten workshops, that is ready to be offered to around a thousand colleagues.’

Let’s catch up withDolph Westerbos

[1987] CEO Outsourcing International, met bedrijven in verschillende landen actief in oa. werving, staffing en HR-diensten met de Nederlandse tak OTTO Workforce.

1

Hoe ben je in je eerste baan terechtgekomen?

‘Destijds was mijn belangrijkste criterium om in het buitenland te werken. Na mijn afstuderen bleef ik bij de hotelketen waar ik mijn laatste stage had gelopen. Ik verhuisde van Glasgow naar Londen en Cardiff en werkte in verschillende managementposities in de F&B-sector. Mijn leven werd daardoor iets internationaler.’

2

Wat doe je tegenwoordig?

‘Recent ben ik begonnen als CEO van Outsourcing International. Deze positie past perfect bij mij, naast de mensen en het wereldwijde netwerk van bedrijven, krijg ik energie van het hoge tempo en de complexiteit. Mijn kracht ligt in verbanden leggen en het creëren van gezamenlijke agenda’s om een nóg beter bedrijf te bouwen.’

3

Wat was je grootste uitdaging?

‘Hoe je een authentieke leider kunt zijn. Als homoseksuele man verborg ik in het begin van mijn carrière mijn geaardheid, uit angst dat het mijn kansen zou beperken. Maar dat creëerde onduidelijkheid over wie ik echt was waardoor het moeilijk werd voor mensen om mij als hun manager te vertrouwen. Ik heb geleerd dat hoe groter de rol, hoe belangrijker het is dat mensen zien wie je echt bent.’

4

Wat is het beste advies dat je ooit hebt gekregen?

‘Een belangrijk advies kwam van een CEO waar ik in ‘90 voor werkte. Ik kende hem nauwelijks, maar hij had gehoord dat ik een master wilde gaan volgen. Op een dag daagde hij me uit: ‘Wat is het nut van investeren in je carrière als je niet weet hoe je authentiek moet zijn? Waarom ben je niet openlijk homo op kantoor? Verdere opleiding is verspilling want als je niet

trouw aan jezelf kunt zijn dan willen mensen niet door jou geleid worden.’ Ik was geschokt dat hij wist dat ik gay was. Deze manager daagde me uit om uit de kast te komen! Ik was gekwetst en in de war, maar ik wist dat hij gelijk had en ik waagde die sprong.

Tegenwoordig zie ik het als mijn verantwoordelijkheid om duidelijk en eerlijk te zijn over wie ik ben. Homo’s of vrouwen in leiderschapsrollen is niet overal ter wereld én voor iedereen vanzelfsprekend. Daarom beschouw ik het ook als een voorrecht om door mijn authenticiteit een verschil te maken en een voorbeeld te creëren.’

5

Wat is je beste herinnering aan de HMSM?

‘Dat het niet moeilijk is om met anderen samen te wonen op de campus. Op elkaar kunnen vertrouwen en alles delen. Ik was bang om mezelf zo open te stellen, maar het bleek de beste ervaring te zijn en een goede basis te leggen voor de rest van mijn leven.’

6

Hoe kan inclusiviteit worden vergroten?

‘Stel je oordeel uit, geef iedereen een kans en deel positieve ervaringen. Geef een moslim, een asielzoeker of iemand die er anders is dan jou een kans om te werken en bij te dragen aan onze maatschappij. Ik heb dit zelf ervaren toen ons team in Colorado bovengemiddeld goed draaide. Aanleiding om in gesprek te gaan met de verantwoordelijke sales dame. Zij had opvallende tattoos, zelfs in haar gezicht. Normaal gesproken had ik haar niet op deze sales positie gezet, maar dit benadrukte dat haar gevoel voor klantbehoefte niets te maken had met haar uiterlijk of mijn oordeel daarover.’

‘Ik heb geleerd dat hoe groter de rol, hoe belangrijker het is dat mensen zien wie je echt bent.’

What you you

BY HILDE HANEGREEFS AND ANKIE HOEFNAGELS

If it is the essence of hospitality to provide and care for other people, then it is essential for hospitality professionals to develop the ability to understand, empathize and interact with other people. This requires an awareness of and sensitivity to cultural diversity. And then what is the ideal learning environment to prepare students for a career in the hospitality sector? Diversity in the classroom promotes the development of intercultural competencies, as diverse perspectives and ideas have proven to enrich the learning process and foster an inclusive learning environment. Fair to say that if our students are the new leaders of tomorrow’s industry, and we would like our industry to be more inclusive, it starts with education. HMSM observed that the current student population does not fully represent the (cultural) diversity of contemporary Dutch society nor the hospitality sector. Therefore, the Global Minds @ Work research group was asked to dive into this subject. A team of researchers conducted qualitative research to explore why Dutch youngsters with a migration background do not choose HMSM and what could be done to attract them. The team focused on young people with a migrant background, realising this is only one aspect of diversity, and a group that is even very diverse in itself. Parallel to the research centre, a student management project team investigated the same question, focusing more on the population of adolescents. The results of both teams appeared to be remarkably similar.

WHAT FACTORS INFLUENCE THE STUDY CHOICE OF YOUNG PEOPLE WITH A MIGRATION BACKGROUND?

Influencers in the study choice process

Firstly, in the study choice process of young people with a migration background, greater influence is attributed to influencers from familial and social circles. Parents, siblings and relations often have more say in determining a study choice compared to Dutch youth without a migration background. This can be explained by differences in cultural values, such as collectivism, where more importance is placed on the group’s opinion.

Socio-cultural context

Young people with a migration background are more likely to have had experiences (rejections, discrimination, ‘academic mismatching’) that influence their (academic) self-confidence and thus their study choice. For young people who also have a lower socio-economic background, pursuing higher education is often not a priority, and study choices with high (entry) costs, like the bachelor Hotel Management, are even less feasible.

Other cultural values, such as uncertainty avoidance, can also explain why young people with a migration background tend to opt for fields with stable career prospects and good salaries, for example law or medicine, rather than studies in sectors with more economic uncertainty. It likely also explains why they do not see themselves reflected in the current student population of the program (typically extroverted and assertive), leading them to expect feeling less at home or accepted in the student community.

cannot see, cannot be

Status of the program and profession

From that perspective (a desire for stability and status), the hospitality sector unfortunately makes a poor impression: the sector is generally associated with poor working conditions, alcohol, hard work, and low wages. This negative image is reinforced when young people and their parents have no or insufficient access to accurate information about the program and the job market. The bachelor Hotel Management also

faces some persistent stigmas: it is seen as expensive, accessible only to young people from affluent backgrounds with an exuberant student life; a perception that is enhanced by social media.

Recruitment and selection

Due to their specific socio-cultural context, young people with a migration background often seek different information (career prospects, working conditions, study options etc.) that highlights the economic and social value of the program. They also gather information through alternative channels. It appears that they less frequently participate in ‘active’ recruitment activities, but also that the information they seem to have about programs is not always accurate. For example, the bachelor Hotel Management program is not automatically associated with entrepreneurship or professions outside of ‘service’ or ‘hospitality’.

Selection procedures seem to act as barriers. They are often too language-oriented or focused on Western student profiles with different values and norms. The fact that selection team members, among which alumni, often unconsciously seek similarities with the current profile of Hotel Management students (the ‘white, affluent, extraverted ‘hotello’) also reduces the chances of a diverse intake of new students.

The findings of the research are based on an extensive literature review and interviews with 48 members of recruitment and selection teams of Dutch hotel management schools, as well as academic researchers and education professionals working in secondary education, vocational education and higher education.

Student management project team: Lucas Steenbergen, Gitte Stemkens, Merel van den Boogaard, Anne Sophie Dams, Demi Ruiter [all F 2024]

WHAT COULD HMSM DO TO ATTRACT MORE YOUTH WITH A MIGRATION BACKGROUND?

The mechanisms at play - and potentially hindering - are complex and diverse, and cannot be solved with a single intervention. Essentially, it boils down to a ‘brand refresh,’ where the ingredient of ‘diversity’ needs to be added to the image of the program and the school. This requires a holistic approach.

• Begin by developing a well-thought-out and deliberate STRATEGY for diversity and inclusion. Adopt an ‘opportunities’ approach rather than a ‘deficit’ approach: see diversity as an asset for education, society, and the workforce. Key catalysts in this process are (former) students and staff. Support them by providing training and support.

• Create EQUAL OPPORTUNITIES for prospective students. Reduce financial barriers by for example implementing a scholarship system for potential talents.

• Tailor the MARKETING COMMUNICATION and study choice information to a broader audience, including youth with and without a migration background, while remaining honest and authentic. Place more emphasis on information such as the guarantee of international experience where their language skills are an asset, the aspect of entrepreneurship, excellent career opportunities and use students/teachers with a migration background as role models in images, without falling into the ‘poster boy’ trap.

• Avoid bias in the SELECTION PROCESS by explicitly mentioning diversity in the profile of the future student, by making the selection team aware of potential biases and training them to prevent bias & making the selection activities culture-neutral.

• Make DIVERSITY VISIBLE in the living and learning environment and the curriculum.. In word, image and behaviour. For instance, considering dietary preferences in the student restaurant, providing a meditation room, displaying images that reflect respect for diversity. In the curriculum, check whether enough attention is given to cultural diversity in case studies, teaching methods or taste education. Tea tasting next to wine tasting!

• Invest in creating a POSITIVE IMAGE of the program, the school, and the hospitality sector, in marketing communication but through actions ‘on the ground’ as well. The HMSM is already taking steps in this direction through the new values program, collaboration with the student association, and managing the campus community.

The research centre Global Minds @ Work conducts research on the development of young professionals’ Global Competences as well as the role Global Competences play in the workplace. Dr. Ankie Hoefnagels holds the chair of this research centre. Dr. Hilde Hanegreefs is lecturer/researcher at HMSM and responsible for embedding global competence in the education and training of future hospitality managers.

Striving for greater diversity in the student population requires a shift in mindset and a renewed strategy with a focus on diversity and inclusion, not only in the curriculum but also beyond. Only when students see and feel that the program embraces and takes diversity seriously, will they feel recognized and valued because ‘what you cannot see, you cannot be.’ Evidently such a shift in mentality is a long-term process, but with significant returns. And alumni can play a crucial role. By stimulating their talented team members to apply? Or even by financing a scholarship or stipend for a potential hospitality talent!

The Global Minds @ Work research group: Marlene Bradbury, Martine Prins, Lyvie Schoenmaeckers, Joris Boonen, Ankie Hoefnagels, Hilde Hanegreefs, Tom Kuypers, Albert Mhangami  (not in the picture Elina Veelenturf [F 2023] and Inge Hooijen)

In 1964 besloot Benoit Wesly [F 1967] zich vol overtuiging aan te melden voor de toen genaamde ‘Hogere Hotelschool Maastricht’. Deze hotelier wilde naar de ‘beste hotelschool’ en liet zich niet afschrikken door een eerste afwijzing.

DOOR BINIE HERMANS

Benoit Wesly

Na zijn afstuderen werkte

Benoit een aantal jaren op de Filipijnen en voor de Holland America Lijn. Daarna werkte hij bij verschillende hotels als General Manager, en nu is hij eigenaar van diverse hotels, waaronder Hotel Derlon. Benoit zet zich al jaren in voor de Joodse gemeenschap in Limburg en is honorair consul voor Israël.

Funda-uitreiking(1967)

1

Selectie

De selectie duurde destijds twee volle dagen, inclusief een overnachting op de zolder van het kasteel. Na gesprekken met docenten in de ochtend, kregen de aspirant studenten in de middag een psychologische test. ‘Op die zolder werd ’s avonds natuurlijk flink moppen gestapt. Toen aalmoezenier Spronck - broer van de directeur - voor de derde keer op onze kamer kwam, had ik net het hoogste woord. Dat werd me, als Joodse jongen, natuurlijk helemaal niet in dank afgenomen door deze katholieke priester.’

2

Afwijzing

Helaas kregen zijn ouders

2 weken later een brief met een afwijzing, tot grote teleurstelling én ergernis van Benoit. De reden voor de afwijzing, zo bleek, was gebaseerd op het

GITP-rapport, maar vreemd genoeg was dat rapport ‘per ongeluk’ niet meegestuurd. Benoit stapte achterop op de scooter bij een vriend en reed 200 kilometer van Luxemburg, waar hij werkte, naar Maastricht om verhaal te halen bij directeur Spronck. Terwijl hij tevergeefs op de Bosschstraat wachtte op de heer Spronck, haalde zijn vriend het rapport op bij het onderzoeksbureau in Nijmegen. ‘Uit het rapport bleek dat ik de beste kandidaat was uit de groep. Toen viel het kwartje: de werkelijke reden van zijn afwijzing lag vermoedelijk bij mijn Joodse achtergrond, die niet paste bij de katholieke school.’

Maar Benoit gaf niet op want zijn doel was naar de beste hotelschool gaan. ‘Vastberaden belde ik de wethouder van onderwijs in Maastricht en legde de situatie uit. Na zijn telefoontje aan de heer Spronck, kreeg ik al snel een nieuwe brief: ik was alsnog toegelaten!’ Slapen op Chateau Bethlehem was voor Benoit geen succes en heel kort. ‘Met drie jongens op één kamer, en een ‘bovenbuurman’ die nachtenlang het stapelbed deed rammelen, hield ik het al snel voor gezien en vertrok terug naar zijn ouders in Maastricht.’

Vechten voor Funda

3

Die afwijzing, was een grote inspiratie en motivatie voor hem. ‘Ik gaf mijn moeder een envelop met een briefje waarop stond; ‘Ik ga vechten voor dit diploma’.’ En vechten deed hij! Hij studeerde uiteindelijk cum laude af. Benoit bewaart veel warme herinneringen aan zijn tijd op de hotelschool, vooral aan de wijnreizen naar de Champagne en Bourgogne. ‘De sfeer was fantastisch, en het was bijzonder dat we als Maastrichtse school zomaar bij de tophuizen naar binnen mochten.’

Thuiskomen

4

Afgelopen september gaf de 79-jarige Benoit nog een lezing aan studenten van de hotelschool. ‘Ik was onder de indruk van hun nieuwsgierigheid en enthousiasme. Voor mij voelde het echt als thuiskomen. Ik ben trots dat ik door mijn alma mater gevraagd werd.’

Hospitality abroad

Fifteen years ago, Anneloes de Graeff - van de Velde [F 1996] and Maurits de Graeff [F 1995] exchanged the cold, grey Netherlands for the vibrant landscapes of Australia. Recently, they introduced Charlotte [F 1997] and Bas Hoijtink’s [F 1995] Crossover Lodges to the Australian market under the name Lodges Australia. Maurits now serves as a Cluster Manager for Accor, while Anneloes manages Lodges Australia.

BY ROMY HERMANS [F 2021]

How did you two end up in Australia?

Maurits takes the lead on this story. Having lived in Costa Rica and Ghana, in 2010, he sought one last adventure while their children were still young. He discovered an opportunity in Canberra with an Australian hotel chain and, after some research (because who really knows Canberra is Australia’s capital?), he applied and got the job. Maurits recalls, ‘After telling Anneloes about the job, she suggested I go Down Under to see if it was worthwhile.’ Anneloes, content with her life and work in Maastricht at the time, was initially reluctant. However, after celebrating New Year’s in Sydney, she was convinced and along with their young children, she joined him after the school year ended. Originally planning to stay for only four years, plans changed

when it was time for their children to attend high school. Anneloes explains, ‘We found the high schools in Canberra perfect for our kids, offering non-academic subjects like fashion design, car mechanics and hospitality, more free time, and less pressure.’ Also, work-life balance was excellent, both working full-time, yet able to enjoy quality family time. Eventually, they moved to Adelaide, and their children are now studying at the Hotelschool The Hague in the Netherlands.

How did you start with Lodges Australia?

Maurits, who had always been working in the hospitality industry, saw a LinkedIn post from his old fraternity brother Bas Hoijtink [F 1995] about Crossover Lodges’ glamping tents. Bas owns the company, and his wife, Charlotte

Hoijtink - Veling [F 1997], year club friend of Anneloes, designs the lodges. Anneloes notes, ‘Crossover Lodges are unique and highquality; nothing like them exists in Australia.’

Maurits adds, ‘After the intense COVID-19 pandemic, it was time for something new. I always wanted my own company.’ After contacting Bas and some market research, they realized there was a future for glamping tents in Australia. Together with Anneloes, Maurits decided to take on this new challenge as the unique distributor of Crossover Lodges in Australia. ‘Actually, Anneloes is currently doing my job!’ he laughs. Maurits received an offer from Accor he couldn’t refuse, so Anneloes took over the main tasks, including creating their logo and website. They built a beautiful showroom in Adelaide, which Anneloes describes

as a game-changer, attracting interest from across the country.

‘We officially started last April,’ she says. The collaboration with Bas and Charlotte has been seamless, with Maurits noting: ‘It feels like no time has passed, even after 30 years.’

What is the difference between the work culture in Australia and the Netherlands?

Australians are generally open, welcoming, and enthusiastic, but they can suddenly stop communicating, leaving many questions unanswered.

Anneloes reflects, ‘They can be so enthusiastic, but why am I not hearing back from them?’

Australians tend to work to live, not live to work. They pay their bills but also enjoy camping and visiting wineries on weekends - ideal for Crossover Lodges. Maurits wishes Australians were more direct, like the Dutch. ‘The lack of communication and clarity

is sometimes frustrating. If you don’t like the tents, just say it!’ he exclaims.

Another cultural difference with the Netherlands is the hierarchical structure in the workplace. There is a lot of respect for the boss because of their title, despite calling them by their first names.

How are you looked upon as ‘outsiders’?

Anneloes shares a fun story: ‘I was chatting with two Australian colleagues at the university where I worked when one said, ‘Yes, she definitely has the E-factor.’ When I asked what she meant, she said it was a certain ‘je ne sais pas’ that all Europeans have which is admired by Australians. Their European background is highly valued in Australia, including their education, multilingualism, and global experiences. ‘We feel seen in a favorable light,’ she says. What does the future look like?

Maurits is optimistic: ‘We have big plans to grow Lodges Australia. First, by importing more lodges. Second, we are planning to buy a property near Adelaide and establish our own

glamping resort. Third, we aim to develop the A-Z support website of our business with wineries, outback stations and other unique locations.’

These prospective glamping business owners often lack hospitality knowledge, so Lodges Australia will offer them marketing, revenue management and hospitality support. Lodges Australia’s website will soon feature a booking module, allowing guests to book stays at properties with their lodges. ‘It’s a unique experience,’ Maurits says. Bas and Charlotte are expanding Crossover Lodges globally, with sales in Japan, America, and India. Last May, 30 years after graduation, the four hotelschool friends exhibited together at a trade expo in Sydney envisioning lodges in unique places for a luxurious hospitality experience – who would have thought?

Maurits and Anneloes enjoy their life Down Under and have no plans to return to the Netherlands, except for an annual three-month winter escape from Adelaide. www.lodgesaustralia.com.au

The workforce that mirrors local communities

In today’s rapidly evolving retail landscape, diversity and inclusion are essential for companies aiming to stay relevant and impactful. Sonja Boelhouwer [F 1997], Chief Operating Officer at Albert Heijn, provides insight into how these values are woven deeply into the company’s operations, contributing to both its business success and social responsibility. Inclusivity isn’t just a policy but a continuous commitment that requires empathy, flexibility, and persistence.

BY MAUD MEIJERS [F 2014]

Diversity as a reflection of the community

In 2000, Sonja applied for her first position at Albert Heijn, driven by the chance to work for ‘a company at the heart of society’ that positively impacts people’s lives. This community connection still inspires her today, as she believes Albert Heijn’s efforts can improve the quality of life for both employees and customers. With over 125,000 employees, Albert Heijn represents a smallscale version of Dutch society. Sonja explains that the company’s

workforce mirrors the local communities it serves, by hiring locally across the Netherlands. This approach ensures that the stores naturally reflect the diversity of each neighborhood. ‘One in five Dutch people has either worked or is currently working at Albert Heijn, underscoring the company’s significant role in employment within the community.’

As Albert Heijn serves a growing multicultural population in the Netherlands, it is vital that the company’s products and services resonate with its broad customer

base. ‘A nuanced understanding of cultural norms and preferences allows the company to stay responsive and relevant, continuously reflecting the diversity of its customers.’

Building inclusive teams at every level

Diversity at store level happens organically, but fostering inclusivity at the head office requires intention and effort. To bring more regional diversity into its corporate teams, Albert Heijn encourages remote work options, enabling talent from various parts of the Netherlands to join without relocating. ‘Our digital work options allow people from places like Enschede or Maastricht to join our head office teams, if possible given the nature of the work, without needing to relocate’, Sonja explains, emphasizing the importance of accessibility.

Gender diversity is also a priority at Albert Heijn. Sonja takes pride in the balanced gender ratio within her team, a balance achieved not through quotas but by embedding inclusive hiring practices during recruitment. To further foster inclusivity, the company trains employees on preventing an unconscious bias. This training encourages awareness of subtle biases that might influence decision-making. ‘We go beyond simply meeting quotas, striving to build an environment that values and respects all backgrounds, by training people on this and keep our HR community engaged.’

Diversity beyond the workforce

Albert Heijn’s commitment to diversity isn’t limited to age, gender, or ethnicity. They also actively recruit people from diverse social and economic backgrounds, including those who may face

employment barriers. ‘For instance, the company offers opportunities to individuals who may have experienced setbacks in life and works closely with organizations supporting marginalized groups, such as refugees.’

Albert Heijn has recently introduced programs to help Ukrainian refugees integrate into the Dutch workforce by providing language classes. ‘We offer English lessons to help them work more comfortably here and be prepared for future opportunities,’ Sonja says, noting the profound impact this has on the individuals.

A legacy of inclusivity

Sonja’s journey began at HMSM, where she recalls fond memories: from restaurant shifts to public speaking classes and campus life. The friendships and network she built during her studies remain an important part of her life and have

a lasting impact to this day. She also praises the ‘doers’ mentality’ of her fellow alumni, whom she describes as optimistic, pragmatic individuals who are both smart and driven to make things happen. During her time at the school, though not initially career-focused, Sonja remembers feeling quiet ambiteus. In an introductory session, she surprised her peers by mentioning a bold goal: a position on the Supervisory Board of a large company. Her ambition contrasted with the more modest dreams some of her classmates shared, that set her apart.

Sonja’s career choices have been guided by her personal philosophy: ‘You are only as good as your last job, and if you do something you enjoy, you’ll excel at it.’ This guiding principle has encouraged her to make choices based on what makes her happy, leading to a fulfilling career. Over her career, Sonja has taken on a variety of challenges, from managing her first supervisor role in a 24-hour distribution center to leading crisis operations during a strike at Stop & Shop in the U.S. Her grounded, positive approach has been key to navigating these roles successfully, enabling both personal growth and professional development. Looking forward, she shares another dream: ‘One day, I think it would be fantastic to work in the hotel industry. I love hotels, and there’s nothing more rewarding than making guests and customers happy.’

Fostering a culture of belonging

For Sonja, fostering inclusion means creating a workplace where every employee can be their authentic self. At a company as large as Albert Heijn, she believes it is important having a “minority

voice that is heard,” since this voice represents thousands of people. Open communication and accountability are vital to this vision, helping ensure that all team members feel heard and valued.

To maintain this culture, Albert Heijn holds regular meetings to share updates and encourage open dialogue across all operational levels. ‘Every Monday, we hold a webcast where we share updates, listen to team feedback, and discuss current issues to keep everyone engaged and connected.’

The goal with this consistent communication is to create a cohesive, inclusive culture, even within such a large organization.

Mental health

Beyond diversity and inclusion, Albert Heijn prioritizes mental health, recognizing its importance in a supportive work environment by making mental health resources accessible. ‘We offer free coaching services for employees at all levels, which encourage employees to seek support when needed.’

This focus on mental well-being reflects Albert Heijn’s commitment to inclusivity and to recognizing the diverse needs of its workforce, which spans five generations. ‘We have a workforce that include people from different generations, each with their own needs’.

Foodservice Track

By offering these services, Albert Heijn demonstrates its dedication to fostering a workplace where everyone feels valued and respected.’

Preparing for the future

Diversity and inclusion require a global perspective in today’s interconnected world. For Sonja, the concept of a ‘Global Mind’ comes naturally, shaped by her upbringing abroad and time at HMSM. These experiences instilled a deep appreciation to keep working on diversity, which she now brings to her leadership role at Albert Heijn. Reflecting on her journey, Sonja underscores that Albert Heijn’s dedication to diversity and inclusion is at the heart of its operational success and social impact.

The Foodservice track trains passionate students to become skilled young professionals, knowledgeable in all aspects of food systems. They have the potential to drive positive change within the food business, thinking innovatively and staying ahead of current and future trends. This track includes two specialized minors, a management consultancy project, and a management internship. If you are looking for fourth-year students to take on an innovative project in the Foodservice field, or to explore other collaboration opportunities with the Foodservice track, please reach out to Maud Meijers (Track Coordinator, maud.meijers@zuyd.nl).

Sonja (left) in an Albert Heijn store

funda Laat je doorleven in toekomstige generaties

We weten inmiddels dat een internationale studentenpopulatie de ideale omgeving biedt om je voor te bereiden op een carrière in de internationale hospitality sector. In de beginjaren van onze opleiding was het internationale karakter echter veel minder aanwezig. In de zomer van 1954 liep Jacques Bruggeman [F 1955] stage in de internationale lounge op Schiphol. Hiermee werd zijn interesse voor reizen en de wereld gewekt.

DOOR BINIE HERMANS

‘Toen ik in 1958 een paar dagen strandde in New York, ontmoette ik mijn partner Otto. Hij werkte ook bij KLM en onze vluchtschema’s werden zoveel mogelijk op elkaar afgestemd.’ Otto en Jacques hebben samen de wereld over gereisd en veel ontmoetingen gehad. ‘Toch voel ik nog altijd een sterke verbondenheid met de jongere generatie. Wanneer ik bij Otto op bezoek ben, maak ik graag een praatje met een jonge verzorger uit een ver land. Die verbondenheid komt voort uit de reizen die we hebben gemaakt.’

Vooruitdenken en nalaten

Door ziekte woont Otto in een fijn verzorgingshuis in Tiel. Jacques gaat binnenkort ook kleiner wonen in een mooi appartement. ‘Ik moet vooruitdenken; nu heb ik nog de mogelijkheid zelf te kiezen waar ik mijn laatste dagen wil doorbrengen. Otto en ik hebben 5 jaar geleden ook bij de notaris laten vastleggen hoe onze nalatenschap wordt verdeeld. Ik ben dankbaar dat we dat samen hebben kunnen bepalen.’

Jacques en Otto (en ook andere alumni) hebben meerdere donaties gedaan aan Foundation HMSM om de kansen die zij in hun leven kregen, door te geven aan de volgende generatie.

Jacques Bruggeman met zijn ‘Funda-boekje’.

‘Het idee dat mijn gift iemand in staat stelt zijn of haar dromen te verwezenlijken, geeft me enorm veel voldoening. Het voelt goed om te weten dat ik een positieve verandering teweegbreng, zelfs nadat ik er niet meer ben.’

Foundation HMSM

De Foundation HMSM is opgericht zodat iedereen met de juiste ambitie zich kan inschrijven voor onze kleinschalige en internationale bachelor. De Foundation HMSM biedt een platform dat studenten helpt met financiële ondersteuning, zodat ons onderwijsprogramma betaalbaar is voor iedereen. Met het opnemen van de Foundation HMSM in uw nalatenschap kunt u - naast uw dierbaren of eigen kinderen - nalaten aan toekomstige hospitality talent. Met een legaat leeft uw verworvenheid voort in de successen van toekomstige studenten. Voor ons als onderwijsinstituut is een legaat een eerbetoon voor de rol die wij in uw leven hebben gehad. Wilt u meer weten? Scan de QR-code of neem contact op met Binie Hermans, binie.hermans@zuyd.nl

With hospitality in its DNA, it is easier for the hotel industry to stimulate inclusivity compared to other sectors. Driven by his own personal journey, Pim de Hooge [F 2010], Senior Corporate Operations Manager at Radisson Hotel Group (RHG), is committed to contribute to a more inclusive working environment, specifically on supporting the LGBTQI+ community.

BY TOM KUYPERS

Driven by a personal journey

Pim de Hooge’s commitment to Diversity, Equity and Inclusion (DEI) is deeply rooted in his personal experiences. Having worked in hotels for 12 years, he has been exposed to diverse individuals, cultures and situations that have shaped his understanding of the importance of inclusivity. ‘My experience in the hotel industry has taught me the value of diverse perspectives,’ Pim explains. ‘It’s not just about serving guests;

Journey LGBTQI+

it’s about creating an environment where everyone feels valued.’ Pim’s identification as a gay man further fuels his passion for DEI. He believes that his unique perspective allows him to offer valuable insights on the challenges faced by LGBTQI+ individuals in the workplace. ‘I feel I can make a significant impact on DEI initiatives from my position, particularly in advocating for the LGBTQI+ community’.

Transitioning from the vibrant environment of hotels to a more formal office setting presented its challenges for Pim. He observed a notable difference in the dynamics between the two. ‘In hotels, personal interactions are more frequent, whereas office environments can feel quite formal and less personal,’ he remarks. This transition made him more aware of his identity and how it might be perceived by his colleagues. ‘Initially, I felt reserved about openly expressing my sexual identity, not out of fear, but because the corporate culture felt different.’

Recognizing the need for change, Pim has taken proactive steps to promote DEI within Radisson Hotel Group. In recent years, RHG

to foster Inclusion

launched initiatives in various Employee Resource Group’s (ERG’s), aimed at supporting and empowering diversity in the organization, with a proven impact. ‘We’ve for example seen significant improvements in the representation of women in leadership roles within the organization over the past five years.’ Earlier this year, Pim was instrumental in the foundation of Radisson Hotel Group’s LGBTQI+ ERG.

Listening to employees

RHG values employee feedback as a catalyst for change. The annual employee survey, known as the ‘Radisson Listens’ Survey, plays a crucial role in shaping DEI initiatives. ‘The survey is anonymous and we for example don’t ask employees about their sexual orientation. But we do ask for gender, which allowed us to analyze differences in experiences among various gender identities,’ Pim explains. This data revealed notable disparities, particularly for non-binary employees. ‘In comparison to the general group, less non-binary employees felt they could be themselves at work,’ Pim

Pim de Hooge

2019 – present

Radisson Hotel Group (Senior) Corporate Operations Manager

2010 – 2019

IHG Hotels & Resorts

Front office manager, Duty manager

Australia, the Netherlands

2006 – 2010

HMSM

highlights, emphasizing the urgent need for improved inclusivity.

Pim believes that fostering a culture of inclusion is paramount. ‘It’s essential that everyone feels valued and appreciated for their work, regardless of their personal background,’ he insists. The organization is committed to adapting policies based on employee feedback and industry trends, continuously striving to improve its DEI efforts.

Focus on LGBTQI+ inclusion

RHG has launched their LGBTQI+ group in March of this year, which aims to create a more inclusive environment. ‘We organized a kick-off event at our headquarters in Brussels and Madrid, discussing the importance of LGBTQI+ inclusion,’ Pim shares. The need for informing colleagues, sharing knowledge, and even educating his own organization, were a key starting point for Pim to create more awareness. By doing so, he recognized the need that anything worth doing is worth taking the time to do well. The company now plans to conduct trainings for inclusive leadership, which will serve as a model for hotels and ensure that inclusive management practices are integrated into operations.

However, Pim acknowledges the challenges of promoting LGBTQI+ rights in regions with varying levels of acceptance. ‘We recognize that our approach needs to be tailored to the local context,’ he says, citing regions like Africa and the Middle East, where attitudes towards LGBTQI+ individuals may differ significantly. To fit to the local context, Radisson Hotel GroupRHGchapters, led by members of the region who are able to translate strategy and policy to local hotels, whilst taking into account cultural and societal differences. ‘We have to be sensitive, also from a business perspective, as we don’t want boycotts on local hotels or loss of partnerships because of our position,’ Pim explains. Although Radisson Hotel Group’s strives for the creation of an inclusive culture, where everyone feels welcomes, the way they communicate this globally requires a culturally intelligent approach.

Hotel industry as trailblazer

Pim further emphasizes that the hotel industry has a unique opportunity to lead in promoting inclusivity and well-being. ‘Hospitality is at the core of our business. We should be welcoming to everyone, regardless of their background,’ he explains. The industry can set an example for others by demonstrating how to organize hospitality and inclusivity effectively. ‘By embracing inclusivity within our operations, we can influence broader societal change,’ Pim states confidently. The hotel industry’s intrinsic focus on hospitality makes it easier to activate inclusive measures compared to other sectors. The hospitality industry, with its unique position and values, can truly have a significant impact on the wider society. As such, the industry can inspire other sectors to move towards more inclusive environments.

Inclusivity on a global scale

Reflecting on the last 15 years, Pim notes a clear increase in awareness around unconscious bias and the necessity for inclusivity, propelled by movements such as #MeToo and Black Lives Matter. ‘Society has shifted from a binary view of gender to a broader recognition of various identities.’ Personally, his international experiences, in countries like Spain, the UK, China, and Australia, have broadened his perspective on the acceptance of LGBTQI+ identities. ‘It was an eye-opener to see how different cultures perceive diversity,’ he recalls. This has fueled his commitment to fostering inclusivity on a global scale. Pim envisions a workplace where employees can thrive without worrying about their sexual orientation or gender identity. ‘In three years, I hope our hotels worldwide will be environments where everyone feels free to be themselves,’. Achieving this requires a cultural shift within the orga nization, transcending policy changes. This includes removing gender identification from the Employee Management System and introducing gender-neutral rest-rooms at Brussels HQ. ‘Additionally, we have

Hotel Management Track

This profile turns students into ‘game changers’ for the international hospitality industry. It allows students to further specialize in revenue management, hotel real estate, luxury hospitality, and brand development. Afterwards, they carry out a strategic advisory project assigned by the industry. And to finish off, students can choose a management internship in an international hotel or HQ, which enables them to develop their strategic skills further.

If you want fourth-year students to take an advisory project in Hotel Management, don’t hesitate to get in touch with track coordinator Luc Partouns (luc.partouns@zuyd.nl).

established an internal SharePoint accessible to all hotels, providing resources and information to educate our teams on LGBTQI+ and genderrelated topics. To further promote inclusive leadership, we have scheduled a specialized training for HQ leaders in the beginning of 2025, with plans to extend this training to all areas. ‘I want conversations about personal identities to be as normal as discussing hobbies or family’.

Collective responsibility

His ultimate goal is to create a culture where inclusivity is an inherent part of the organization’s identity. Pim de Hooge’s journey reflects the extensive impact that personal experience, employee feedback, and proactive initiatives can have on fostering Diversity, Equity and Inclusion within the hotel industry. His commitment to creating an inclusive environment not only benefits employees but also sets a standard for the entire industry. As Radisson Hotel Group continues to champion DEI, it paves the way for a future where everyone is welcomed and valued, regardless of their identity. In an era where diversity and inclusion are more critical than ever, Pim’s insights serve as a reminder of the collective responsibility we all share in creating a more inclusive world.

online community

Join our vibrant community of over 6,700 active alumni on our online platform!

Connect with fellow alumni from around the globe, working in various disciplines. Discover who is working in your industry or find connections in cities you plan to visit for business or leisure.

What better way to benefit from our network than through a local Chapter? Last year, we successfully launched our first Chapters around the world, including Brussels, Berlin, London, Barcelona, Curaçao and Singapore. Soon, Madrid and Dubai will join the list. With the help of local ambassadors, we aim to facilitate professional and social networking gatherings. In return, we strive to enhance our international visibility and need

alumni to support hospitality events for prospective students.

You are our ambassadors, and your stories have the power to inspire the next generation from around the world to join us. Your experiences and achievements can spark interest in prospective students and encourage them to take the leap.

Are you interested in a Chapter in your area, or do you have interesting ideas or suggestions for activities? Let us know at www.alumni-hotelschoolmaastricht.nl

A warrior for equity with a hospitable heart

In this interview, we talk with Samira Akaiouar [F 2017] about a career path in which diversity and inclusion plays a central role. After receiving her Funda, Samira graduated Magna Cum Laude from Utrecht University. She is currently policy advisor at the Ministry of Education, Culture and Science. Her work on basic skills for adults (literacy, numeracy and digital skills) reflects her drive: equity for people in vulnerable positions. She lives in the moment, but who knows what the future will bring? Maybe the next Minister of Education.

DOOR ANKIE HOEFNAGELS

For Samira Akaiouar choosing HMSM was a no-brainer. She loved the international dimension, the exposure to different cultures. And yes, she liked that the study was broad enough to experience whether hotels were the right career choice, or not. And most of all, without her wanting to sound too presumptuous, hospitality is something that ran through her veins, that was spoonfed by her Morrocan father and family. The transition to pursue a Master in Intercultural Communication was instigated by a brief stint as a recruiter at GITP. She decided she wanted to challenge herself more intellectually, and the management internship at the HR department of Ritz Carlton Barcelona had sparked that curiosity. She was responsible for all the interns there, coming from China to Dubai. They made her realise the importance of

CV

Samira Akaiouar

2023 – present

Policy advisor

Ministry of Education, Culture and Science

2022-2023

Advisor D&I

UvA, Ministry of Finance

2017 – 2019

Recruitment positions

Berenschot, GITP 2018 – 2020

Master’s degree Intercultural Communication

University of Utrecht 2013 - 2017

HMSM

integrating cultural awareness in the HR profession. And that led her almost automatically to becoming a specialist in Diversity, Equity and Inclusion on the work floor.

What

does Diversity, Equity and Inclusion mean to you?

‘To me, diversity means all the unique identities that people bring to the table. They can be visible, like ethnicity or gender, but also more hidden like cultural norms, social or educational background. And inclusion means acknowledging these differences and making them work together. Giving people an equal voice in the organisation, a seat at the table. Equity goes even further. Because inclusion does not automatically mean that people are treated equally. It means that all voices are heard when things are complicated, or when hard decisions have to be made. My own experience is that organisations are open to hiring a D&I officer and giving them space to develop activities. But when it comes to systemic or cultural change, when it really affects the organisation fundamentally, it is

the top management that decides. Of course managers have a mandate and a steering role, but they should not forget to hear all voices. I am not in favour of labeling someone as ‘the other’ or as ‘diverse’, because then they are put in a spot of ‘diverging from the norm’. I’d rather see that people realise everybody is unique yet equal.‘

What is your advice to organisations that wish to create and an inclusive and equitable workfloor?

‘My approach is not to problematise D&I, but to frame it as an opportunity, a catalyst of change. It is not about ticking category boxes but for instance looking at which qualities you miss in your organisation; diversity in the broadest sense of the word. I always say: ‘inclusion is a verb.’ That demands an enormous effort and commitment. It starts at the top, but it involves everybody in the organisation. It is not about just including D&I in your mission and paying lip service, but actually going for systemic change. And this is an ongoing process, because demographics change, politics change, society changes. And it starts with yourself. Putting yourself in a vulnerable spot and having an open and honest conversation with each other. What do we want to achieve and how do we get there? And don’t forget to address people’s doubts

and concerns about D&I. If you practice what you preach radically, you also include the people who do not agree with you, as long as it is done respectfully.’

What would you recommend HMSM based on your own

experiences?

‘I graduated in 2017, but I never had an actual conversation about my experiences as one of the few students in my year with a bi-cultural background. However, there is something I remember vividly to this day. A teacher said in class ‘people like you never apply to this school.’ All eyes were suddenly directed at me. I felt embarrassed and singled out, it touched me, but I could not say a word. I felt like being put into a box, when for me, I was just being myself. I would recommend HMSM to make staff aware of the importance of creating a space in school where these situations can be addressed and discussed.’

Where

do you see yourself in 10 years?

‘I tend to live in the moment, but D&I will always stay close to my heart and mind. I see myself develop in public service, but I am also taking a course in career counselling. For me work is where I can express my values and where I can invest myself fully by making a difference for others!’

In 2024, Samira Akaiouar published: ‘De werkvloer gelijk gemaakt: Van intenties naar een intercultureel vaardige organisatie.’ A highly accessible, scientifically sound book, full of tips and tricks. A crash course D&I for (HR) managers, lecturers and other professionals. (Available as e-book via bookboon.com) ISBN 978-87-403-4837-8.

Master

Take the lead valuable and sustainable solutions

If you are considering pursuing a master’s degree to boost your career, it’s good to know HMSM offers an international and dynamic master programme in Facility and Real Estate Management (FREM). The programme is offered in both full-time and part-time. Applications are open and available spots are limited for the programme starting in September 2025.

Master Facility and Real Estate Management

1 year full-time, 2 years part-time

Maastricht

Master of Science (Double master degree in cooperation with University of Greenwich)

www.hotelschoolmaastricht.nl/en/frem

This master’s programme will challenge you and transform you into a strategic thinker in the facility and real estate industry. You’ll learn how to create, maintain, and manage spaces while considering the impact on the planet, people, and prosperity. The newly updated curriculum emphasizes current trends and developments, with a focus on critical thinking, value creation, and leadership.

The Master FREM is a small-scale and intensive English taught programme led by passionate lecturers, professors and inspiring guest lecturers.

Available in part-time

The program is available in both a one-year (full-time) and a two-year (part-time) format. Looking to expand your professional ambitions and deepen your knowledge? Opt for the part-time version to add a new dimension to your career. Earn an academic degree and enhance your qualifications. Combine work and study, and apply your new knowledge immediately.

‘With all the knowledge and skills I gained, I hope to fulfill my vision: facilitating added value into soft and hard services and improving the quality of the work environment so employees and the business itself can benefit.’

Maarten - FREM alumnus

Sign up for an online open day!

IHAB award

The graduate who makes the most memorable impression during the final assessment presentation receives – in addition to eternal fame – a sum of € 1,000 sponsored by Bidfood. IHAB stands for the International Hospitality Advisory Board of HMSM, which is made up of leaders from the international hospitality industry and professors from the academic world.

BY JOSJE VAN DONGEN IMAGES FOCUSS 22

Kim van den Bongard

Kim van den Bongard: ‘I will use the prize as a first step for further specialization or education in the future. On the day I accompany an IHAB member, I am especially looking forward to learning from someone who already has a lot of experience in leadership and motivating and growing a team.’

Valentina Wießmeier and Maurin Gebser

During the Funda ceremony in September, the IHAB Award was awarded to not one but two graduates: Valentina Wießmeier en Maurin Gebser. The jury was not able to make a choice between the 2 nominees, as the assessments of both were graded with a 10 out of 10; an exceptional performance! Valentina: ‘It made me very happy that Maurin and me won both the prize. Sharing this success indicates how the school saw that we have both contributed to school taking our unique ways that brought us to where we are now.’

Destinations of our graduates on graduation day

Winner Kim with MT-member Josje van Dongen

Winner Valentina with MT-member Josje van Dongen. Unfortunately Maurin could not be present at the Funda ceremony

It runs in the family

It all began when back in the day late uncle Johan Jansen [F 1960] started his journey at HMSM. With his stories he inspired Rens Koekenbier [F 1985] choose for Hotel Management and now both his sons Keiran and Tristan have followed in their dad’s footsteps. They left behind the Philippines and started a new life in The Netherlands, while Rens is closing in on almost 27 years in the Philippines.

BY ROMY HERMANS [F 2021]

Advise

For Rens the choice for HMSM was easy as it is a broad management education and not only focused on hotel management. He wanted his sons to become an international citizen rather than staying in the Philippines. To go work abroad like he did and get that international experience. He thought it was a good idea for his sons to use the HMSM as a good start to that. Both Keiran and Tristan had a completely free choice in terms of choosing their next step. However, growing up, the interest has always been there with the family business. The boys mention: ‘To be able to get that broad

perspective, knowing that your father graduated from that school and stepped on the same wooden planks as you, it definitely helps with making a choice.’

Changes

With both his sons studying in Maastricht, Rens experienced that the HMSM has seen a lot of changes over the years. One that he sees as a positive change is that instead of 3 years it became a 4-year course. His internship was in July & August, he sees it as a mayor improvement that students now get the opportunity to gain more business experience, especially abroad. Keiran, having finished his first internship in Dusit Thani Manila, had a great experience and learned a lot during those 6 months and Tristan is going to the U.S. for his internship and is very excited for the opportunity. Another change that Rens notices is that extracurricular activities are less visible at the moment. ‘In the past, we developed many of our management skills through Amphitryon, organizing large-scale events like the BAVO basketball and volleyball tournament, along with other significantly bigger functions. These experiences provided valuable practical knowledge and organizational skills beyond our regular classes.’

Community

Keiran started his year during COVID-19 and was very happy with the opportunity to still live on campus and is grateful for the connections he has made so far. He mentions: ‘It’s good to come into this community where you participate in conversations, parties, doing projects together, working together in the practicals’. Tristan embarked after COVID-19 and the switch to Europe was really something that got him out of his shell. Tristan explains: ‘It helps being around people, it forced me to put myself out there a bit more. I made plenty of connections, I can make those jokes to my friends now too’. Rens is

actually still in contact with one of his neighbours of campus, Frank Duivenvoorden [F 1986].’ It has been 42 years, but every time I come to the Netherlands we play golf together’.

Cultural differences

As Keiran was just 17 when he moved to the Netherlands, he was in for a big shock. He was surrounded by western nationalities. He mentions: ‘Adjusting to the direct style of Dutch communication took some time’. Tristan feels that the key difference is that communication in the Philippines is more high-context, while in the Netherlands, it tends to be low-context. ‘Where we come from, a quieter and more reserved approach is often appreciated. The Dutch are more expressive and open about their thoughts, sometimes even over minor inconveniences. For us, coming from a country where people face more significant challenges, it was initially surprising to hear complaints about things that seemed quite small.’

Overcoming obstacles

All three of them, in a way, have overcome the same obstacles. Keiran and Tristan both moved to a new country, had to adapt to a new culture and had to manage having a lot

Rens with Keiran and Tristan in 2010

on their plate. They mention: ‘Managing a new life, a new social life and dealing with stress is a lot. We’ve just learned to take it one day at a time’. When Rens travelled around the world he made a bunch of friends but after a couple of years you leave and have to start all over again. The older you get, the more difficult the process gets. ’People your own age have babies, kids, different holidays and interests. It becomes more difficult to find friends and that’s when I decided to stay in the Philippines.’

The future

Both Keiran and Tristan started their study at an early age, so when they graduate, they have plenty of opportunities. Keiran explains: ‘Being at HMSM gives you plenty of opportunities, the world is endless and we already worked abroad while studying. I can decide to travel or do a master after graduating’. Rens wants his sons to spread their wings, see the world and not get stuck straight away in a 9 to 5 job. They grew up in an entrepreneurial family, have always

The family Koekenbier

After graduating Rens explored the hotel industry abroad in Egypt, Australia and Miami (U.S.). In 1989 he returned to the Netherlands and two years later he started working as a Sales Manager at Aviation Lease Holland where he was promoted to Managing Director of European Airlines in Brussels. This company was a charter-airline operating 3 Airbus A300 aircraft for a few years. Inspired by my brother-in-law’s stories and photos from family trips to the Philippines, he decided to make a fresh start there in 1998. Despite no baking experience, I moved to Manila, set up a waffle bakery, and began selling “Holland Waffles”, the traditional Dutch delicacy, across the country. By 1997, this venture expanded into a meat processing business, now Windmill

Family Koekenbier at the Student Residence.

travelled a lot and it is in their nature to keep discovering the world. The boys agree, they want to follow in their dads’ footsteps and explore the world at an early age and have an international career.

Gourmet Inc., supplying hams, sausages, and bacon to supermarkets, commissaries, and major hotels like Shangri-La, Hilton, and Marriott. In 2002, he met a beautiful Filipina named Janice and in 2005 they

welcomed their son Keiran, followed by Tristan in 2006. They took the sons on trips to Europe, visiting the Netherlands, Germany, Belgium, France, Switzerland and Italy. This prepared them a bit to follow his footsteps and study at HMSM.

Keiran, a 19-year-old soon-to-be third-year student, completed his first operational internship at Dusit Thani Manila, immersing himself in diverse roles within the F&B department over a six-month period. This experience allowed him to explore the Philippines from a fresh perspective - working as a young professional in the heart of the country’s financial district.

Tristan (18) is in his second year of the bachelor and will leave for his practical internship to Washington (U.S.) in January 2025.

The time you have spent at the Hotel Management School Maastricht and most of you at student association Amphitryon has contributed not only to your personal development, but also to your professional life. The skills and experiences you have gained here have laid a foundation for your careers in the hospitality industry and beyond.

On September 7th, we as Board Kuijlaars started our journey of our Board year. The seven of us are motivated to give our full effort for a year to leave our association a bit better to ensure the continuity of our association. We are committed creating an inclusive and diverse environment where everyone feels heard and valued. For example, we have the International Committee that organizes activities for international students to make it easier for them to feel at home here. In addition, we organize several events in which we discuss contemporary issues among students such as depression and addictions. This is how we are

creating a base in which everyone feels accepted and involved. This coming year, we will also focus on funding for the project New Club Bar. In addition, we will reintroduce a Gala, as we have done many times in the past. On March 14th there will be a Gala at external location, where everyone can enjoy drinks, dinner, party night and an overnight stay. We will let you know more about this event soon and hope to welcome you all!

There is something special that connects us all: a sense of belonging and connection. It is a bond that goes beyond degrees and career paths. It is the friendships, the shared experiences and the many memories that continue to bring us together.

On a business level, you seek each other out because you understand and respect each other. On a personal level, you seek each other out because you trust and value each other.

We wish you all the best and we hope to welcome you again soon in our Club Bar or at one of our events!

Kind regards, On behalf of the Board, Tommy ChairmanKuijlaars & Sports, Culture and Education Coordinator 2024 - 2025

Where 2 support?

Onze alumni maken een verschil, zowel in de hospitality sector als daarbuiten. Velen bieden steun, waardering en zorg aan anderen.

Hun vrijwilligerswerk blijft niet onopgemerkt en vormt een bron van inspiratie voor medeleven en vrijgevigheid. ‘Geven’ is wat onze community laat bloeien.

Tom Heckmans [F 2020]

Stichting Pride Amsterdam Vrijwilliger

‘Het voelt bijzonder om deel uit te maken van een organisatie die zich met zoveel passie inzet voor een diverse en gelijkwaardige samenleving.’

Franca van Gils [F 2022] PSW

Begeleider activiteiten

‘Vrijwilligerswerk bij PSW geeft mij de kans om optimaal betrokken te blijven bij het leven van mijn broer Jorg en zijn huisgenoten.’

Armine Pinas - Hovanesian [F 2009]

Stichting Candy Promise

Oprichter en voorzitter

‘De voldoening is het verschil zien; een weeskind dat voor het eerst slaapt op een echt matras of een kindje dat toch een cadeau onder de kerstboom vindt.’

Tom Zegers [F 1992] Österreichische Wasserrettung

Allround vrijwilliger en nautische begeleiding

‘In deze regio in Oostenrijk zijn minder verenigingen waardoor vrijwilligerswerk, naast de bijdrage aan de gemeenschap, waardevol is voor het opbouwen van contacten.’

Sandra Gelderland - van Mierlo [F 1995] Stichting Hulphond Puppy gastgezin

‘De hond is een onmisbaar hulpstuk voor cliënten. In sommige restaurants mag een hulphond niet mee, maar krukken of een bril laat je ook niet thuis?’

Jean Maroun Bou Malhab [F 2024]

Just Graduated

At the end of his first year, Jean Maroun Bou Malhab (started September 2020) was facing difficult circumstances due to the situation in his home country. His resilience and deep motivation to complete the bachelor Hotel Management kept him going. With the help of Foundation HMSM (funded by donations of many alumni), he succeeded and received his Funda last September. ‘My determination to succeed and the long-term goals I set for myself kept me motivated through challenging times.’

‘Balancing my studies with a part-time job and the absence of family support required strong time management and prioritization. I developed a disciplined routine that allowed me to meet my academic commitments while staying engaged with my work. Additionally, maintaining a support network of friends and colleagues played a crucial role in staying grounded.

There were moments of doubt, especially during times of high pressure and uncertainty. However, I reminded myself of my initial goal. By breaking down overwhelming tasks into smaller, manageable steps, I regained my focus and motivation. Leaning on the support of mentors and peers also helped me push through.

problems, make informed decisions, and remain agile in a dynamic environment - all crucial skills for navigating today’s professional landscape. My next step is to continue building on the foundation I’ve established, both academically and professionally, while focusing on the growth of Byblos.Collective, my ‘MultiMedia Management’ company. We currently manage communication and marketing for several prominent hotspots in Maastricht. I plan to explore opportunities that align with my passion and expertise, remaining open to learning and growth in diverse areas. With perseverance and faith, I aim to expand the company, contributing to impactful projects that align with my values and building a prosperous future for my family and myself. I am looking forward to it!’

My diploma now represents more than just academic achievement - it’s a symbol of personal growth and resilience. The challenges throughout my academic journey have shaped my approach to both my career and life, reminding me that overcoming challenges is an essential part of any journey. The most valuable skill I have gained at HMSM is critical thinking, coupled with a strong sense of adaptability. The program taught me how to analyze complex

I was fortunate to meet Mr. Wesly [F 1967] for the photoshoot at the Teaching Hotel (red. see cover of this magazine) He made a lasting impression on me. Despite cultural differences that, in another context, might have cast us as adversaries, he treated me with the utmost respect. His words about peace, love, and unity were both powerful and inspiring, demonstrating that mutual understanding and respect can transcend cultural boundaries. His approach left a profound impact on how I view relationships and collaboration in both personal and professional spheres.’

‘I have always believed that overcoming adversity builds resilience, and this mindset helped me stay focused and persistent despite the obstacles.’