Investing in people leads to happy teams and outstanding guest experiences

として General Manager, InterContinental Lisbon and Area General Manager, Portugal - Maarten P. Drenth has built a wealth of experience within the luxury hospitality industry during his award-winning 35 year-long career at IHG Hotels & Resorts. 以前はヨーロッパ、北アメリカ、南アメリカで働いていたマールテンは、現在、彼のかなりの専門知識を活用して卓越性を鼓舞し、 lead teams across four hotels within the IHG portfolio in the Portugal market.

最高水準を達成するために、マーチンは、才能を育て、前向きな従業員文化を創造することが、クラス最高のお客様体験を提供するための基盤であると信じています。

An early ambition to work in the luxury hospitality industry

“I started out at sixteen years old, working part time washing dishes in a fine dining restaurant. The owner of the establishment gave me opportunities to grow my skills and after two years, I was leading the service at the weekends. Even at that young age, the luxury hospitality industry sparked my interest and I was keen to learn as much as I could.

The next major step in my journey was attending Hotel School, The Hague to gain first-hand experience of how properties are managed and progress towards a leadership position.

During that time, I became aware of InterContinental Hotels & Resorts, as various organisations would come to the university and deliver presentations. I was impressed by the brand’s inclusive and aspirational ethos, as well as its global network.

I applied to do a 12-month management training programme at the InterContinental Miami and after only nine months, the Food & Beverage Director offered me my first leadership role.  

Seven countries, 11 destinations and three continents later, my priorities are now split between my General Manager and Area General Manager duties - including overseeing three market-leading luxury properties in Portugal. It’s a huge responsibility and challenge but one that I relish.” 

The importance of creating a progressive team culture

“People often ask me how it’s possible to keep multiple properties on track and operating to such a high standard.

Firstly, the overarching brand guidelines help us stay consistent in our mission and values. I also use data and insight from our systems to provide me with a clear picture of the progress and performance of our properties.

しかし、結局のところ、成功は人間関係にかかっています。 そのために、インターコンチネンタル・リスボンのチームや、各ホテルのゼネラルマネージャーと緊密に連携し、オープンなコミュニケーションを確保し、相互尊重と信頼を築いています。

The importance of hiring the right people and taking care of our teams was brought into sharp focus during the pandemic. Needless to say, it was a time of huge change, with many talented individuals leaving an uncertain industry.

By valuing our people and investing in them, we managed to retain the majority of our team throughout this turbulent period, plus experience healthy growth once life began to get back to normal again.

And by ‘investment’ I’m not just talking about the financial rewards - we strive to be a best-in-class employer through the many benefits and initiatives we offer. This includes focusing on aspects such as equal opportunities and inclusion, staff training, growth and wellbeing. All of which helps toward both retaining the fantastic teams that we have in place but also encouraging fresh talent to join IHG.

努力とコミットメントにより、チームは私たちのプロパティに対して多くの賞と称賛を達成しました。 その中には、「働きがいのある会社」や「ポルトガルの働きがいのある会社トップ50」の1つに選ばれています。

This focus is very much in line with IHG’s ‘Room to Belong’ and ‘Room to Grow’ strategies, which prioritise our people and the creation of a positive, progressive culture.” 

Sustainability and giving back to the local community

“Giving back to the local community and a commitment to sustainability are also areas that are very important to both myself and the teams in each property.

今年の9月、IHGの従業員は、慈善団体や価値ある活動のために有給休暇を取得できるIHGの「Giving For Good」月間に参加する機会を得ました。 その一環として、活動やスポンサーイベントを通じて、地域社会の2,200人の生活に変化をもたらすことができたと推定しています。

These types of initiatives form part of IHG’s ‘Room to Make a Difference’ ethos, which enables colleagues  to take part in purpose driven projects. It can give team members a real sense of pride to see the wider impact they can have beyond their day to day roles.

With regards to sustainability, we’re always looking at how our properties and services can become more environmentally friendly. This involves everything from how to reduce our carbon footprint via smart energy consumption, to cutting down on single use plastic items.

One area we’ve been particularly successful at tackling has been food waste. By working with a local charity partner - REFOODは、自給自足できない人々のために食事を作るというもので、ホテルからの食品廃棄物を減らし、その過程で困っている人々を助けることができました。

IHGの「Journey to Tomorrow」という野心に沿って、私が管理するすべての施設も「グリーンキー認証」を取得しており、地球に優しい新しいアイデアと働き方の実施を担当する「グリーンエンゲージ委員会」の一員としてチーム会員を任命しました。」

Inspired teams equal guest satisfaction

“All of these elements - from investing in talent, to providing employees with opportunities to do good in the world - have a positive impact on culture and job satisfaction. And when the team is happy, they want to go above and beyond to provide fantastic guest experiences.

長年にわたり、多くのお客様が私が管理していた物件に戻ってくるのを見てきましたし、素晴らしい友情も築いてきました。 もちろん、これらのホテルはすべて素晴らしいロケーションに素晴らしい施設を備えた素晴らしい場所ですが、最終的にはチームとの交流とその感情的なつながりが違いを生むのです。

I’ve truly built some wonderful memories with IHG. Whether it’s been overseeing a property during a newsworthy event - such as the inauguration of President George W. Bush in Washington D.C. or a personal moment, like seeing my son’s first steps at the InterContinental Sao Paulo.

Ultimately though, working for a company that shares my values has been the most rewarding experience. The ambition to keep evolving, improving and investing in people - I believe that’s the best path to continued success and future growth.”