How not to waste a crisis: Merlin

Mary Hogg is Merlin Entertainments People Director, Asia Pacific.

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WHEN a company’s organisational reason for being is to provide incredible experiences, we have a lot to live up to when it comes to how we treat our teams, especially when margins are skinny and cost pressures are constant.

It’s safe to say that this global pandemic has tested every part of us, personally and professionally, and the travel and attraction industry has felt the full impact of restrictions put in place.

Attractions across the world - including those owned by Merlin Entertainments (operators of attractions such as SEA LIFE Sydney, LEGOLAND Discovery Centre and Madame Tussauds) – had no choice but to close our doors for an extended period of time and although some have reopened, guest numbers remain low and it’s far from over.

Although Merlin Entertainments has been hugely impacted by COVID-19, our response to this crisis towards what matters most - our people - has been one of humanity, based of some key principles that have seen us through.

My hope is that by sharing these principles on behalf of Merlin’s Australian attractions, members of travel industry can, where possible, work towards coming away from this crisis being remembered above all for supporting their people during these darks days.

People first.

Our first instinct when we had to close our attraction doors was to stand all team members down on full pay while we figured out what to do in a landscape with no wage subsidies and no known opening date. Our senior leaders all took voluntary pay cuts and every conversation started with an update on the welfare of our people and the animals in our care.

Our pay approach was worked through and whilst we have had to say goodbye to a number of great colleagues which has been a part of the necessary reshaping we’ve had to do as a business, the reaction to first preserve rather than cut felt right.

Care beyond consultation. Despite taking a massive financial hit, we have offered a form of outplacement for every employee leaving the business, as well as extending access to our online L&D library for up to three months post leave date. Over-communicate.

Whether it was Team App, virtual weekly drinks or senior leadership business updates, we wanted to make sure everyone stayed connected whether they were working shifts to care for our animals or stood down awaiting news of re-opening.

Remembering the strategy.

As the COVID situation heated up we were at the start of launching our new Diversity & Inclusion strategy.

We resisted the temptation to “park” this project and found that our teams got hugely engaged in our surveys and plans because this was still a subject that mattered deeply to them. We realised that most of our plans are still as relevant, if not more so, than six months ago. Particularly where they centre on our people.

Our learnings from COVID-19 have been many, however the one that stands up above the rest is that businesses that do their best to be there for people when times are hard, certainly mean more when times are better. And the better times will come once we all get through this together.

Stay safe.

It’s safe to say that this global pandemic has tested every part of us, personally and professionally