RADISSON HOTEL GROUP

The global pandemic has forced all hospitality companies to adjust their products and services to meet the new market realities.The suspension of international travel to and from many countries has caused a sharp contraction of business across the industry and a shift towards domestic travel. In response to these challenges, Radisson Hotel Group has introduced multiple strategies to help its hotels adapt to this unprecedented situation, including the rollout of new room and F&B concepts, best-in-class health and safety protocols, contactless technologies, focused sales and marketing strategies, and many more.

Most importantly, it has formed a partnership with SGS to certify all new and existing hotels with a 20-step health and safety protocol, as well as a 10-step protocol for meetings & events. The group’s F&B processes have also been reworked with a focus on à la carte menus to provide personalized service and reduce food waste.

In India, the group capitalized on underutilized hotel kitchens to generate anciliary revenues by producing a new retail line of Diwali sweets called Meetha by Radisson. It also launched the concept of ‘hybrid rooms’, which enables it to market and sell its guest rooms as state-ofthe art offices, combined with access to hotel facilities.These initiatives generate income and support local business while international travel and tourism is subdued.

“I AM PROUD THAT RADISSON HOTEL GROUP HAS BEEN ABLE TO ADAPT AND INNOVATE, PROVIDING A SAFE AND PERSONALIZED ENVIRONMENT TO RESTORE TRUST IN TRAVEL AND TOURISM .”— KATERINA G IAN NO UK A

AGILE AND INNOVATIVE

“The key is to remain agile and innovative, while also remaining true to our core values,” says Katerina Giannouka is President,Asia Pacific at Radisson Hotel Group, and a key member of the group’s Executive Leadership Committee. Based at the company’s Asia Pacific head office in Singapore, and also overseeing regional offices in Shanghai, Delhi and Sydney, Giannouka works in partnership with the global and Asia Pacific leadership teams to drive the success and growth of the company across the entire region.

“The values of Radisson Hotel Group, have been reinforced by the upheaval of the last 12 or so months.We still aim to be the employer of choice for the brightest stars in the hospitality industry, and strive to create a working environment where every team member feels valued for who they are, can express their authentic selves and seize opportunities, in line with our company’s ‘Yes I Can!’ ethos,” Giannouka says.

Like many businesses, Radisson Hotel Group has adapted to a new way of working. In practical terms, it has adapted its physical office space in Singapore and provided its team members with the tools and systems they need work from home safely and effectively. It also ramped up its efforts to engage with its teams via multiple virtual channels, including the live ‘RadissonTalks’, biweekly CEO newsletters, and weekly learningVitamins to improve communication and training. “We also introduced a more attractive and flexible incentive system with an overall aim to adapt to the evolving market landscape while ensuring that our team members remain motivated and empowered,” Giannouka explains.

DELIVERYSYSTEMS

One of the most noticeable medium-term impacts of COVID-19 is the shortage of working capital and lack of confidence among independent hotels and small, regional chains, Giannouka observes.To alleviate this, Radisson Hotel Group has launched a new brand, Radisson Individuals, which offers a new flexible business model that allows these hoteliers to become part of our global network – with all the benefits that entails in a cost-effective manner, without significant capital investments, she adds.

“With Radisson Individuals, owners have a ‘soft brand’ entry into our portfolio, with short-term contracts, variable fees, and simpler brand standards and requirements.To maintain the strength of our global brand portfolio, hotels need to meet top quality and guest review rankings, as well as essential safety standards.”

Hotels will then have the opportunity to convert to a core brand, such as Radisson or Radisson Blu, within three years.“This aims to create an opportunity for hotels to boost their own business by being part of a global brand. In addition, our new serviced apartment proposition is available across the brands’ portfolio enabling owners and developers to tap into an important and fast-growing sector of the market, while retaining all the facilities and services of a Radisson Hotel Group brand.”

LONG-TERMBENEFITS

“I firmly believe that many of the changes we have made in our business will make us stronger in the long-term,” Giannouka claims.“Every challenge also presents opportunities, and COVID-19 is no different; we need to use this situation as a chance to reevaluate how we work and provide an agile response.

“For example, I am proud to give our team members new flexible ways of working – including home working opportunities. This will enable our employees with their work-life balance, which is especially important for women in the workplace. I am also very proud to see how our hotels are working with their local communities to support those impacted by the COVID-19 crisis, as part of Radisson Hotel Group’s continuous commitment to Responsible Business.”

Last year, Radisson Hotel Group was one of the driving forces behind the industry’s Safe Travel Guidelines, issued by theWTTC and adopted by over 120 destinations worldwide. Together withWTTC, it continues to advocate to combine testing and vaccination as the basis for safely reopening travel.

“Last but not least, I am proud that Radisson Hotel Group has been able to adapt and innovate, providing a safe and personalized environment to restore trust in travel and tourism.”

“I FIRMLY BELIEVE THAT MANY OF THE CHANGES WE HAVE MADE IN OUR BUSINESS WILL MAKE US STRONGER INTHELONG-TERM.”—KATERINA GIANNOUKA