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In partnership with Blue Apple 30


SBE LONDON (MORGANS HOTEL GROUP) In a nutshell Morgans Hotel


Group, comprising Mondrian London, Sanderson and St Martins Lane, was bought in 2016 by SBE, a privately held, lifestyle hospitality company that develops, manages and operates award-winning hotels Locations London Employees 750 Average staff turnover 45% Annual sales turnover Undisclosed


that best practice begins at home, it has now introduced “Green Apple ambassadors” to drive sustainability initiatives in the business. Training in coaching skills, these ambas- sadors are going back to their work sites and using meetings, presentations and facilitated sessions to make sure everyone is on board with the sustainability programme. Not only does this bring benefits for the environment, it also gives responsibility to those employees who become ambassadors and helps develop their influencing skills. Better still, it increases their knowledge. For instance, they work with Blue Apple’s develop- ment chef to understand how to reduce waste. This company listens to its people. As one member of staff points out: “I have found that in the years I have been with the com- pany, any problems that have arisen have been dealt with immediately, and any courses that I have wished to undertake in order to fur- ther my skills have been approved. We are not treated as numbers, but as people.” The results show that over 80% of staff are


happy at work all or most of the time, and feel that the company treats them well.


29


STARHOTELS In a nutshell 29 four- to five-star hotels owned by the Fabri family


Locations Italy, New York, Paris and three hotels in London Employees 160 Average staff turnover 73% Annual sales turnover £10m in 2017 (for UK)


Founded in Italy in 1980 by Ferruccio Fabri, Starhotels has grown to 29 hotels, including the Franklin, Pelham and Gore in London. The group is now run by the founder’s daugh- ter Elisabetta, but although it has grown, the family ethos and a sense of la dolce vita is engrained in the business’s philosophy. Always looking to improve its staff treats, the company has substituted the after-work


www.thecaterer.com


The acquisition of Morgans Hotel Group in December 2016 by boutique lifestyle hotel company SBE has made it part of a global portfolio. Happily, SBE’s engagement strat- egy is rooted in ensuring the wellbeing of its people. It strives to create a fun environment where all employees feel recognised and have the opportunity to learn and develop. To achieve this, it has a huge number of staff initiatives, ranging from complimentary yoga classes, running club and ice-cream machines in staff restaurants to quarterly employee awards, annual staff parties and mental health awareness workshops.


Starhotels


birthday drinks – which colleagues could attend only if they were off-duty – with a more inclusive work anniversary afternoon tea. The initiative is also aligned with Starho-


tels’ retention strategy for the year, so the aim of the work anniversary celebration is to generate gratitude and optimism among employees and thus reduce staff turnover and drive performance. “We will monitor the results at the end of the year, but so far we have received great feedback from our employees, praising the fact that they are given time off from work to attend and have a chance to get to know other employees in our three properties over deli- cious afternoon tea in a relaxed environment,” says HR co-ordinator Laura Johansson. It certainly seems to be helping to create good communication links between teams and their managers, with 81% of staff high- lighting that as being particularly successful at the company and the same percentage saying it is a good environment to work in.


On the training front, new starters are given an in-depth induction in all departments to learn the ropes and meet their peers before joining their own department. As well as being a great welcome, this gives newbies an over- view of operations and empowers them to get involved and engage with guests. Warm and cuddly events include monthly surprises whereby two departments are given a budget and tasked with treating the whole hotel. Surprises have included breakfast deliveries to offices and cocktail-making in each department. The initiative effectively creates 12 extra events a year where employ- ees are thanked for their hard work. Plus, by choosing two random departments to organ- ise the surprises, it increases collaboration and friendships at work.


“These initiatives have helped us build on our engagement and guest satisfaction scores and overall employee happiness,” says HR director Christian Oliver. “It promotes great team spirit and makes work fun and enjoyable.” The proof is in the Best Places to Work


survey, with SBE respondents scoring “work- ing well with a team to produce results” at 81% compared with a benchmark of 75%.


SBE Hotels 27 April 2018 | The Caterer | 47


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