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Leading Through UncertaintyBrexit and BeyondA View from Hospitality CEOs
Consumer markets PraCtiCe > hosPitalit y and leisure seCtor
17060031-hs-00265-2017 BHA report.indd 1 02/06/2017 19:02
The UK home tourism
economy is worth
£127 billion
£127bn
Between 2011 and 2015,
the number of migrant
workers in the hospitality
and tourism sector
increased by 22%
22%
Hospitality is the
fourth-largest employer in the
United Kingdom, representing
4.49 million people across
over 180,000 businesses
An estimated 700,000 of the
4.5 million people that make
up the industry are workers
from the European Union
4.49m
700,
000
Over the past �ve years, the
industry has delivered 331,000
new jobs, equivalent to one in �ve
new jobs in the United Kingdom
London has the highest
proportion of EU workers in
the industry—approximately
35–40% of the workforce 35-4
0%
331,000
Post-Brexit, KPMG estimates that the
industry’s pay bill will increase by
£1.4 billion in the �rst year, and could
rise by just over £1 billion a year over
three years—amounting to a total
cost of £3.2 billion for the industry
The industry
contributes
10% of UK
GDP— some
£143 billion
£143bn
£3.2bn
By 2020 the industry is
on track to deliver a
further 100,000 jobs1
63% of inbound
holidaymakers to Britain
are from EU countries 63%
100,000
The key challenges: security, Brexit, talent, and the economy.
Views from industry leaders in conjunction with the BHAIn 2017 the hospitality sector is arguably
facing even greater challenges than in
previous years. This, the third in our series
of annual special reports with the British
Hospitality Association, finds that
terrorism and Brexit-related talent and
economic issues are priority concerns for
hospitality-industry CEOs.
in our 2016 report, Leading through Complexity, 74%
of those surveyed felt that uk voters would choose to
remain in the european union—as we all know now, that
didn’t happen. accordingly, the result of the Brexit vote
has been a major theme in our interviews this year. We
hope that this report provides a balanced view from
leaders—in their own words—not only setting out their
concerns around Brexit and the implications for their
organisation, but also articulating what they anticipate to
be the potential opportunities.
2017 has already created its own uncertainties: at the time
of writing this report (early June), the country finds itself
in the middle of a general election campaign.
interestingly, Ceos interviewed for this report had
commented on what they saw as improved relations with
the government versus this time last year. meanwhile,
security has, unfortunately, become even more of a
concern for the sector in the wake of the terrorist attacks
in manchester and London. Ceos have suggested that it
is still too early to comment on the full impact of the
atrocities on the industry in terms of its effect on public
confidence, although there have inevitably been
immediate security-related cost implications.
2 Leading Through Uncertainty: Brexit and Beyond
Talentdespite these tumultuous political challenges, threats
from and reaction to terrorism, challenges to consumer
confidence, disruption caused by digitisation, and a
sector that is still unable to speak with a “single voice”
to government, talent—people—remains a primary
challenge facing the sector. this applies at all levels, from
attracting next-generation hires into the sector (which
is still viewed as one of the least-desirable industries
for graduates and non-graduates) and retaining skilled
migrants (with an expected one million employee
shortfall by 2029) through to ensuring that world-
class Ceos want to remain leading uk-based public
businesses (given a cocktail of media scrutiny and public
remuneration challenge with significant “upside” available
elsewhere in private equity or internationally).
understandably this year, leaders are especially concerned
about the consequences of the Brexit vote—with the
sector’s heavy reliance on migrant workers—and some
do not have contingency plans in place should this talent
pool start to dry up and labour become more expensive.
the industry has never faced such pressures on talent at
all levels and the sector as a whole needs to get better at
ensuring it becomes more attractive.
We are indebted, as always, to the senior leaders in
the industry who agreed to be interviewed for this
report. Participants this year are running businesses
with revenues of over £40 billion and over one million
employees. interviewees have provided views from
across the sector: from those running high-profile
single-site entities through to leaders of major, uk-listed
multinationals. heidrick & struggles is delighted to be
working with the Bha once again on this series that
began in 2015. We hope that the contents of this report
will prompt further discussion, debate, and collaboration
on key issues.
Major themes for 2017
Consumer con�dence
Brexit
Current leadership challenges
Business con�dence
Security
17060031-hs-00265-2017 BHA report.indd 2 02/06/2017 19:02
The UK home tourism
economy is worth
£127 billion
£127bn
Between 2011 and 2015,
the number of migrant
workers in the hospitality
and tourism sector
increased by 22%22
%
Hospitality is the
fourth-largest employer in the
United Kingdom, representing
4.49 million people across
over 180,000 businesses
An estimated 700,000 of the
4.5 million people that make
up the industry are workers
from the European Union
4.49m70
0,00
0
Over the past �ve years, the
industry has delivered 331,000
new jobs, equivalent to one in �ve
new jobs in the United Kingdom
London has the highest
proportion of EU workers in
the industry—approximately
35–40% of the workforce 35-4
0%331,000
Post-Brexit, KPMG estimates that the
industry’s pay bill will increase by
£1.4 billion in the �rst year, and could
rise by just over £1 billion a year over
three years—amounting to a total
cost of £3.2 billion for the industry
The industry
contributes
10% of UK
GDP— some
£143 billion
£143bn
£3.2bn
By 2020 the industry is
on track to deliver a
further 100,000 jobs1
63% of inbound
holidaymakers to Britain
are from EU countries 63%
100,000
Heidrick & Struggles 3
Ten hospitality industry facts
KPMG, Labour Migration in the Hospitality Sector: A KPMG Report for the British Hospitality Association, march 2017, bha.org.uk.
1
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4 Leading Through Uncertainty: Brexit and Beyond
1. Business confidencein 2015 20% of leaders were confident; in 2016 8% of
leaders were confident. in 2017 we have seen a marked
difference—a greater split amongst leaders—with 25%
being “confident” and 40% “concerned.” looking forward
to 2018 and 2019, leaders are less confident, however.
I am not seeing this year asbeing abnormal to previous years.
I am reasonably con�dent about the restof 2017 but I think, by the end of 2018,
it is going to get trickier.
Overall I’m not uncomfortable with the relatively benign—retained consumer
con�dence more than last year.
Benign. It will be a year ofuncertainty and staycations.
We’re going to have a good 2017;it’ll then start to get a bit more di�cult.
I am pretty neutral: every time I think it isgoing to get di�cult, things pick up—but I am not as optimistic as I was a year ago.
Generally the leisure market remainsresilient. People still value holidays and
therefore they are a priority item peopleare prepared to pay for.
There is a general lack of certaintywhich can paralyse businesses….
The devaluation of sterling is attracting a wealth of foreign visitors.
In general there is a greater passion for the UK.
Consumers are being squeezed so will look for greater value for money—they will indulge in more regular, shorter trips.
Breakfast has become a bigger thing.
Pricing and cost pressuresone Ceo described the need for businesses to “maintain
focus on the value proposition.” there was a clear view
from participants that the cost pressures on the sector
were going to create “winners and losers” but that those
that had already increased prices by “3–4%” were the ones
losing. another Ceo reiterated the need for a focus “on
innovation and value” to drive the frequency of visits to
their brand.
Cost pressures are increasing seemingly every day. Core
food staples are becoming more expensive, with Ceos
complaining about the costs of importing products
including fresh fish, wine, and european cheese. one Ceo
complained about the cost of butter, with an increased
cost to her business of 46%, while another was seeing
meat costs up by 29%. Consumers, according to the
majority of Ceos, are yet to react negatively to price rises,
because the majority of these costs are yet to hit them.
Remunerationinterestingly, this year’s report saw more participants
talk about pressure on remuneration. it is a competitive
market to hire talent at all levels: there’s a “price premium”
on consumer-facing functions (especially marketing and
digital) and “great operators”—those able to control cost
while improving standards and consumer engagement
are in great demand.
meanwhile, increasing shareholder pressure regarding
compensation packages is becoming a concern to
Ceos—some are actively looking to leave public company
roles—and others are actively looking internationally
(especially to the united states and middle east) to be
“better rewarded for delivering.” at the same time, the
pressures created by private equity’s interest in acquiring
or consolidating brands in the sector means that great
Ceos are being enticed out of public companies.
in a sector where there is increasing pressure to retain
skilled workers—especially chefs—alongside the
challenge presented by the newly established national
living wage, businesses are struggling to invest in training
and development and are relying more on their “culture”
as a reason to stay. equally, the new apprenticeship levy
has placed an additional burden on businesses that rely
heavily on skilled labour. these businesses in particular
have a real concern around Brexit ramifications affecting a
majority eu workforce.
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Heidrick & Struggles 5
What keeps you awake at night? Turmoil in terms of employment law.
Legislation is so ineffective it is a huge threat.
Security—it is a real concern for our business.For the third year running, one of the highest concerns for
leaders is “people”—the hospitality industry hasn’t built
itself to be a “career.” Whilst businesses are ready to pay
the national living wage, despite some concerns around
the “lack of consultation with the sector,” there is still a
dearth of skilled workers, and it seems, in particular, site
staff. the risk of losing workers post-Brexit has also caused
a huge amount of uncertainty, which is affecting morale,
the culture of organisations and, in turn, retention.
there is also a frustration that the industry remains
unappealing to graduates looking for a career. one leader
told us: “i wish more people would understand that there
are no barriers—you could start as a kitchen porter and
become a leader. this issue needs more money and more
investment; students have to be looked after. the biggest
problem is that leaders are not engaging with them early
enough.”
the rising cost of labour as a result of the national living
wage is a major concern, with the continued pressures of
“crippling business rates” also a significant issue.
The devaluation of the pound raises the cost of food and beverages.
Business rates are crippling the industry.
Future commercial performancesentiment seems to have taken a knock with a much
higher proportion of respondents anticipating that future
commercial performance would be “somewhat worse”
(45% in 2017 versus 10% in 2016); at the same time, the
percentage of respondents anticipating that business
performance would become “somewhat better” declined
from 48% in 2016 to 15% this year. meanwhile, a core 25%
of respondents felt that business performance would
remain the same in both 2016 and 2017. nevertheless,
these figures signify a sharp decline in an already
downward trend that we have observed over three years:
the comparable figures for 2015 were: “somewhat worse,”
7%; “somewhat better,” 53%. (see the chart for full details.)
Figure 1. The outlook for future commercial performance is “somewhat worse” or “much worse,” according to a majority of those interviewed this year.
Much worseSomewhat worse
SameSomewhat betterMuch better
2017 predictions
5%
15%
25%
45%
10%
2016 predictions
8%
48%
25%
10%9%
2015 predictions
20%
53%
13%
7% 7%
17060031-hs-00265-2017 BHA report.indd 5 02/06/2017 19:02
2. Consumer confidencethe consumer outlook will become more challenging
as inflation starts to hit people in their pockets. a recent
rise in cost-of-living expenses means that discretionary
disposable income is increasing at its lowest level for
three years. recent announcements from the retail sector
have shown more challenging trading conditions. there
are differing views on when discretionary income may
start to decline and when this might hit the sector—our
report found some Ceos more concerned than others on
whether or not this might “hit” this year.
most leaders commented on the increasing demand
put upon them by the consumer and a requirement for
brands to become even more “innovative, disruptive, and
customer centric” year on year. one Ceo commented:
“Consumer expectations around price, quality, and value
put pressure on businesses to be better than they have
ever been before.”
one private-equity portfolio company Ceo commented, however, that “patterns around consumer confidence
and where they’re going to spend their cash don’t exist
anymore,” and added that anyone who thinks they can
predict consumer spending is “a bit of a moron.”
despite this view, a number of Ceos commented:
There is a disconnect betweenbusiness and consumer con�dence.Consumers appear to be behavingas though nothing has changed.
Patterns of consumer con�dence andexpenditures are hard to read. Consumers’
expectations about price, quality, and valueputs pressure on businesses to be better.
Opportunity has never been bigger forstart-ups which is positive for the
economy and for the consumer but harderfor the established businesses.
6 Leading Through Uncertainty: Brexit and Beyond
3. Security2017 has seen continuing terrorism across europe, with
more recent attacks closer to home. the terrorist incidents
in manchester and London happened during the interview
process and writing of this report. it is too early, at point of
publication, to be certain of the impact of the atrocities on
consumer confidence, though there have been some
inevitable cost implications for businesses as they step
up security.
however, after the Westminster attack, one Ceo
commented:
Westminster had the same level of impact on our business as the most recent attack in Paris; there is a blip but then things seem to recover as consumers try to get on with things. Trading in London appears—across the entirety of the sector—to have been remarkably resilient despite increasing levels of concern.
Concerns about security and the threat of terrorism have,
unfortunately, been a consistent theme in each of our Ceo
reports, with leaders managing organisations through
periods of extreme risk and threat. the response of the
businesses at a “site level” was flagged by some Ceos as a
source of pride—especially the unreported contribution
by staff members who helped those caught up in terrorist
incidents both in the uk and internationally. one Ceo
described his enormous pride in a selfless management
team who stayed overnight to support the emergency
services using a site in Westminster. a Ceo described
how team members had delivered food to hospitals
treating victims of the manchester atrocity, while another
mentioned the opening of all hotel rooms at a site near
the manchester arena for those affected.
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Heidrick & Struggles 7
4. Brexitit will come as no surprise that this was the topic that
took up the majority of our interviews. the potential
impact of Brexit divided interviewees into two distinct
camps—those who were concerned about its impact and
those who felt that the impact would not be significant.
the Ceo of a major uk listed entertainment group said
that he wasn’t expecting much of an impact from a British
exit from the european union as travel in and out of
europe couldn’t be made more difficult, especially given
the critical importance of British tourists to the spanish,
italian, and French economies.
many leaders commented on the need to ensure that the
uk’s position as a “global leader” is protected, with one
commenting “we have to think bigger than europe; we
need to attract america, China, india, and south america.”
Opportunities created by Brexit uncertainty creates as much opportunity as it creates
risks; we need to get ready for change and spend time
understanding the impacts.
We should be saying that this is a big opportunity—free
from Brussels’ bureaucracy—to have more competitive
advantage in the uk.
there was a fear that there might be an “era of mediocrity
if British politicians don’t sort it.”
it seems that the uk wants to be the singapore of europe
by investing in skills, apprenticeship, points of difference,
and our industry can benefit from that.
We can have political stability, rule of law, the democratic
process, provide an environment for the industry which is
incentivised, and concentrate on knowledge and skills.
securing our borders is good but not at the risk of limiting
ourselves in terms of work.
others continued to reference that the biggest impact
was the ongoing uncertainty around what was actually
going to happen: “We’re two years away from whatever is
actually going to happen.”
Employmentin 2016, the Bha commissioned the consulting firm kPmG
to examine the extent of the industry’s reliance on eu
workers and to quantify the resourcing challenge it
would face in the event that free movement ended with
no arrangements in place for continued access to eu
workers (the “cliff-edge” scenario).2 the report showed
that, in such circumstances, the industry would need
to recruit more than 60,000 uk workers each year in
addition to sustained recruitment of 200,000 workers per
annum required to replace churn and meet the demands
of growth. at a time of low unemployment (4.7% in
april 2017) and a very high level of participation in the
labour market by people of working age, this would be
impossible to meet without migrant workers—especially
given the competing resourcing requirements of other
sectors, which also have a high dependency on eu
workers, the Bha believes.
according to kPmG’s report, by 2029 the hospitality
industry could face a total recruitment gap of over one
million workers—that’s over a quarter of its expected total
workforce—arising from a lack of access to eu workers,
unless they can be replaced from other sectors, those
currently unemployed, and others not currently in the
workforce.
a real challenge for the sector is ensuring that these
needs are fully understood by the wider public. a recent
Evening Standard survey (published on 2 may) showed
that whilst Britain’s wanted “skilled europeans to continue
to be allowed to work in Britain after Brexit” they were
against “baristas and bankers getting special visas.”3
respondents to the Evening Standard’s survey (an ipsos
mori poll interviewing over 1,000 British adults) identified
baristas as being the employee group “least deserving”
of special visas (with 52% saying they should not be
helped), bankers weren’t far behind with 45%, followed
by restaurant and catering staff at 44%. the vast majority
viewed doctors (81%), nurses (80%), and academics (69%)
as needing support to stay.
KPMG, Labour Migration in the Hospitality Sector: A KPMG Report for the British Hospitality Association, March 2017, bha.org.uk.
Joe Murphy, “seven in 10 think theresa may will not hit target on slashing immigration,” Evening Standard, may 2, 2017, standard.co.uk.
2
3
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8 Leading Through Uncertainty: Brexit and Beyond
as part of our survey, we asked Ceos to share the
percentage of their workforce who might be affected by a
“hard Brexit.” the results—for certain businesses—are
potentially catastrophic with, at the most extreme level,
one Ceo commenting that “over 80% of his workforce
came from europe.” as indicated in Figure 2, we can see
that 50% of Ceos interviewed said their workforce is 25–
50% european, while 33% said they employed a higher
proportion—50–75%—of (non-British) eu citizens. some
2% said their workforce was over 75% european; at the
other end of the scale, 15% said fewer than 25% of the
workforce was european.
Figure 2. Firms are heavily reliant on a European workforceProportion of eu nationals employed by the business, %
15%
50%
33%
2%
>75%50-75%25-50%<25%
5 of �rms interviewed
n = 40
source: Ceo interviews
the Ceo of a leading uk plc explained that, whilst the
“labour issue” hadn’t really begun, it was going to start
coming to a head as “people have left and weren’t
replaced by new talent.”
5. Current leadershipchallengeseach year we have talked to Ceos about how they are
ensuring that their teams are performing at their best.
however, given the uncertainties generated by the
scottish independence debate, the general election,
and Brexit, this year we have focused on how they are
ensuring that their teams are handling the uncertainties
and ambiguities around such geopolitical issues.
We talked to a number of executives about how they
managed their workforce in the aftermath of the Brexit
vote, and canvassed Ceos about how they ensure their
workforce doesn’t get distracted by the Brexit issue
and how the organisation is managed through times of
increasing volatility, ambiguity, and complexity.
Since Brexit, we are driving open, ongoing dialogue with employees. We are not
getting many questions at the moment, but they will come as Brexit becomes
more real and more speci�c.
In my organisation everyone knows me; so, whilst it isn’t a “cult of me,” what I don’t like as the CEO is when I’m used as a “should”
or “shouldn’t do it” reason. My name shouldn’t be referenced in disputes.
When Brexit happened we had a number of our team in continental Europe become
more concerned about our planned investment and development strategy.
We had to take responsibility and ownership; management had to step
up to demonstrate that nothing was going to change.
Culture is ever changing. The challenge of long-established businesses is that they have got a lot of things right, but how do you evolve that? It is becoming a greater
challenge. They really need to get their youth to perform.
We will need to be more innovative than most industries to mitigate the cost of Brexit. If you’re not listening to guests,
you’re an idiot. If your sta� are happy and represent your business then you
will have happy guests.
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Heidrick & Struggles 9
Do what you say; act with integrity and fairness.
You have to �nd ways to get that �ow of information to transition from the bottom
to the top. You have to be smarter how you use the external world.
I think Brexit is one element of change. Businesses have to be more innovative
than ever before. Being large or the leader is no longer enough.
Culture leaders expressed how they are experiencing more
demand from their employees for training and
communication. younger employees in particular
are rigorous at owning and driving their careers, and
therefore want to feel part of something that is impacting
the wider industry. there needs to be transparency in
management style. the employee, like the consumer, has
become more demanding: there is more choice, more
information, and the world has got smaller, so there is no
room to be left behind.
millennials have a reputation for being more footloose
and fancy-free, a perception borne out by the feedback
from our interviewees. leaders have to offer more flexible
practices; they have had to look at benefits (hospitality
hasn’t been seen as a big payer in the past). employees
now look at the “bigger purpose” over and above rewards
and benefits; they consider such issues as the balance of
work, travel, contribution to communities the business
operates in, and corporate social responsibility—the
industry needs to become more compelling to such a
demanding age group.
Government the sector’s relationship with government has been
another “hot topic” in this year’s report. With an election
looming, all participants expressed an interest in a
“decisive result” with a hope that, as one Ceo put it,
“things can return to some semblance of normality
quickly and Westminster can stop faffing around.” overall,
though, it appears that, on balance, the relationship
between the industry and government has improved year
on year—although the messaging around the need for
the sector to work together better/more collectively/with
one voice has increased again.
The Government are mad and not listening; they are going to create
another recession- with macro uncertainty.
Why don’t they lower the ‘hot potato’—every other country has lowered VAT.
We are the fourth-largest employer in the UK. We deserve our own minister.
With such a huge agenda, where do we lie on the list? I have a huge amount of admiration for Mrs May; her values and
work ethics are what we need from our leader. The concern is that
we are not a priority.
It isn’t clear whether the current government is business friendly or not. When it gets to the debate, it’s been on
the agenda for years and won’t be able to be dealt with post-Brexit.
I have a strong view that the way the wider hospitality industry lobbies is in
such a fragmented way. I think this makes it easier for government to avoid
supporting the industry.
From a macro perspective, overall policies are sensible and balanced, not overly conservative, nor overly leaning towards social enterprise.
Heidrick & Struggles summary2017 promises to be a challenging year for the sector,
with the outlook for 2018 and 2019 looking even more
difficult. the sector needs to keep focusing on innovation
and disruption—complacency is no longer an option—
but this imperative becomes more urgent year on year.
the talent agenda at all levels is a clear priority, as the
businesses that will win will do so by developing and
retaining their next generation of leaders. the industry
also needs to ensure that it comes together more,
providing a single voice on critical issues before it is too
late. this will be even more important post June 8 and
in the negotiations (in whatever form they take) with
europe.n
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10 Leading Through Uncertainty: Brexit and Beyond
Participantsthis report details the views of leaders from a broad spectrum of organisations, encompassing: hotels and related services | restaurants and related services | Pubs | late-night entertainment | sporting and recreational activities | Catering
Participating businesses range from large publicly listed entities, private-equity portfolio companies, and privately held businesses, as well as trade and representative organisations. Participants who were comfortable to be quoted or named directly are detailed below. We are grateful to the following for their time and input into the 2015, 2016, and 2017 reports. Our thanks also go to our anonymous contributors.
thomas dubaere managing director, uk & ireland accormark Fox Chief executive officer Bill’s restaurantsChristian edger Professor, multi-unit leadership Birmingham City Business schoolnick rust Chief executive officer British horseracing authoritytom Crowley Chief executive officer Boporan restaurant Group Paul Flaum Chief executive officer Bourne leisureGerry Ford Chairman & Chief executive officer Caffè nerodavid noyes Former Chief executive officer Carnival uk steve richards Chief executive officer Casual dining Groupdavid Wild Chief executive officer domino’s Pizza Group PlCChristine Browne Chief operating officer easyJet PlCsimon townsend Chief executive officer ei Group PlCCatherine roe Chief executive officer, uk eliorelyse Waddy managing director empire hotel Per Widerstrom Chairman of the management Board and Chief executive officer Fortuna entertainment Groupsimon emeny Chief executive officer Fuller, smith & turner PlCalasdair murdoch Chief executive officer Gourmet Burger kitchenrooney anand Chief executive officer Greene king PlC michel taride Group President, hertz international the hertz Corporationsimon Vincent executive Vice President & President, emea hilton Groupivan schofield Chief executive officer itsumartin shuker managing director, uk & ireland kFCCallum ross owner loch melfort hotel harry murray Chairman lucknam Park hotel & spaamy mcPherson President & managing director, europe marriott internationalnick Varney Chief executive officer merlin entertainments
Chairman British hospitality association alistair darby Former Chief executive officer mitchells & Butlers PlC toby smith Chief executive officer novus leisuresoren Jessen Founder/owner 1 lombard street Jens hofma Chief executive officer, uk Pizza hut restaurantsduncan Garrood Chief executive officer Punch tavernsmaurice kelly Former Chief executive officer rileys sports BarsPeter avis manager, Babylon the roof GardensGrant hearn independent non-executive director scandic hotels Groupdarren Gearing Former executive Vice President shangri-la hotelsmike tye Former Chief executive officer spirit Pub Company PlC
Chairman moto hospitality Group director and Chair of remcom the restaurant Group PlC
adam Fowle Former Chief executive officer, Family dining tesconon-executive director ei Group PlC
Peter Fankhauser Group Chief executive officer thomas Cook Group PlC Peter Gowers Chief executive officer travelodge hotelsnick longman managing director, uk & ireland tui Groupalison Brittain Chief executive officer Whitbread PlC Patrick dempsey Former managing director, hotels & restaurants Whitbread PlC dominic Paul managing director, Costa Whitbread PlCPhilip Bowcock Chief executive officer William hill PlCrobin rowland Chief executive officer yo! sushi
17060031-hs-00265-2017 BHA report.indd 10 02/06/2017 19:02
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Global Practice Managing Partner
Regional Managing Partner, Americas
Claire Babel
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Guy Cote
Global Sector Leader, Hospitality & Leisure
Karen Fifer
Regional Managing Partner, Asia Pacific and Middle East
Catherine Lepard
Global Sector Leader, Retail & Apparel
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17060031-hs-00265-2017 BHA report.indd 11 02/06/2017 19:02
heidrick & struggles is a premier provider of senior-level executive search,
culture shaping, and leadership consulting services. For more than 60 years
we have focused on quality service and built strong relationships with
clients and individuals worldwide. today, heidrick & struggles’ leadership
experts operate from principal business centres globally.
www.heidrick.com
About the British Hospitality Association
the Bha, incorporating the restaurant association, represents over 40,000
hotels, serviced apartments, clubs, restaurants, food service, attractions
and leisure companies. as the ‘hub’ for hospitality and tourism, the Bha’s
thought leadership, market know-how, intelligence and expertise deliver a
powerful voice to Government, as well as reliable advice, valuable
connections and strategic support to business. our purpose is to work with
Government to ensure the right business environment in which hospitality
and tourism can thrive.
Find out more at www.bha.org.uk and follow us on twitter at @Bhatweets.
About the authors
Sophy Bouverat ([email protected]) is an engagement manager in
Heidrick & Struggles’ London office and a member of the Hospitality &
Leisure sector.
Ben Twynam ([email protected]) is a partner in the London office
and leads the hospitality & Leisure Sector in Europe. he is a member of the
British hospitality association.
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Cover image: © thinkstock
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