Managing changing risks at luxury hotel brands

We are seeing new trends in international travel post-COVID, with guests looking to make up for lost time. More exotic and further afield destinations are becoming popular and travellers are seeking a new kind of experience. Often looking to spend more time off-resort experiencing local communities, social and environmental projects. This all comes at a time when strikes, riots and civil unrest are becoming more frequent.

For senior leaders in charge of operations and security this is a perfect storm. The number of incidents of civil unrest has been on the rise since July 2020 and several incidents during the past year have escalated to extreme violence. Including in popular holiday destinations such as Sri Lanka. Equally, hotels and resorts have been targets for terrorism and political violence in the past, and this trend is set to continue.  

Hotels need to understand and plan for potential consequences, including those they may not have considered before:

  • Keeping staff and guests safe on resort
  • Keeping them safe on excursions.
  • Safety travelling to and from a hotel/resort.
  • Supply chain continuity and issues.

This is a challenge, as meeting Duty of Care obligations must also be balanced with the need to maintain guest experience and meet often high expectations – while ensuring guests feel assured of their safety during their stay. In this article, CHC offers advice around key areas of risk management for luxury hotel brands. From developing, rehearsing and reviewing crisis management plans, to specific areas such as cyber security, timely guest communications and contingency plans.