LEADER - LAURENT A. VOIVENEL, OPERATIONS AND HR LEADER, SWISS-BELHOTEL INTERNATIONAL: "OUR SERVICE PHILOSOPHY IS BUILT AROUND 'PASSION AND PROFESSIONALISM'"
Integrating operational excellence and human capital development creates a unique competitive advantage in today's evolving hospitality landscape. |
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LEADER - LAURENT A. VOIVENEL, OPERATIONS AND HR LEADER, SWISS-BELHOTEL INTERNATIONAL: "OUR SERVICE PHILOSOPHY IS BUILT AROUND 'PASSION AND PROFESSIONALISM'"
Integrating operational excellence and human capital development creates a unique competitive advantage in today's evolving hospitality landscape. |
Category: Worldwide - Careers
- Interviews and portraits
- Career - Interviews - Industry leaders
Interview made by Sonia Taourghi on 2025-03-07
 Laurent A. Voivenel, Senior Vice President Operations and Development, EMEAI and Senior Vice President – Group Human Resources and Talent Development at Swiss-Belhotel International
Photo credit © Swiss-Belhotel International
His unique position at the intersection of property management and people development offers valuable insights into how the international hospitality group navigates expansion while maintaining service excellence across diverse cultural contexts. Under the leadership of Chairman and President Gavin M. Faull, Swiss-Belhotel International has been strategically growing its multi-brand portfolio with a particular focus on creating distinctive experiences in the luxury market, exemplified by their novel MĀUA concept inspired by Maori culture.
Voivenel's approach emphasises the critical alignment between business strategy and talent management, ensuring that operational requirements are matched with professionals who embody the brand's DNA while demonstrating adaptability across different markets. This integrated perspective allows Swiss-Belhotel International to maintain consistency in service delivery while embracing innovation in areas ranging from sustainability and technology integration to experiential offerings that respond to evolving traveller preferences.
Your dual role overseeing operations and human resources is unique in the industry. How does this combined perspective influence your approach to property development and staff recruitment decisions?
Bridging operations and human resources allows me to align business strategy with talent development seamlessly. When developing new properties, we ensure that operational requirements at Swiss-Belhotel International are matched with the right talent, creating a strong service culture from the outset. Recruitment decisions are made with a long-term vision, focusing on professionals who not only fit the brand’s DNA but also have the flexibility to adapt across different markets. This integrated approach ensures that our properties maintain a consistent level of excellence while fostering a workplace that attracts and retains top-tier talent.
Swiss-Belhotel International has been expanding its footprint in the EMEAI region with multiple brands. Could you share your vision for the company's growth strategy, especially in the luxury market?
Led by Mr. Gavin M. Faull, Chairman and President of Swiss-Belhotel International, our expansion strategy is rooted in agility, diversification, and market-driven adaptability. Swiss-Belhotel International operates a multi-brand portfolio, allowing us to cater to different market segments. In the luxury space, we are focused on creating unique, experience-driven properties that resonate with modern travellers. We aim to offer a refined yet personalised experience by blending international standards with local authenticity. Our expansion strategy prioritises key gateway cities and high-growth destinations where our brands can create a distinct footprint while maintaining operational efficiency and profitability.
I would like to especially talk about MĀUA by Swiss-Belhotel which is a novel concept inspired by the Maori culture of New Zealand and recognised for its deep connection with nature. MĀUA is a luxury lifestyle brand of Swiss-Belhotel International focused on wellness, peace and health in reclusive, isolated and eco-friendly settings. MĀUA brand story is built around togetherness, strength of people and nature, with the brand name adopted from New Zealand’s heritage ‘Maua’.
With such an expansion, how do you maintain consistent service standards across diverse cultural contexts?
Consistency in service starts with a well-defined brand identity and a strong training framework. Swiss-Belhotel International invests heavily in employee development, ensuring that every team member, regardless of location, understands our service ethos. We emphasise localised guest experiences while maintaining core hospitality principles. Regular audits, brand training programs, and leadership workshops help us align global standards with regional expectations. Ultimately, our success lies in empowering our teams with the tools and knowledge to deliver exceptional service tailored to the cultural nuances of each destination.
How does Swiss-Belhotel International differentiate itself from other international hotel groups in terms of its service philosophy and brand positioning, particularly in competitive markets like the Middle East?
Our strength lies in our ability to offer personalised, flexible, and locally relevant hospitality solutions while maintaining international quality standards. Unlike larger hotel chains, Swiss-Belhotel International operates with agility, allowing us to adapt quickly to market needs. Our service philosophy is built around 'Passion and Professionalism', ensuring that each property provides a warm yet sophisticated experience. In competitive markets like the Middle East, we focus on guest-centric service, innovative dining concepts, and well-integrated technology, all while maintaining a strong human connection with our guests.
Which emerging hospitality trends do you believe will most significantly impact your property development strategies in the coming years?
Sustainability, technology integration, and experiential travel are key trends shaping our development strategy. Travellers increasingly seek eco-conscious accommodations, so we are incorporating energy-efficient designs and sustainable practices into our properties. Smart technology, including AI-driven guest services and contactless experiences, is becoming essential for enhancing convenience and efficiency. Additionally, the demand for personalised, immersive travel experiences means our hotels must go beyond traditional offerings to provide curated activities, wellness experiences, and culturally enriching stays. These factors are influencing our new developments and refurbishments.
The hospitality industry often faces challenges with employee retention. What innovative approaches has Swiss-Belhotel International implemented under your leadership to attract and retain top talent, particularly in emerging markets?
Employee engagement and career development are at the heart of our talent retention strategy. We have introduced structured training programs, mentorship initiatives, and leadership development pathways to help employees grow within the company. Competitive compensation, performance-based incentives, and a strong workplace culture also play a crucial role. In emerging markets, we focus on community-based recruitment and upskilling local talent, ensuring that our workforce is both sustainable and engaged. Our approach is to create an environment where employees feel valued, motivated, and inspired to build long-term careers with us.
To address challenges such as high turnover, we have implemented several forward-thinking solutions for continuous growth and employee development:
Personnel Progression Programs: Tailored skill-building programs were introduced across departments, empowering employees to enhance their capabilities, accelerate their career paths, and realise their full potential. These initiatives have been instrumental in motivating staff and preparing them to take on future leadership roles.
Online Assessments: We have rolled out new online tests, which were developed in collaboration with a third-party hospitality training platform from Australia. These tests, tailored for positions from General Manager to Senior Corporate Executives, provide a comprehensive evaluation of a candidate’s or employee’s process orientation and suitability for promotion, ensuring a higher calibre of leadership within the organisation.
General Manager’s Diploma Program: We have updated and developed the General Manager’s Diploma Program in partnership with a renowned Australian hospitality training provider. The program, designed to enhance business performance through strategic thinking, financial management, and digital acumen, has been made mandatory for GMs across the region. The transformative courses offered cover various business disciplines, including people management, digital marketing, and revenue management, preparing leaders to thrive in a dynamic, digital-first world.
What essential skills or qualities would you advise young professionals to develop if they aspire to take on leadership roles in international hotel operations?
Adaptability, cultural intelligence, and a strong customer-first mindset are essential for aspiring leaders in hospitality. The industry is dynamic, requiring professionals to be resilient and open to change. Strong communication skills, financial acumen, and the ability to lead diverse teams are also critical. Beyond technical expertise, emotional intelligence and the ability to inspire others set great leaders apart. I always encourage young professionals to gain hands-on experience across multiple departments, as a holistic understanding of hotel operations is invaluable for leadership roles.
Having overseen talent development across multiple markets, what common misconceptions do you see among hospitality graduates, and what advice would you give them about building a successful long-term career in this industry?
One common misconception is that career growth in hospitality is quick and glamorous. In reality, success requires dedication, patience, and a willingness to start at the ground level. Many graduates expect to enter management roles immediately, but the best industry leaders have built their careers by gaining experience across different functions. My advice is to embrace every learning opportunity, be open to relocating, and develop a strong work ethic. Passion for service and continuous self-improvement are what truly define a lasting, rewarding career in hospitality.
 Swimming pool with Aroha and Kōwhai at MĀUA Nusa Penida - Bali, Indonesia
Photo credit © Swiss-Belhotel International
 Living room suite at MĀUA Nusa Penida - Bali, Indonesia
Photo credit © Swiss-Belhotel International
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