Hyatt Associates Lead the Way as the Company's Environmental Ambassadors

By Brigitta Witt Global Head, Corporate Responsibility, Hyatt Hotels & Resorts | May 19, 2013

Foundation For Success

Since opening our first hotel in 1957, Hyatt has always believed that the way we manage our business and operate our hotels defines who we are and what we stand for. With nearly 500 properties in 45 countries, it's critical that we conduct our business in a responsible way that that minimizes our environmental impact, increases value for our shareholders and makes a positive difference in the communities where we operate.

In 2011, Hyatt formalized this long standing commitment with the launch of Hyatt Thrive, our company's global corporate responsibility platform, which is designed to help make our communities places where our associates are proud to work, our guests want to visit, our neighbors want to live and owners want to invest.

Hyatt Thrive is an integrated strategy that addresses our company's environmental, social and governance opportunities and risks and firmly recognizes the critical link between the well-being of our business and the prosperity and health of our communities. After all, it is the communities in which our hotels operate that attract our guests, are home to many of our associates, and are the focus of investment for our hotel owners and the many small businesses that are vital to our operations.

Hyatt Thrive focuses on four key areas that we believe are essential to thriving communities:

  1. Environmental Sustainability: Hyatt recognizes its responsibility to manage the environmental impact of its hotels. Through Hyatt Earth, the company is taking focused, aggressive steps to reduce resource consumption, waste, and emissions at Hyatt hotels, and to protect the natural environment in the communities around the world that Hyatt calls home.
  2. Education & Personal Advancement: Hyatt believes that communities can only succeed when its people succeed. Through Hyatt Thrive, Hyatt supports programs that provide opportunities for our associates and our neighbors to flourish by developing their personal and professional skills.
  3. Economic Development & Investment: Hyatt hotels are often a cornerstone of their communities, driving tourism, commerce and employment. Hyatt invests in its communities and stimulates growth by creating and sustaining good jobs, supporting local businesses and working with community members to improve local neighborhoods. Hyatt's commitment to invest in its communities extends to those that have been impacted by natural disasters.
  4. Health & Wellness: A thriving community begins with healthy, vibrant people. That's why Hyatt Thrive drives programs that enhance the health and wellness of associates, neighbors and guests. These efforts range from promoting active lifestyles in our hotels to supporting programs that empower the people in Hyatt's communities to live more healthy lives.

A Culture of Engagement

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Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.