Hospitality with Heart: A Story of Growth, Sustainability, and Shared Vision

Written by Bachelor of Science in Hospitality Business Management ambassador students Valentina Stefanini and Charlotte Vrignaud.

Erika and Franck, nowadays the Droins, are Les Roches Alumni who became a family immersed in the world of hospitality. They tell a story of passion, dedication, and growth.

Erika, originally from Brazil, sought an international career and found her path at Les Roches. Later on, after graduation, she moved to Dubai to continue a career in F&B, and nowadays she changed fields to work in interior design and investments.

Franck, originally from Germany and France, grew up in the countryside of Provence. His early life in the fields laid the foundation for his careful attention to nature and sustainability.

The management of resources like water and waste in his childhood home taught him the importance of the implementation of sustainable practices to protect our planet, especially in hospitality businesses.

Later on, his journey at Les Roches was driven by his personal interests for travel and teamwork, in fact he initiated various small-scale sustainability and community projects throughout his professional life.

The couple met in Dubai in 2007, and since then they have lived and worked together in different locations: Jordan, Djibouti, Geneva, Berlin, Myanmar, Bangkok, Vietnam, and today they are residents of Macau.

Their experiences in diverse and sometimes hostile places have shaped their perspectives and their commitment to making a positive impact in the world.

In Djibouti, for example, Franck worked on improving supply chains by sourcing goods from neighboring countries like Ethiopia, consequentially reducing environmental impact and supporting local economies. Such practice is a step forward into reaching the Sustainable Development Goal #11 of Agenda 2030: Sustainable cities and Communities.

Erika and Franck’s partnership extends beyond their personal lives into their professions. Their journey together has not been without challenges, particularly the difficulty of working in the same hotel. Despite these obstacles, they have always supported each other.

Erika, unable to work in the same hotel as Franck when he was a Hotel Manager, found meaningful work in an orphanage in Djibouti. Her support was crucial during Franck’s MBA studies, funded by the company he was

working for, and his thesis on technological innovations in the hotel industry was a success thanks to practicing his ideas on real work. They describe it as a very busy period of their life, full time job and master degree studies, but a true example that knowledge and education are key to career growth.

Erika has also pursued her interests, building a career in interior design with her sister and working in her family business focused on investments. She provides valuable insights into sustainability practices that she observed in different hotels worldwide, giving insides to Franck’s work in the hotel industry. As she says, “We are two pieces of the same pod.”

What is the General Manager’s Job?

Today Franck Droin is the General Manager (GM) of Mandarin Oriental Hotel, Macau. Contrary to popular belief, a GM’s job is not solitary: it relies heavily on teamwork. A GM must ensure the satisfaction of three key groups: Guests, Employees, and Owners; and the GM guides the team to reach the standards required.

Each action taken must provide a return on investment for all groups; Mr. Droin highlights the importance of effective communication and creative problem solving. It is actually what he is looking for when recruiting, as he considers that resilience is the most important skill to have, both professionally and personally, when developing an international hospitality career.

Franck believes that while a Bachelor of Business Administration (BBA) degree is a strong foundation, pursuing further education like an MBA can be essential for reaching higher positions in the industry.

At Mandarin Oriental, sustainability has become an integral part of the company’s DNA. Franck describes it as a “skeleton” supported by the “muscles” of Standard Operating Procedures (SOPs) and training. This foundation ensures that sustainability initiatives can be implemented in every department, fostering a workplace culture of shared responsibility.

Mandarin Oriental has implemented a global sustainability system, potentially referred to as “Green View”, to track energy, water, and waste management. This platform provides a comprehensive view of the company’s environmental footprint, enabling data-driven decisions and global impact assessments. Sustainability committees, made of individuals from various departments, allow for innovative brainstorming.

Sustainability in Hospitality

One question that we can ask ourselves when discussing hot topics in hospitality is: what degree of importance do hotel owners and investors give to sustainability? Will one day financial profit be considered as important as sustainability and community issues?

To this question, Franck answers that sustainability efforts are no longer a choice for owners, but a necessity. Owners are increasingly aware of the need to integrate environmental and community considerations into their business models, as the shift in customer demand in sustainability actions towards companies will no longer give them the choice to go beyond financial profit.

He emphasizes that sustainability brings in a new approach to business: being sustainable is not a competitive advantage; instead, it is a collective responsibility that requires collaboration between businesses, including competitors. Sharing successful strategies and innovations is crucial for the industry’s overall progress in achieving sustainable operations.

The hospitality sector, with its significant environmental impact due to increased tourism, must lead by example in environmental stewardship and community engagement.

The notion that “Collaboration is more important than competition” in today’s critical world has become the cornerstone of Mandarin Oriental’s ESG identity, as it is all about “doing the right thing.”

The group itself is a pioneer in changing into an eco-friendly way of doing hospitality. At the heart of this environmental shift, Mandarin Oriental recently published its 13th annual sustainability report.

By implementing major changes in hotel infrastructure to reduce emissions, and corporate policies that have eliminated 99% of single-use plastic in its hotels, Mandarin Oriental has been thinking outside the box to prioritize environmental and social considerations alongside financial goals.

Through collaborations with international organizations like the Global Sustainable Tourism Council and WWF, the company sets high standards in this transition, which affirms that collaboration is the way to create a more sustainable industry.

The Essence of Hospitality: Generosity, Happiness, and Engagement

Franck and Erika believe that, at its core, hospitality is about caring for others: guests and employees, but also for local communities as well as our planet. Therefore, the industry has the mission to give back to nature and to local communities.

Franck and Erika exemplify this ethos through their actions and advocacy, understanding that their privileged positions come with a responsibility to create positive change.

Conclusion

In today’s rapidly changing world, adaptability and resilience are key qualities for success in hospitality. Franck advises aspiring hoteliers to embrace change and be proactive in making a difference.

This mindset not only enhances personal growth but also ensures that the industry continues to evolve in a sustainable and inclusive manner. As the couple looks forward to passing these values on to the next generation, they remain committed to fostering a lifestyle of global awareness and responsibility.