TI: It was interesting to see that you haven’t shied away from embracing technology as part of this strategy. What can we expect of the new app that will be rolled out in 2025?
LK: The core objective of the app is to facilitate and enhance the guest journey, removing any friction along the way. From accessing itineraries and folios to enabling seamless check-in and check-out, as well as an in-app chat function, it offers a range of features designed to meet the needs of today’s discerning traveler.
It’s a way for our guests to be connected to us the way they need to be, and it will allow us to better cater to their needs. I believe the use of technology will increase further the human-to-human relationship, which is the true core of luxury.
TI: The Wellness 2.0 concept taps into what is an ever-growing segment of the tourism and hospitality sector. Can you give us some clues as to what this concept is going to look like and when we might see the first iterations of it?
LK: Without giving away too much I am confident I can say that if you look closer, you could already see it today in certain Mandarin Oriental destinations. What we are doing now is simply structuring the excellence that exists, amplifying it through various iterations of innovation and then scaling it. We appreciate that the wellness needs of each individual are different, and by the way can change depending on the purpose of stay. We therefore do not aim to impose a regime, but to present a variety of offerings that improve both inner and outer strength.
TI: Your development pipeline has some eye-catching properties in it, to say the least. Which would you highlight from among both the newly opened hotels, and pipeline projects, as offering the best illustration of the renewed vision and mission of Mandarin Oriental?
LK: Today we operate 41 hotels and 12 residences and 24 exclusive homes in 26 countries. In addition, we have 28 projects under development across hotels, some with residences and also standalone residences. Asking me to choose a favorite among our 59 properties is like asking me to choose a favorite child – impossible! Each one holds a special place. However, I’m always particularly excited about the next property I’ll be visiting, whether it’s already operating or still under development.
Additionally, the one thing that they all have – and what makes all of them so special – are my colleagues. And there is nothing I enjoy more than engaging with them and seeing and feeling their passion and love for the brand. If I had to single out a few, I would of course highlight on Bangkok and Hong Kong which are the two iconic founding hotels of the Group.
TI: The recent announcement contained a significant chapter on Mandarin Oriental’s place within – and contribution to – the communities in which it operates. How important for you is creating harmonious communities both inside and outside the company?
LK: It’s more than just important – it’s a responsibility we take seriously. We approach this in various ways, but one of my favorite initiatives is the additional paid day off we offer to our colleagues, allowing them to volunteer and give back to their local communities. In 2023 we volunteered for over 52,000 hours, and that’s from a total staff of around 14,000 colleagues. The interest in volunteering is growing fast: in 2023 the number of volunteering hours was up 150% versus 2022, and I expect even higher numbers this year.
Not only do we do good in our community, but we hear fantastic feedback from our colleagues and their wellbeing. It does wonders to oneself to do good for others.
TI: We cannot talk about the hospitality industry these days without also touching on sustainability and corporate responsibility. What would you highlight as some of the most significant activities by Mandarin Oriental in this area?
LK: The approach at Mandarin Oriental has long been to track tangible goals and deliver against them today, not in 10 years. So today we have removed 99% of single use plastics from our operations; we have removed endangered species from our menus; we are extending this to sourcing seafood ethically and have already shifted to sourcing all our agricultural commodities – including coffee, cocoa, vanilla, even paper – ethically.
Of course we are also working towards reducing our carbon footprint, energy intensities, wastage, and making other improvements, but we will not hide behind setting targets so far out that it’s likely someone else will be accountable. Instead, we will continue to lead the industry with what is possible today, not only in 2030 or 2050.
We are proud of being certified as a group by the GSTC (Global Sustainable Tourism Council) and additionally have 15 of our properties certified individually and are working towards certifying all by the end of 2025. We are also partnering with the UN Global Compact focused on battling food wastage, which is a major issue. Most recently, at the first World Sustainable Travel & Hospitality Awards (WSTHA), Mandarin Oriental was named a winner in three categories: ‘World’s Leading Sustainable Supply Chain Programme 2024’, ‘World’s Leading Sustainable Development 2024’, and ‘World’s Leading Sustainable Employer 2024’. A testament to all the hard work done so far, and all the achievements we are striving for tomorrow.
TI: Final question, and it’s around the convergence we’re witnessing between the luxury retail and hospitality sectors, with luxury retail brands opening hotels and hoteliers moving into areas such as private jets. As someone who came to hospitality from the world of luxury lifestyle brands, what’s your take on what we at Glion call the ‘luxury-hospitality crossroads’ and what do you think it will mean for the development of a brand like Mandarin Oriental?
LK: This intersection between luxury retail and hospitality is something we’ve been closely observing in recent years. However, what’s even more significant is the shift in guest behavior, which is driving this trend. Today’s luxury consumers are increasingly seeking experiences over material goods, and this aligns perfectly with our expertise.
At Mandarin Oriental, we have long been masters of crafting exceptional, immersive experiences, which positions us uniquely to meet these evolving needs. As we continue to innovate in luxury hospitality, our focus remains on delivering meaningful, transformative experiences that resonate with our guests.
