Laurent Gardinier
The team at Farlam Hall
Fine dining at Chewton Glen’s Dining Room
Lucknam Park
On the 70th anniversary of the luxury hotel association Relais & Châteaux, president Laurent Gardinier discusses how a focus on sustainability, diversity and social responsibility are the key pillars of his leadership
Laurent Gardinier has been in hospitality all his life; as chair of his family’s wine business, and now as president of one of the world’s foremost luxury hotel associations, with 580 independently owned and operated hotels and restaurants around the world, including the UK’s Chewton Glen. A former student of political science, and lover of philosophy, his journey – from Relais & Châteaux board member of 17 years to its presidency – has been underscored by his dedication to sustainability and inclusivity in the industry; a focus that champions a future where hospitality thrives on the twin pillars of integrity and societal responsibility.
I studied history and political science at the French equivalent of the London School of Economics. While I’ve always had an interest in business, I’ve also been actively involved in unions. This tension between business interests and advocating for more universal standards has been a significant aspect of my life, which ultimately led me to apply for, and eventually run for the presidency of Relais & Châteaux.
There’s a sort of perfection in what we’re trying to achieve. You never 100% succeed, of course, but this is the goal. We try to be the best in terms of design, architecture, and service. If you go to a chateau in Portugal, you won’t expect the same experience as one in Japan. But the art of welcoming is very important to us, and the quality of the food will always be local and sustainable. We have the same standards, wherever you go.
We have a very singular history in the industry. Although we’ve grown, and had lots of different presidents, we never lost that pioneer spirit and mindset.
Diversity is important to us. Among our members, 46% are women – we would like to have 50%, so we’re working on that. Our companies range from 20 to 200 employees, and it’s harder to implement inclusion in smaller organisations. So, we’re there to help, and offer guidance such as explaining how diversity leads to greater financial success.
It’s crucial for us not to lose our soul by admitting too many members. When evaluating potential properties, we must absolutely separate its financial consideration from the quality of our network. Otherwise, in 10 years, we could kill the integrity of the brand. Another challenge is adapting to the evolving demands of our guests and the market. And the most pressing challenge we must address is sustainability.
As president, my main areas of focus are reducing the carbon footprint, and increasing diversity and social responsibility – essentially, the global definition of sustainability. And as an affiliation rather than owners, we must try and persuade and support our members in embracing these practices. To facilitate this, we introduced a sustainability report in 2022, which measures the sustainability policies of our members. We’ve collected a lot of valuable data with input from about 300 individuals, and our aim is to ensure our efforts aren’t just greenwashing but genuinely impactful. We also offer advisory services, such as assisting with the installation of solar panels.
The biggest challenge facing the hospitality sector over the next few years is mobility. If people can’t move, they can’t travel. So, the challenge, socially and politically speaking, is: will a shift towards electric vehicles and reducing carbon footprints be seen as essential for our environment’s well-being? If so, the future looks promising. But if not, we’re going to be in trouble.
Fine dining has become a key part of the economic development of many countries and a form of soft power. Simultaneously, hospitality is on the front line of the fight against climate change, and we have a responsibility to maintain those two key elements of a social revolution. As we envision the next 25 to 30 years, we must prioritise these societal shifts as our main strategy – assuming we have good weather in front of us.
The best leadership advice I ever received is that every decision you postpone is a mistake. And over the years, I’ve learned significant leaderships lessons, particularly from working in my family-owned company alongside my brothers, where success or failure often feels like it’s tied directly to the ownership. But when you’re elected to a leadership position by members of an association, it’s a different kind of authority, a delicate balance based on consensus and collaboration. I chose to retain all the employees who’d worked under the previous president, so part of effective leadership is also about learning to collaborate with individuals who may have different ways of working.
It’s truly special when I get the opportunity as president to connect with people in ways that can’t be put into words. Whether it’s the warm welcome from someone behind a desk, or the profound experiences shared with locals in South America, or attending a traditional tea ceremony in Japan, these moments are ingrained in my memory.