Discover more about the Governance of our HNH Hospitality Group, a leading independent operator of 4- and 5-star hotels in Italy
The fast paced growth of HNH Hospitality triggered a process of centralization and specialization of a range of activities previously coordinated by the General Managers of the individual Hotels.
Our Group’s organizational structure now follows the centre-periphery model, placing at the centre the specialized tasks and at the periphery the activities related to the staff management and the guest care services.
The centralized management involves Business Development; the Administration Department, the Revenue & Sales Department, the Maintenance Department, the HR Department and the Marketing Department. In the periphery, the General Managers of the hotels have the role of guarantors and are responsible of the quality of the services offered to the guests.
The organizational structure adopted enabled flexibility and agility, harmonizing the processes of the Group and the synergy between the central decision-making and the operation in the individual hotels.
Through its business model, the HNH Hospitality Group has managed to systematize all the advantages given by the economies of scale.
As we strive for economic efficiency, ours is a continuous process of quality improvement that manifests itself in the qualitative and economic performance of our Group.
Our Group’s organizational model follows the centre-periphery model, placing at the centre the specialized tasks and at the periphery the activities related to the staff management and the guest care services.
It’s a model that enables flexibility and agility, harmonizing the processes of the Group and the synergy between the central decision-making and the operation in the individual hotels.
Innovation also relies on the creation of synergies with international partners, such as the hotel chains HNH Hospitality cooperates with today through franchising contracts.
BWH Hotel Group, an international chain located in over 100 countries worldwide, is the chosen partner for the Group’s Business Hotels, represented by the Best Western and Best Western Plus brands.
Hilton, a company listed on the NYSE, with 18 brands and about 6400 properties, is one of the main hotel chains in the world. HNH Hospitality chose DoubleTree by Hilton brand for the franchising of its properties in the Upper Upscale segment in destination with a prevalent international vocation.
IHG Hotels & Resorts, a company listed on the London and New York stock exchange, manages, owns, franchises or leases almost 6000 hotels in more than 100 countries worldwide.
HNH Hospitality has chosen, from the IHG portfolio, the Hotel Indigo brand for the Upper Upscale Boutique hotels in the cities, the Crowne Plaza brand for Upscale hotels with a predominant Business and Congress vocation and the voco® brand for the lifestyle hotels, for an informal accommodation that alternates work and fun.
Loris Boccato > Chairman of the Board of Directors
Luca Boccato > Member of the Board of Directors & CEO
Cristiana Boccato > Member of the Board of Directors
Tomaso Barbini > Member of the Board of Directors
Andrea Gianola > Member of the Board of Directors
Gianfranco Burei > Member of the Board of Directors
Stefano Berton > Member of the Board of Directors
Marco Buzzavo > Chairman of the Board of Statutory Auditors
Luca Campana > Statutory Auditor
Guido Sesani > Statutory Auditor
PwC Italia
One of HNH Hospitality’s strengths is its ability to relaunch the performance and consequent margins of operating hotels in a very short time.
Two particularly significant examples have been the Best Western CTC Hotel Verona, taken over in 2013 and in under 24 months reaching a RevPAR Index over 100 (from 80) and the Best Western Plus Tower Hotel in Bologna, acquired in 2016, in 24 months it has reached a RevPAR Index over 105 and a GOP, which was once negative but now is in line with the best practices in the market.
