Hotel management in southern Gran Canaria is closely analyzing generational change and the expansion strategy of large family-owned chains, a model thoroughly examined in a recent interview with Hosteltur with its chief financial officer, Head of Purchasing for EMEA and CSR, plus Director of Operations for the Indian Ocean and Riu Plaza in Europe. Naomi RiuOne day she will be the undisputed owner of the tourism business in the south of Gran Canaria.
In an interview published by Hosteltur, the executive outlined the fundamental pillars underpinning the company's business model, emphasizing that their prior experience working in various hotel departments during their youth—from the kitchen and housekeeping to reception—has allowed them to understand the core of the business and prioritize both customer satisfaction and employee well-being in their decision-making. This immersion has never been seen as an imposition, but rather as an essential tradition because, in their own words, "you can't run a company if you don't know how it works; it's simply not feasible," they stated.
The generational transition the chain is undergoing successfully combines family management with the talent of external professionals, a formula that constitutes one of its greatest competitive advantages in the market. global tourisml. As detailed in the directive HostelturWhile the family is responsible for setting the values, corporate culture, and long-term strategy, external teams contribute expert knowledge and direct experience in day-to-day operations. For this reason, the Hosteltur interview highlights one of the executive's key reflections on organizational balance: "I can't imagine Riu without family members, but it would also be nothing without our professionals." The new generation of the family now takes on the challenge of leading a skilled and powerful team capable of sustaining future corporate growth.
Regarding expansion plans and company size, Riu's strategy prioritizes profitability and asset strength over simply accumulating more hotels, recalling the ten-year growth forecasts discussed by Luis RiuDespite having already surpassed the 100-establishment mark, the management team told Hosteltur that they prioritize acquiring highly strategic assets rather than pursuing excessive growth that could compromise quality. In this regard, the Hosteltur interview reflects the chain's philosophy of sustainable growth, emphasizing that "we must grow profitably, solidly, and while maintaining standards and quality, because that is the result of doing things right." Expansion is contingent upon genuine market opportunities and a rigorous analysis of each destination.
The new responsibilities assumed by the management team, encompassing finance, purchasing, corporate social responsibility, and hotel operations in the Indian Ocean and Europe, have broadened their overall perspective of the hotel business. In the areas of purchasing and CSR, the strategy faces significant operational challenges driven by the international geopolitical climate, supply chain volatility, and the energy transition. The interview with Hosteltur It delves into the logistical challenges caused by external factors, such as the impact on the transport of materials from China or Thailand, forcing a constant diversification of suppliers to guarantee the supply of establishments without slowing down ongoing construction or renovations.
Likewise, regulatory compliance derived from the sustainability requirements of the European Union This is a major focus of the CSR department's efforts, requiring meticulous traceability throughout the entire supply chain to comply with current legislation. The Hosteltur interview includes the executive's critical assessment of this European regulatory framework, noting that while they strongly support the green transition, the complexity of the regulations often creates contradictions and reduces competitiveness against international operators outside the European Union. With green energy consumption already reaching ninety percent of its hotels, the company is constantly striving for a complex balance between cost efficiency and sustainable innovation.
