The newly appointed chair of the Jersey Hospitality Association, Malcolm Lewis, believes it is time for casting aside negativity and that all the elements are in place for the sector to come together and grow its business. He spoke to Emily Moore
IT might be slightly late for making New Year resolutions but there is one thing that Malcolm Lewis would like all Islanders to do – fall back in love with Jersey.
Indeed, it is a great source of sadness to the owner of Longueville Manor Hotel and newly appointed chair of the Jersey Hospitality Association that such a “strong sense of negativity” is pervading the Island.
“I am very saddened that a thread of discomfort exists among many people in the Island, which is resulting in anger and a disbelief that this is still a wonderful place to live and bring up children,” he said. “I know that there are many difficulties here, with property prices and the cost of living creating particular challenges, but we should not lose sight of what a special place it is.
“We have to tackle the difficulties but the first step in doing something is to remember that what we have, fundamentally, is amazing and that means that it is worth fighting for. Therefore, we have to put in place the elements that will help us to win that battle.”
For Mr Lewis, fighting that battle means progressing “the economic make-up of the Island” to improve economic growth.
“I think the negativity comes from a variety of places,” he reflected. “There is still a hangover from Covid and a widespread disillusionment with politics, and I do believe that some past politicians have a lot to answer for. The Island has been let down by the States of Jersey but, having said that, the current Assembly provides reason for hope, and I see a tremendous opportunity now to make a go of things.”
Indeed, it is this sense of optimism, supported by the recent publication of the Visitor Economy Strategy, which prompted Mr Lewis to take on the role of chair of the JHA just over 20 years after he last held that position.
“Things are very different now,” he acknowledged. “When I gave up the role in the early 2000s, I was elected onto the board of Relais and Châteaux, the hotel consortium to which Longueville Manor belongs. I was responsible for the UK and Ireland delegation, which gave me a position on the board.
“Relais and Châteaux has almost 600 hotels in around 60 countries, and spending 20 years on that board taught me a huge amount about international hospitality, market and product trends. It also introduced me to hoteliers, restaurateurs and chefs from all over the world, something which has been tremendously valuable for the day-to-day running of Longueville Manor and which will also support my work with the JHA.”
It is, as Mr Lewis admits, a pivotal moment for an industry which, in common with all sectors, is still “recovering from Covid”. But it is also, he stresses, a time of optimism.
“We are now seeing the green shoots of recovery and signs of a return to normality,” he said, “and the JHA has a key role to play in supporting members and working with the government and Visit Jersey to drive growth within the sector.”
Key to this, he says, is the organisation’s new structure.
“Working with the association’s joint chief executives, Ana and Marcus Calvani, we teased out the idea of sub-sectors to involve the members more proactively and give them a greater sense of belonging,” he said. “Up until then, the JHA had been very much orientated towards hotels and, to an extent, restaurants, which meant that other sectors didn’t feel that they were part of the family. Through the sub-sectors, there is now a fantastic opportunity for everyone in the industry to come together and share best practice, discuss problems and come up with ideas to drive growth.
“These ideas can then be taken to the JHA board and used in conversations with the government and Visit Jersey.”
While Mr Lewis may not have started 2024 with the goal of becoming JHA chair, when the opportunity arose, it was, he said, “one that had to be grasped”.
“It feels as though all the stars are aligned now,” he explained. “We have great chief executives, a record number of members, a reinvigorated Visit Jersey following the appointment of Tricia Warwick [as chief executive] and States Members, including Economic Development Minister Kirsten Morel and Chief Minister Lyndon Farnham, who are very supportive of the industry.
“All of these elements, combined with the will to create a strategy for the future success of the visitor economy, meant that the JHA needed a chair who could help, from the industry point of view, to cement, co-ordinate and bring together all those strands.”
That person, he added, also needed to be passionate about the industry and to have a “firm belief that it was a sector with an amazing future”.
“There is no doubt that the size and shape of the industry will be very different from what it was many years ago but I firmly believe that Jersey has a great future as a viable destination,” he said. “It is also important to remember that this industry is a fundamental part of the overall infrastructure of the Island. We are the restaurants, the retailers, the transport, the attractions, the museums and the custodians of the environment, all of which needs to be recognised.
“We may not be the greatest contributors of GDP or tax but, without the great environment that we offer, the finance industry would not exist here. Finance needs us just as much as the Island needs finance and Deputy Morel understands that a thriving hospitality industry is key to ensuring those transport links and overall quality of life which we enjoy. Now we need more States Members to understand that and to champion our industry.”
This, adds Mr Lewis, is why it is so important to support the Visitor Economy Strategy.
“If we see this strategy through, we will start seeing quantum rewards, financially, commercially and in the wellbeing and sustainability of the Island,” he said. “This strategy is about more than just bringing tourists to Jersey and improving our marketing. It’s about making sure that the Island is environmentally great, that employees are well looked after, that our connectivity is as strong as possible, our streets are clean and that our hotels, guesthouses and restaurants can thrive with as little red tape as possible.
“Just as importantly, it is about creating opportunities for new product to come to market and removing some of the barriers – not least when it comes to finance – to implementing new product.”
And, of course, it is about motivating and inspiring those already in, and those considering a future in, the industry.
“We know that we are at a critical point when it comes to connectivity and bed stock,” Mr Lewis acknowledged. “Bed numbers have gone down since Covid but room nights sold has not fallen at the same level. That is because the average length of stay is shortening, which means more people are coming in any week. Therefore, as long as we don’t lose any more beds – and I don’t think there is a huge danger of that if the strategy works – then our connectivity shouldn’t be at risk.
“We have capacity, both during the peak season and during the shoulder months, so if we can extend the season and boost the number of people coming, that will help to sustain the airlines and increase bed occupancy.”
Of course, extending the season is not a new idea, so how can this long-cherished dream become a reality?
“Doing it comes down to a multitude of things, all of which are contained within the strategy but, ultimately, marketing is key,” said Mr Lewis. “As an industry, we are lobbying for, and will continue to lobby for, more funds for Visit Jersey, so that they can market the Island more effectively.”
Securing that additional funding is a key priority for Mr Lewis during his time in the chair. But it is not the only thing which he hopes to achieve over the next few months.
“I am very keen to mobilise our chefs into a group to help build the Island’s appeal as a food destination,” he said. “This is something that has taken place in Denmark, where the country’s chefs came together and decided to elevate and uplift Danish cooking. Now Denmark is probably the greatest food destination in the world.
“Jersey has fantastic produce and fantastic chefs but we don’t shout about it loudly enough and that’s partly because we don’t work together closely enough. I have started work on a chefs’ charter which, among other things, will ask chefs to commit to using local produce where possible, avoid plastic and pledge to roll out best HR practices to look after our staff.”
And Mr Lewis is also keen to see Jersey star on TV and the silver screen.
“I’m a big supporter of bringing Bergerac back to Jersey,” he said. “Statistics show the economic boosts that films and television series can bring to the destinations in which they are shot, and there is a good chance that Bergerac could be another craze and benefit everyone.
“While the price tag attached to making this happen means that there is a risk, Jersey has to take risks if it wants to survive economically.”
But while urging the Island to take some risks, there is one risk which Mr Lewis is determined to avoid.
“The biggest risk is that the Visitor Economy Strategy becomes another document that just sits on a shelf and gathers dust,” he said. “We have to live it, breathe it, keep driving it and convince the rest of the States Assembly to buy into it and to understand how important it is for the wellbeing of this island.
“That’s the main reason I decided to step in as chair of the JHA because all the elements are in place to do this. We just need to make it happen and build on this sense of optimism and excitement.”
