The Hari

A Message from Lord Pickles and Lord Blunkett, followed by The Hari's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from The Hari is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.thehari.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | THE HARI
General Manager AndrewConey
il Pampero
Located on Chesham Place, Belgravia, The Hari is an
independent hotel that is built around a long heritage
of hospitality bestowed by the Harilela family in Hong
Kong. Aron Harilela rebranded the hotel three years ago in
tribute to his late father, and it has grown rapidly in popularity
ever since. The Hari’s general manager, Andrew Coney, has
over 30 years’ experience in the luxury hotel industry. He
tells
The Parliamentary Review
how he ensures his staff are
fully dedicated to delivering exceptional service and creating
memorable stays for guests.
Leading a team of 110, I look to empower our staff to deliver generous hospitality
in a layered yet singular approach. The Hari has truly become a beacon of modern
luxury that offers impeccable service, a relaxing guest experience and meticulous
attention to detail, no matter how small. Beyond providing a perfect night’s stay,
we also try to introduce our guests to new ways of appreciating the culture of our
city and neighbourhood, a local area that we are very proud of.
Not an ordinary experience
The location of The Hari has been a hotel since the 1970s. The Hong Kong-based
family have always been passionate about hospitality and wanted to set up a hotel
that did things slightly differently. We always try to distinguish ourselves from
the ordinary and offer a new service that clients don’t quite expect. Our staff are
empowered and happy to embrace The Hari way of working, and they ensure our
clientele leave the hotel more than satisfied.
FACTS ABOUT
THE HARI
»General Manager:
AndrewConey
»Founded in 2016
»Based in Belgravia, London
»Services: Accommodation,
restaurant, bar and event
space
»No. of employees: 110
»The Hari aims to provide
memorable experiences, not
just accommodation
The Hari
25THE HARI |
DIGITAL, CULTURE, MEDIA & SPORT
As a slightly smaller hotel with just
85 rooms, we can make our client
experience more personal than larger,
more corporate competitors. Before they
arrive, we build an understanding of a
guest’s personality through social media
and internet research, and we tailor
their stay around their preferences. For
example, one young guest who stayed
with his parents was a big fan of Harry
Potter, so we encouraged all of our
staff to learn spells and play along
with him. This didn’t take much effort
or cost anything, but it can make the
difference between a good experience
and a great one.
Staff empowerment is crucial in this
process, and we ensure our employees
feel equipped to deal with positive
and negative feedback thoroughly.
If someone has an issue, we don’t
simply say we will email them when
we have looked into it; instead, we
find an instant solution to keep the
guest happy. Staff are free to make
a judgment in this scenario, and we
understand that there isn’t a set of
rules instructing you on how to react
in any given situation. We trust them
to do the right thing for the guest, and
this is a big reason we retain both staff
and customers.
Organic success
When independent hotels open, there
can often be a period of downturn
as they look to build their name and
reputation within the sector. This has
been common among a number of
our competitors, especially in a city like
London, but we were able to develop
quickly and build a strong reputation.
We have seen considerable growth
since and are now ranked in the top ten
hotels in London on TripAdvisor. We
don’t have large marketing resources,
so our growth has purely been the
result of great reviews and loyal
customers who return to stay with us.
This loyalty extends to our staff, too,
who have broken the mould of what
is expected in our sector. This is a
testament not only to the way we treat
our staff but also to their ambition and
drive to make a success of the hotel,
which they have played a huge part
in developing. Many of my colleagues
have been with us since before we
became The Hari, and their commitment
further enriches what is already a great
environment in which to work.
Twenty-five per cent of our clientele
come from the US, with 20 per cent
Studio King Suite
We build an
understanding
of a guest’s
personality
through social
media and
internet
research, and
we tailor their
stay around
their
preferences
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | THE HARI
General Manager AndrewConey
il Pampero
Located on Chesham Place, Belgravia, The Hari is an
independent hotel that is built around a long heritage
of hospitality bestowed by the Harilela family in Hong
Kong. Aron Harilela rebranded the hotel three years ago in
tribute to his late father, and it has grown rapidly in popularity
ever since. The Hari’s general manager, Andrew Coney, has
over 30 years’ experience in the luxury hotel industry. He
tells
The Parliamentary Review
how he ensures his staff are
fully dedicated to delivering exceptional service and creating
memorable stays for guests.
Leading a team of 110, I look to empower our staff to deliver generous hospitality
in a layered yet singular approach. The Hari has truly become a beacon of modern
luxury that offers impeccable service, a relaxing guest experience and meticulous
attention to detail, no matter how small. Beyond providing a perfect night’s stay,
we also try to introduce our guests to new ways of appreciating the culture of our
city and neighbourhood, a local area that we are very proud of.
Not an ordinary experience
The location of The Hari has been a hotel since the 1970s. The Hong Kong-based
family have always been passionate about hospitality and wanted to set up a hotel
that did things slightly differently. We always try to distinguish ourselves from
the ordinary and offer a new service that clients don’t quite expect. Our staff are
empowered and happy to embrace The Hari way of working, and they ensure our
clientele leave the hotel more than satisfied.
FACTS ABOUT
THE HARI
»General Manager:
AndrewConey
»Founded in 2016
»Based in Belgravia, London
»Services: Accommodation,
restaurant, bar and event
space
»No. of employees: 110
»The Hari aims to provide
memorable experiences, not
just accommodation
The Hari
25THE HARI |
DIGITAL, CULTURE, MEDIA & SPORT
As a slightly smaller hotel with just
85 rooms, we can make our client
experience more personal than larger,
more corporate competitors. Before they
arrive, we build an understanding of a
guest’s personality through social media
and internet research, and we tailor
their stay around their preferences. For
example, one young guest who stayed
with his parents was a big fan of Harry
Potter, so we encouraged all of our
staff to learn spells and play along
with him. This didn’t take much effort
or cost anything, but it can make the
difference between a good experience
and a great one.
Staff empowerment is crucial in this
process, and we ensure our employees
feel equipped to deal with positive
and negative feedback thoroughly.
If someone has an issue, we don’t
simply say we will email them when
we have looked into it; instead, we
find an instant solution to keep the
guest happy. Staff are free to make
a judgment in this scenario, and we
understand that there isn’t a set of
rules instructing you on how to react
in any given situation. We trust them
to do the right thing for the guest, and
this is a big reason we retain both staff
and customers.
Organic success
When independent hotels open, there
can often be a period of downturn
as they look to build their name and
reputation within the sector. This has
been common among a number of
our competitors, especially in a city like
London, but we were able to develop
quickly and build a strong reputation.
We have seen considerable growth
since and are now ranked in the top ten
hotels in London on TripAdvisor. We
don’t have large marketing resources,
so our growth has purely been the
result of great reviews and loyal
customers who return to stay with us.
This loyalty extends to our staff, too,
who have broken the mould of what
is expected in our sector. This is a
testament not only to the way we treat
our staff but also to their ambition and
drive to make a success of the hotel,
which they have played a huge part
in developing. Many of my colleagues
have been with us since before we
became The Hari, and their commitment
further enriches what is already a great
environment in which to work.
Twenty-five per cent of our clientele
come from the US, with 20 per cent
Studio King Suite
We build an
understanding
of a guest’s
personality
through social
media and
internet
research, and
we tailor their
stay around
their
preferences
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | THE HARI
from the UK and the rest broadly
coming from across Europe and Asia.
Of those guests, around 60 per cent
are business travellers. To our credit,
our occupancy is very high all year
round, very rarely falling below 90
per cent. While our service is a huge
part of this, our discreet and charming
location plays a significant role, and a
number of our guests are glad to refer
to us as their hidden gem. The relaxed,
homely and private atmosphere is
entirely different from a corporate
chain, while our restaurant and bar
are in keeping with the local area
andvibe.
Remaining on top
Although we possess a strong record
on retaining staff and encouraging
them to learn new skills, Brexit has had
an impact on the hospitality sector.
The supply of potential employees
has diminished, and we face future
challenges with importing goods.
This hasn’t been difficult for us up
until now, but it is vital that we
adapt positively and prepare for all
circumstances. Regardless of your level
of success, no business can afford
to ignore external events, and those
that do will simply create issues for
themselves further down the line.
We have found a strong balance
between a lean and agile workforce
and outstanding customer service.
Our small size also allows us to adapt
overnight, whether that be in relation
to pricing, strategy or approach. We
can change and are happy to do so
if we think it will be to the benefit of
our guests. Everyone at The Hari is very
proud of what we have achieved, and
it has become a great place to work.
The hospitality sector has developed
a bit of an unfair reputation among
some people, but it offers fantastic,
rewarding career opportunities that
more people should definitely lookinto.
This loyalty
extends to our
staff, too, who
have broken
the mould of
what is
expected in
our sector
The Snug
27BIEN VENUE |
DIGITAL, CULTURE, MEDIA & SPORT
Director Samantha Elliott
Providing exceptional
quality
Samantha Elliott grew up in a family of entrepreneurs
and risk takers. Early in her life, she recognised the
opportunities in running her own business. She says that
the first-hand experience of the ups and downs have guided
her through Bien Venue’s development, a journey that saw a
team of two with a handful of clients become a major venue-
sourcing and events management company. Bien Venue now
has 25 staff, and it serves a number of major international blue
chip companies who themselves are global market leaders.
Samantha tells
The Parliamentary Review
more about the
philosophies that have driven the company’s growth.
I’ve never been overly concerned about growth – for me, the focus has always
been on how well we can deliver and ensuring that we add value for clients. This is
something that is distilled down into every member of the Bien Venue team – we
look for staff who share the same passion for delivering something truly special,
something that they can be proud of.
I am extremely proud of the fact that, in the past 23 years, we have proven time and
time again that delivering such outstanding service is absolutely possible – this is only
further demonstrated by the loyalty our growing list of clients have shown to us.
Client growth and retention
When we secure clients, they stay with us – so we must be doing something
right. We have never lost a client – with the exception of the consequences of
FACTS ABOUT
BIEN VENUE
»Director: Samantha Elliott
»Established in 1996
»Based in Poynton, Cheshire
»Services: Venue sourcing,
event management and team
building
»No. of employees: 25
»Bien Venue prides itself on
championing gender diversity
– 75 per cent of its senior
management team and larger
staff team are female
»www.bvevents.co.uk
Bien Venue

www.thehari.com

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster