Wellbeing as a shared experience
Health and wellbeing in the workplace represent, for Hotel Principe di Savoia and our company Dorchester Collection, a strategic lever not only for productivity, but for the overall quality of life of the people who are part of it. In a context marked by acceleration, shifting social dynamics, and hyper-connectivity, organizational choices have a profound impact on our people: sustainable schedules, manageable workloads, and genuine flexibility are no longer optional elements, but necessary conditions to prevent stress and discomfort.
Within this scenario, our approach to wellbeing strives to be systemic and inclusive. The initiatives implemented by Hotel Principe di Savoia move precisely in this direction, integrating physical health, psychological wellbeing, and social connection. From a prevention perspective, medical screenings carried out in collaboration with LILT, partnerships with medical centers and gyms, together with supplementary health insurance, ensure more equitable access to healthcare and prevention, also reaching those who might otherwise struggle to access these services.
Alongside the physical dimension, great attention is dedicated to psychological wellbeing. Our wellbeing week, involving nutritionists, psychologists, legal professionals, and parenting support specialists, represents a structured moment of listening and awareness-building. In particular, programs focused on stress management and parenting respond to concrete, often invisible yet widespread needs. In this same direction, we have introduced on-site support initiatives including maternity mentorship programs, return-to-work support pathways, meetings dedicated to women’s health, and opportunities for discussion around parenting.
Another key element for us is community building. WE CARE activities, ranging from cultural initiatives within the local area to moments of celebration and sharing, strengthen the sense of belonging and counter the growing loneliness increasingly present in today’s work environments. Participation in volunteer initiatives also contributes to giving meaning to work, fostering authentic connections between people and the local community.
Finally, continuous learning represents a fundamental pillar in truly placing people at the center. Courses dedicated to equal opportunities, inclusive language, workload management, emotional intelligence, and creative thinking promote awareness, respect, and relational skills. At the same time, leadership development programs — focused on active listening, feedback, coaching, and adapting leadership styles to individuals — are essential to building healthy work environments, and this responsibility is deeply felt by the hotel’s leadership figures. Feedback from our people, collected through company wellbeing surveys, confirms a high level of appreciation for our We Care culture.
Constant commitment and leadership that are attentive to people’s emotional needs transform active listening into concrete actions aimed at improving the work environment. This focus on wellbeing does not stop with employees, but also extends to hotel guests, becoming an integral part of the experience we offer. Hospitality is grounded in active listening and sensitivity toward potential discomfort, with the goal of responding in a personalized way to the needs of those who choose to stay with us. Within this perspective, our spa programs dedicated to energy recovery, sleep rituals, and restorative rest for travelers represent a tangible extension of our wellbeing culture: not simply services, but experiences designed to foster balance, relaxation, and regeneration, placing the guest at the center. In this way, care for the person becomes a shared value between us and our guests, capable of generating positive impact both inside and outside the organization.