Rising costs, shifting guest behaviour, evolving workforce, high expectations and fierce competition. While traditionally associated with discounting and doing more with less, these challenges and many others have led us to one simple question – what do we really mean when we talk about value in hospitality?
For an industry accustomed to resilience, the pressures facing hospitality as we move towards 2026 are not unfamiliar, yet their cumulative weight is forcing a more fundamental conversation. One that goes beyond pricing and promotions.
In hospitality, value has long been shorthand for discounting, efficiency or doing more with less. Yet speak to leaders across the sector and a different picture emerges. Value, it seems, is being redefined. It’s less transactional, more human and with a renewed focus on culture, connection and credibility.
At leadership level, this shift starts with the value of trust. For Clare Arouche, Head of Hospitality & Events at The National Gallery, value in 2026 is rooted in how leaders show up during change. “In times of change, people look for reassurance that decisions are being made with purpose and transparency,” she says. Just as importantly, Arouche believes leadership must remain human: “Change can be challenging, and maintaining empathy keeps us connected to our teams and true to our culture.”
That balance between performance and valuing our people is echoed in the hotel industry too. David Hart, CEO of RBH, is clear that operational excellence remains essential as trading conditions tighten across many UK hotel markets. But excellence alone is not enough when it comes to valuing people in 2026.
“Our team is the only asset we have,” he says, highlighting that care and support for employees must sit alongside performance expectations if businesses want to retain talent and deliver consistently for owners and guests alike.
In events, value is inseparable from credibility and delivery. Neil Brooke, Food and Drink Director at Regent’s, frames it simply as “being true to your word, and delivering on promises made.” In an environment of heightened client expectations, confidence is built not through rhetoric, but through consistent execution that is supported by strong teams and trusted partners.
Nowhere is the evolution of value clearer than in how businesses view their people. Gavin Taylor, CEO of Clermont Hotel Group, is unequivocal: “The most important asset we have in our business is not the bricks and mortar but is our people.” How organisations recruit, engage and retain staff, and the culture they build collectively, shapes both employer brand and long-term success.
“At Clermont, values such as being bold, adaptable and real are embedded into appraisal processes across all levels, reinforcing behaviour rather than slogans. Recognition as a Great Place to Work, alongside rising trust scores, offers tangible proof that values lived internally translate into measurable value externally.”
Connection, too, is emerging as a cornerstone of hospitality’s future value proposition. As James B. Clarke, Chair of the Master Innholders, observes, “The hotel industry is built on connection, and now more than ever, we need to embrace it if we want to bring out the best in all of us.” From leadership conferences to graduate networks, fostering community strengthens both team performance and guest experience. Looking ahead, Clarke believes training and development will become an even more critical form of connection, ensuring people have “the skills and confidence they need to excel”.
That connective thread is particularly pertinent when it comes to recruitment and bringing in new talent. Adrian Ellis, Director of Hospitality Connect, points to the growing importance of linking education with opportunity. “A lack of awareness about career options is both the challenge and the opportunity,” he says. By connecting students, teachers and career advisors with real workplace experiences, hospitality can reposition itself as a valuable, long-term career choice and unlock a valuable future talent pipeline.
Guests, meanwhile, are also redefining what they value, particularly when it comes to time. According to Tej Walia MI, Managing Director at Foxhills Club & Resort, travellers in 2026 will prioritise “restorative, meaningful, seamless, and highly personalised experiences.” Fewer but better trips, focused on wellness, connection and authentic local immersion, reflect a shift towards experiences that genuinely feel worth the investment of both time and money.
Across all of hospitality, wellbeing is increasingly recognised as both a retention strategy and a performance driver. Gabi Noris, VP International of Clean the World believes 2026 will be the year businesses fully embrace and value this reality. “Teams who feel supported stay longer, perform better and represent the business with pride,” she says — a critical differentiator in a challenging labour market.
At an industry level, value also lies in advocacy and support. For Shonali Devereaux, CEO of the Meetings Industry Association, helping members navigate change will be central to delivering value in 2026. With the proposed changes announced in the Autumn Budget, such as the introduction of fully-funded under 25 apprenticeships for SME’s, value will come from this support, as well continued dialogue with government to ensure the sector receives “the recognition and appropriate support it needs to secure a sustainable, skilled and future-ready workforce.”
Across hospitality, it’s clear that value needs a rethink as we head into 2026. Discounts and packages alone won’t cut it, as true value is deliberately and consistently built through trust, connection, culture, and care.
For the industry, the most important challenge ahead is simple and critical: how we redefine value, both for our teams and for our guests, to ensure we thrive amidst the pressures and opportunities of 2026.
