Johannes, Operations

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We sat down with Johannes, MEININGER Hotels’ Regional Director for Northern Europe. Before stepping into his new role, Johannes led the MEININGER Hotel Hamburg City Center, where he championed inclusive hiring by working with Hamburger Arbeitsassistenz to bring people with disabilities into the team. His efforts earned second place in the 2024 Hamburger Inclusion Award. In this interview, Johannes talks about his journey in hospitality, why inclusion is personal to him, and how it’s transforming the workplace for the better. 

Hi Johannes! Tell us a little bit about yourself and your background. How did your career at MEININGER Hotels begin? Did you always want to work in hospitality?  

I grew up as one of six children in a very unique setting: my parents were special education teachers, and we lived together with people with disabilities. From an early age, inclusion was simply part of life for me. Although I originally wanted to study music, I’m a trained cello player, I discovered my passion for hospitality during school. My path took me from London to Munich, from five-star hotels to creative children’s education projects in Italy. Later, as Managing Director of an event location in Hamburg, I built an inclusive team long before joining MEININGER Hotels again in 2019 as Hotel Manager.

You’ve worked for 6+ years as a Hotel Manager in Hamburg. What did you enjoy most about the role, and what were the biggest challenges you faced? 

What I loved most was working with people, both guests and team. MEININGER Hotels is unique in its diversity of guests which keeps every day exciting. Seeing team members grow and develop their strengths was especially rewarding. 

The challenges? Balancing operational demands with people’s needs and keeping motivation high in a fast-paced environment. But overcoming those challenges made the successes even more meaningful. 

The MEININGER property in Hamburg is cooperating with the Hamburger Arbeitsassistenz to hire and supervise employees with disabilities. How did this collaboration happen? 

It started by chance in 2019, when I met representatives from Hamburger Arbeitsassistenz at a trade fair. We quickly realized that we shared the same values and vision. From there, we began working together on a “job carving” approach identifying each person’s strengths and creating roles that match those abilities. It was never about ticking a box, but about building a team where everyone can contribute in their own way. 

What responsibilities have the new team members taken on so far, and how are they developing in their roles? 

We’ve successfully integrated team members into both the breakfast service and the reception. They’re involved in guest-facing tasks, preparation work, and organizational duties. Through regular development and feedback sessions, they’ve grown in confidence, expanded their skill sets, and have become valuable, independent contributors to the hotel’s daily operations. Their development is ongoing, we see it as a continuous journey rather than a fixed end point. 

How were they welcomed by the rest of the team? What steps did the team take to integrate them? 

The welcome was warm, but we were also mindful that real inclusion doesn’t happen overnight. We made sure to treat every new team member the same as everyone else, no special labels, no “this is our inclusive hire” introductions. Instead, we focused on shared training, clear communication and building trust over time. This approach helped create mutual respect and genuine teamwork. 

What was your personal motivation behind the decision to hire talents with disabilities? 

Growing up, I never saw disability as a limitation, just a different way of experiencing the world. I believe every person has strengths, and it’s our job as leaders to discover them together. Inclusion is a shared journey, and sometimes it requires patience, adjustments, and breaking down old habits. But the reward is a stronger, more connected team and a workplace that truly reflects the diversity of society! 

You and your team also participated in an internal Townhall event, where you shared your experience with inclusive hiring. In your opinion, why is it important to raise awareness and actively promote inclusion in the company? 

Awareness isn’t about winning awards. It’s about showing how valuable it is to involve everyone, regardless of disability, background, or orientation. When we actively promote inclusion, we don’t just help individuals, we also make our teams more respectful, and adaptable. It sends a message to guests, partners, and potential employees that MEININGER Hotels is a place where everyone belongs. 

Hospitality is, at its core, a people business. What role do you think inclusion plays in shaping today’s guest experience? And how can hotels better meet the expectations of an increasingly diverse and global audience? 

I believe inclusion is at the heart of hospitality. Guests feel more welcome and at ease when they see diversity reflected in the team. It creates a sense of authenticity and openness. To meet the expectations of today’s travelers, hotels need to be flexible, culturally aware, and willing to learn. This means training our teams, listening to feedback, and continuously adapting;not as a marketing strategy, but as a genuine commitment to serving all guests equally. 

You were recently promoted to Regional Director for Northern Europe. What does this new role involve, and what are you most excited about? 

In my new role, I have the opportunity to influence processes across multiple hotels, support our Hotel Managers, and ensure we live our company values while also achieving our financial goals. I’m excited to bring my operational background into strategic decision-making. I know the day-to-day challenges in hotels, and I can help teams find practical, people-focused solutions. 

Looking ahead, where do you see opportunities for MEININGER Hotels, and the wider hospitality industry, to grow or improve further when it comes to inclusion and diversity? 

For MEININGER Hotels, I see huge potential for us to include even more people in our teams, not just in Hamburg, but across all our locations. This means building partnerships like the one we have with Hamburger Arbeitsassistenz, providing training for managers, and creating an environment where inclusion isn’t a project, but part of our brand DNA.  

For the wider industry, the opportunity is in moving beyond token gestures and embedding diversity into every aspect of operations: recruitment, training, guest service, and leadership. When we do that, we don’t just meet expectations, we set new standards. 

Thanks for sharing your insights, Johannes! 

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