MarSenses from the Balearic Islands in Spain: a best practice about the implementation of an equality plan

MarSenses is a hospitality brand that operates in the Balearic Island with 4 hotels in Mallorca and 2 in Menorca, with a total of 450 employees. The company aims to create memorable Mediterranean experiences.

Context

In 2020, the owner of MarSenses, a member of a hotelier family with 40 years of industry experience, rebranded the hotel group by inspiring a change in corporate values through the implementation of an equality plan. This transformation places MarSenses’ people at its heart, introducing a new organisational structure and directors. The company’s new business model prioritises inclusiveness by considering employees’ opinions for decision-making. Additionally, MarSenses collaborates with associations in the Balearic Islands to create employment opportunities for individuals at risk of social exclusion. The rebranding aimed to redefine the company in a more considerate and inclusive way.

Implementation

An equality plan was established with specific measures for implementation. The company began by prioritising equal representation of men and women in leadership roles. Promotions were made on a case-by-case basis, selecting employees who had already demonstrated compassionate leadership within the organisation. Following this, MarSenses refurbished its hotels, incorporating feedback from employees into the design process.

Additionally, the company reduced the working day from 40 to 38.5 hours per week, as part of its commitment to enhance employee well-being. To further embed inclusiveness, MarSenses launched a project aimed at integrating individuals at risk of social exclusion, starting with the prison community. The company collaborated with the Employment Service of the Balearic Islands’ (SOIB) Vocational Guidance Service for Ex-prisoners and Alternative Measures and Special Difficulties in Finding Work, which provided a list of candidates.

Chosen individuals began internships with the company, receiving cooking courses as part of the programme. After earning their second diploma, they were offered employment contracts within MarSenses. From SOIB, they were put in contact with GREC (Grupo De Educadores De Calle Y Trabajo Con Menores), with whom they also began to collaborate. GREC works together with Fundació la Caixa. They offer cooking courses in the MarSenses production kitchens where they have created a school. They give this space to the foundation and the GREC and currently have 15 children in school. With these diverse actions, the Group seeks to attract and retain talent, addressing the labour shortages in the islands.

Enabling Factors

Empathy was a key facilitator in the rebranding process. Managers were eager to lead by example with compassion, prioritising an inclusive culture. For instance, managers and directors implemented a practice where all employees, across all departments and levels, ate together in the canteen to emphasise team unity. This approach also enabled those in leadership positions to better understand and connect with their teams, making them more receptive to feedback when implementing changes. This closeness helped minimise resistance to change.

Barriers

The main obstacle was raising awareness and acceptance when welcoming the new staff members at risk of exclusion into the company. MarSenses also faced public criticism, with many accusing the company of using the initiative to enhance its brand image. However, this inclusive action was implemented not for publicity, but to adapt to the reality of their environment.

Impact on the Organisation

The greatest benefit has been seeing how employees identify with these initiatives, resulting in increased cooperation, smoother operations and improved productivity. With an employee satisfaction rate of 91.9%, MarSenses’ customers report that this is reflected in an enhanced quality of service.

 

Quotes

‘The most important thing for us has been to re-humanise the corporate side of the hotels.’
‘The biggest lesson learned is that people should not be numbers, but people.’

 

Lessons Learned

MarSenses has shared that re-humanising corporate culture has been fulfilling, strengthening teamwork and creating strong bonds within the team. Lastly, the Group recognises that by welcoming marginalised groups at risk of exclusion, the community is enriched while helping address challenges regarding inclusion in the tourism sector.

 

Future Plans

MarSenses is working toward acquiring the Great Place to Work certification. Emphasising the importance of employees’ well-being, the company plans to further lower the working day to 36 hours per week. Additionally, the company is piloting an AI tool called Emotional to coach department heads and managers in developing their soft skills. This initiative will be available for all employees in 2025.

Links with UN Sustainable Development Goals