Lily Lapper - Trip Report
The hospitality industry is undergoing significant change, driven in part by globalization, which is reshaping how businesses operate and engage with customers. In this rapidly evolving landscape, it’s essential for professionals to look beyond local practices and embrace international lessons and innovations to drive positive change.
Through the Tranche Scholarship, I gained valuable perspectives on industry trends and innovations, deepening my understanding of what it takes to create sustainable success. The highlights of my trip were attending the Leadership & Business course at the MAD Academy and dining at Alchemist in Copenhagen, and working in Simon Rogan’s three Michelin Star Restaurant, L’Enclume in Cartmel, UK.
These opportunities not only deepened my professional knowledge but also helped me build a strong network of like-minded individuals, offering a sense of connection and solidarity with those facing similar challenges worldwide. I learned firsthand from industry leaders who set the standard for good practice, pushing me to think more expansively about my role within the sector and the impact I can make both locally and globally.
This journey has profoundly shaped my thinking, and in this report, I will address three key insights I gained from my international experiences:
1. Reimagining growth in the hospitality industry – moving beyond short-term profits and material gains toward a more sustainable, inclusive and human centered model of growth;
2. The future of holistic cuisine and beyond dining for pleasure;
3. The importance of flexibility and innovation in the workplace as exemplified by L'Enclume's approach to employee empowerment and development.
I aim to contribute to an ongoing conversation within the Australian hospitality industry on how we can adapt and evolve, taking inspiration from global best practices to promote sustainability within our industry.
Reimagining Growth in the Hospitality Industry: Beyond Short-Term Profits and Material Gains
The Tranche Scholarship allowed me to attend the MAD Academy’s Leadership & Business course, an inspiring program designed to elevate leadership skills and foster sustainable business practices within the hospitality industry. The course goes beyond traditional training by focusing not only on craft and creativity but also on building resilient businesses and nurturing people. Through this experience, I gained practical tools for leading teams, cultivating a thriving workplace culture, and adopting sound financial habits—key elements for driving positive, sustainable change in hospitality.
Among the many incredible workshops and lessons, the standout for me was a talk by Dorte Juhl Østergaard on sustainability. Dorte, a highly respected sustainability expert and advisor, has spent years helping organizations integrate sustainable practices that benefit both people and the planet. Her session was particularly impactful as she emphasized the importance of creating businesses that are not only financially sound but also socially responsible and environmentally conscious. It reinforced my belief that true leadership lies in balancing the needs of people, profit, and the planet
In an industry where low pay, long hours, and high pressure are commonplace, how can we redefine growth to ensure that it benefits both the employer and the employee? How can we shift the focus of growth from material gains to something more sustainable—something that fosters quality of life, personal development, and long-term sustainability?
This question resonates deeply within the hospitality industry, where the challenges of staff retention, mental health, and work-life balance have become more apparent than ever. To build a more sustainable industry, growth must be understood not only in terms of profits but in the value, we create for our people, our communities, and the environment.
One of the most important ways to ensure sustainable growth in hospitality is by investing in the people who make the business thrive. While a pay rise is beneficial to the individual, growth in the hospitality industry should also be about fostering professional development and empowerment in ways that don't always revolve around finance.
We need to start thinking of employee development as a strategic investment
The path to hospitality management often focuses on mastering tasks and perfecting craft, but there’s rarely training on the crucial soft skills needed to excel as a leader. Skills like communication, empathy, effective team development, performance management, and financial acumen are the foundation for leading teams successfully, yet they are often overlooked.
One tool commonly used to develop team members is the Individual Development Plan (IDP)—a concept with great potential but one that often becomes a mere tick box activity rather than an impactful growth tool. After recently completing my accredited Change Management Certification, I plan to bring a more structured and meaningful approach to IDPs within my teams.
I’ll be implementing a formula rooted in Skills Gap Analysis and the KSA (Knowledge, Skills, and Abilities) framework to identify precise areas for growth. By clearly mapping out where individuals are today and where they want to be, we can create tailored development plans that drive engagement, accountability, and real progress—not just for individuals, but for the entire team.
Once you’ve identified the skills gap and determined the knowledge, skills, and attitudes needed for growth, the next step as a leader is to provide the right tools to help your team bridge that gap. These tools could include courses, one-on-one training, coaching sessions, documents, or even TED Talks. It’s equally important to set a clear end date for the completion of the IDP to maintain focus and accountability. For the IDP to succeed, regular progress check-ins and constructive feedback are essential to keep team members motivated and on track.
Providing staff with a well-defined, transparent career path is crucial for long-term retention. It also creates a sense of ownership and pride among employees, knowing that their growth is a priority for the business. A staff member who feels valued, supported, and empowered to grow professionally and personally is more likely to stay with a business, reducing the high costs of turnover and training new employees.
The concept of growth in hospitality must include a focus on creating a positive work culture—one that values diversity, inclusion, and employee well-being. In industries with high turnover rates, creating a culture where employees feel seen, heard, and respected is a powerful tool for fostering loyalty and long-term success.
As Hilderbrandt notes, growth should be sustainable in the long term, and a key element of this is ensuring quality of life for employees. One of the major challenges in the hospitality industry is long working hours, which often lead to burnout, especially among senior staff. To retain talent and create a more sustainable environment, hospitality businesses need to think beyond the traditional rostering model.
Offering flexible working hours for key staff members can significantly improve work-life balance. This flexibility can reduce stress, prevent burnout, and allow employees to recharge, ultimately benefiting the business through increased productivity and a more engaged workforce. Having an extra person on the roster to accommodate these changes may come as financial cost at first, but it will save the business in the long run through lower turnover, reduced recruitment costs, and fewer training needs.
Another way to foster growth is by creating opportunities for employees to expand their horizons. Stagiaires or exchange programs that involve working with partner restaurants abroad offer a unique chance for employees to gain new skills, learn from international industry leaders, and bring fresh ideas and inspiration back to their home restaurant. These programs not only benefit the employee but also create valuable partnerships between businesses across the globe.
To create a truly sustainable hospitality industry, there must be a cooperative effort across the sector. This includes sharing best practices for improving working conditions, staff training, and operational efficiencies. Collaboration within the industry can lead to higher standards for business practices, more equitable treatment of employees, and improved sustainability practices that benefit both the business and the environment.
Industry leaders should take a proactive approach in advocating for higher industry standards, such as providing mental health resources, creating a living wage for employees, and advocating for policies that promote work-life balance. By collaborating across organizations and focusing on mutual growth, the hospitality industry can help create a cultural shift that benefits both businesses and employees.
As Hilderbrandt suggests, growth and sustainability go hand in hand. A business that focuses solely on short-term economic growth, without regard for the long-term well-being of its employees or the broader community, will ultimately face stagnation or decline. On the other hand, when businesses invest in their staff, create a supportive work culture, and foster positive industry cooperation, they contribute to long-term growth that benefits everyone involved.
"When it comes to minimizing food waste, the industry has come a long way. I see it as my mission to take the discussion a step further and highlight the bigger picture. If we can make people stop and think, we are on the route towards change. It's about creating impact beyond the plate. For me, I'm thinking: what is the next step for us to really make an impact? That's what we'll do next."
During my time in Copenhagen, I had the incredible opportunity to dine at Restaurant Alchemist, currently ranked 8th on the World's 50 Best Restaurants list and boasting a waitlist of over 7,000 hopeful diners. I expected it to be a highlight of my trip—but what I didn’t expect was how profoundly it would reshape the way I think about dining.
Alchemist is a fully immersive, mind-bending experience that defies conventional dining norms. With an exceptional 50 impressions (courses) over the course of a six-hour journey, it’s unlike anywhere I’ve ever been. Without revealing too much of the magic, the evening blends cutting-edge gastronomy with theatre, art, and activism in a way that is both deeply personal and thought-provoking.
It was not just a meal but a transformative experience, setting a new benchmark for what dining can be. While it may seem like a one-of-a-kind destination, I hope it represents the future of hospitality—where creativity, storytelling, and purpose collide to leave an indelible mark on every guest.
I experienced firsthand how food can have an impact that extends far beyond the plate. Under the visionary leadership of Chef Rasmus Munk, who describes his style as holistic cuisine, Alchemist challenges the notion of dining by using it as a platform for activism and awareness.
One dish, in particular, left a lasting impression on me: ‘Lifeline’—a striking course designed to raise awareness about blood donation. Shaped like a drop of blood, the dish replaces traditional ingredients with pig's blood as an emulsifier, paired with wild blueberry jam, deer blood garum, and juniper oil. Beyond its creativity and culinary depth, the dish is a call to action. Served with a plate featuring a QR code that links directly to Denmark's blood donor sign-up page, the dish transcends theatre. Since its introduction in 2020, nearly 13,000 guests have scanned the code to become organ or blood donors.
This experience made me reflect on what’s possible within the Australian hospitality industry. Should we be leveraging the time we spend with guests to communicate values and champion meaningful causes? In much the same way that we celebrate and tell the stories of local farmers and producers, can we also highlight larger societal or environmental issues without adding financial cost to the guest or the business?
The answer lies in finding opportunities to align a restaurant’s ethos with a cause that resonates—be it sustainability, food waste, or community well-being. A thoughtful approach can create powerful experiences that engage guests, leave a lasting impression, and even inspire action. In a competitive industry where storytelling and purpose increasingly influence diners' choices, this holistic approach could not only differentiate Australian restaurants but also help foster positive change.
Flexibility and innovation in the workplace as exemplified by L'Enclume's approach to employee empowerment and development.
I was drawn to Restaurant L’Enclume, part of Simon Rogan’s Umbel group, after listening to the North Star episode of The Recipe Podcast, where Sam Ward the Managing Director, was heralded as "hospitality personified." In the episode, Sam shared how the team navigated the challenges of COVID-19 with a staff-first mentality. When the industry first shut down, Ward and Rogan stopped paying themselves, and the rest of the executive team reduced their salaries to a basic wage, ensuring that team members "on the ground" were barely affected.
“By doing that, we sent a message to the team really early on that we were all in this together,” Ward explained. “It’s not about equality, it’s about equity. A 10% pay cut to some people can have a bigger effect than a 50% cut to someone else. And now we’ve been able to make more hires throughout the last 12 months. Our team is going to be the biggest it’s ever been.” - Sam Ward
This approach, rooted in fairness and care, solidified their reputation as progressive leaders in the hospitality industry and inspired me to learn more about their innovative practices.
My interest was further piqued after attending the L’Enclume pop-up in Sydney, where I was blown away—not just by the food but also by the authenticity and sincerity of Sam and his team. The service was exceptional, warm, and personable, leaving a lasting impression on me. Inspired, I reached out to the Umbel Group about a potential stagiaire opportunity, which led me to Cartmel, UK.
During my time there, I had the privilege of working both on their farm and in the restaurant. This allowed me to immerse myself in their approach to hospitality, while also engaging with the team to understand what made them so committed to L’Enclume. I was determined to uncover what was being done differently to foster such an innovative and empowering workplace culture—and what lessons could be applied back home.
What I discovered was a workplace built on thoughtful practices that prioritize the well-being, growth, and connection of every team member. One standout initiative is their optional 3.5-day work week, which allows staff to return refreshed after a demanding 40 hours in a three-Michelin-star environment. Team members also spend some of those hours on “Our Farm,” connecting with the land and gaining a deeper appreciation for the ingredients that underpin the restaurant’s philosophy.
In an effort to cultivate equality and understanding, every staff member—regardless of experience—starts as a food runner before progressing through the ranks. This approach fosters a shared respect for all roles and builds a cohesive, supportive team. Even family meal is treated as a valued ritual rather than a routine chore. At the end of each week, the restaurant provides the space, food, and wine for the team to come together and celebrate their collective successes.
Perhaps most inspiring was how much the staff themselves are celebrated. When team members dine at the restaurant, they are the true VIP’s, with all the stops pulled out to create a truly special experience. After I dined there, I was genuinely thanked for wanting to spend more time with the team, and it left me with a lasting impression of the respect and care L’Enclume extends to its people.
“I want to show people that choosing a career in hospitality is an exciting prospect, one that can literally take them anywhere in the world. It’s an incredibly rewarding industry, day in, day out you are surrounded by people who are passionate and creative in everything they do. Hopefully, the academy will play a small part in encouraging more people to consider a career in the sector.” -Simon Rogan
But perhaps the most impressive initiative I encountered during my time at L’Enclume was something I discovered in conversation with a new apprentice chef: the Simon Rogan Academy. This innovative program was designed to address the industry’s growing skills gap while providing unparalleled opportunities for aspiring hospitality professionals.
The Academy offers an 18-month paid course where students work four days a week across Rogan’s Lake District restaurant kitchens and Our Farm, gaining firsthand experience of his farm-to-fork ethos and working alongside some of the best in the industry. On the fifth day, students attend private training sessions at Kendal College, where they acquire the essential skills needed to build a successful hospitality career and earn an accredited Level 2 City & Guilds qualification.
Simon Rogan’s commitment to developing talent extends beyond technical training; the program concludes with a fully funded week-long stagiaire at Roganic in Hong Kong, with all flights and accommodations included. This final step provides students with international exposure and a unique opportunity to solidify their learning in a Michelin-starred setting abroad.
Chef Rogan created this program to bridge the gap between industry demands and the next generation of chefs and hospitality professionals. The cutting-edge curriculum equips participants with extraordinary skills while fostering a deep understanding of sustainability, teamwork, and the artistry of hospitality.
The Simon Rogan Academy is not just a training program; it is a bold investment in the future of the industry. By focusing on both technical excellence and personal development, this initiative has the potential to redefine how talent is nurtured in hospitality.
The practices I observed at L’Enclume and the Simon Rogan Academy demonstrate the power of prioritizing people in hospitality. Flexible work schedules, structured development programs, and a culture of equity and celebration not only improve staff well-being but also enhance guest experiences.
In Australia, adopting similar approaches—such as immersive training, shorter or more flexible work weeks, and clear pathways for growth—could address challenges like staff turnover and skills shortages. Investing in employees fosters loyalty, boosts morale, and ultimately creates a more sustainable and thriving industry. By placing people at the heart of their operations, Australian hospitality businesses can set a new standard for success.
In conclusion, my experiences through the Tranche Scholarship have deepened my understanding of how the hospitality industry can evolve into a more sustainable, inclusive, and human-centered model. From the invaluable lessons on leadership and sustainability at the MAD Academy to the transformative dining experience at Alchemist, and the innovative practices I observed at L’Enclume, it’s clear that the future of hospitality lies in reimagining growth, embracing holistic approaches to cuisine, and prioritizing flexibility and empowerment within the workplace. As I continue to reflect on these experiences, I am inspired to bring these global best practices back to the Australian hospitality industry, advocating for a shift that values people, promotes long-term sustainability, and cultivates a thriving, innovative workforce. The path forward is one of collective growth, where businesses and individuals alike can flourish together, shaping a positive, impactful future for the hospitality sector.