Hipotels. People care

Driven by caring

A 2024 study (GPTW/ITH) reveals that almost 60% of tourism employees in Spain do not achieve a satisfactory work–life balance. One in three people is considering leaving their company in the short or medium term. Only 41% perceive their organisation as “psychologically healthy”, and barely 40% feel they are offered training and development opportunities.

This scenario shifts the question from “what more can we offer?” to “what kind of relationship do we want to build?”. The Hipotels | People Care project emerges with the aim of strengthening an internal culture supported by the actions already in place within the company (recruitment, retention, compensation, equality, digitalisation) and extending the brand promise “We care” to internal employees, seeking wellbeing, security and development through a coherent employer brand.

Its customer-facing slogan, “We care”, also reflected its internal reality: Hipotels was viewed as a solid organisation with accessible leadership and a genuine ability to support its employees, often described as a “safe place” and a “long-term home” for professional growth.

The company already possessed strong “raw material” for its employer brand thanks to consistent policies in recruitment, retention, digitalisation, compensation and equality. The goal of the project was not to invent something new, but to make this culture of care visible and coherent—something that had long been part of the company’s DNA—and turn it into added value in the competition for talent.

The Hipotels | People Care project was built on an extensive qualitative study to validate the internal culture. Employees confirmed the company’s strengths, highlighting stability, solvency, closeness and real opportunities for internal growth, all of which generated a strong sense of belonging.

However, the diagnosis also revealed crucial areas for improvement: internal communication was perceived as one-directional, there was a clear need for greater listening, and the tone had to evolve from paternalistic to a more mature, shared-responsibility approach. Unlike many competitors, Hipotels reaffirmed itself as a realistic and consistent brand—a coherence that became the backbone of its new narrative: offering only what can truly be upheld.

• Economy: People care was repositioned as a business protection tool (reduced turnover, stable teams), optimising existing actions.
• Emotion: The aim was to strengthen emotional connection and pride by placing employees at the heart of the internal narrative, mirroring how guests are treated externally.
• Environment: The strategy acknowledged external realities in tourism destinations (seasonality, housing pressure), seeking to mitigate them through stability and work–life balance measures.
• Equilibrium: The purpose was defined as a commitment to mutual care, providing—through actions—long-term job security and both economic and mental peace of mind, validating every decision through the lens of whether it strengthens an adult, honest relationship.

In essence, the employer brand became a coherent system that aligned existing culture with a shared future, going far beyond theory.

The employer brand positions Hipotels as a reference in real stability and genuine care within a major hotel chain, offering something increasingly rare today: a relationship worth sustaining over time, in which the company looks after its teams and, in return, expects commitment, professionalism and a desire to grow.

The essence is captured in a simple idea: fostering people’s professional development by caring for them at every stage. And the tagline turns this into movement and purpose:

On a rational level, it names what the company does and offers: growth opportunities, wellbeing measures, clear policies. On an emotional level, it speaks to the organisation’s inner drive: the conviction that it is worth taking good care of the people you work with.

This is how Hipotels | People Care was born.

It is not just a label—it’s a framework. People Care encompasses recruitment, onboarding, training, development, recognition, benefits and work–life balance programmes. Everything related to the relationship between Hipotels and its employees finds its place here. The employee portal, internal communications, actions with training centres and other partners adopt this name, reinforcing the sense that there is a specific brand layer dedicated to people.

When someone joins Hipotels, they don’t simply join a hotel: they join People Care, with everything that implies in terms of treatment, expectations and opportunities.

Its personality is protective and generous, yet also dynamic and motivating. Instead of promising an effortless life, it invites everyone to build an environment where care and high standards go hand in hand.

This tone aims to inspire confidence and realism, avoiding exaggeration and clearly articulating mutual expectations. Communication shifted from a corporate “I” to a collective “we”, emphasising what is built together. It moved away from a one-way message to a dialogue based on listening. The philosophy of care is always framed as reciprocal: the company provides stability and support, but expects responsibility and engagement in return.

The tagline “Driven by caring” acts as a compass to ensure every message and promise is honest and aligned with this culture of shared responsibility.

This shape inspired a flexible curved line that became the primary visual device, framing and connecting content for a clear and human internal communication style.

The colour palette, calm and reduced, supports the overall sense of order and warmth. Photography focuses on people—teams collaborating and supporting each other—in the foreground, with the hotel subtly present in the background to preserve context. Natural light and a Mediterranean feel echo the chain’s origins.

The logo carefully integrated the Hipotels name with the People Care descriptor, ensuring the employer brand felt like an essential part of the corporate whole. As a key activation piece, a video was produced in which real employees sat together on the “you and me” chair to share their experiences. This had a notable impact, capturing the essence of People Care and placing employees as the literal protagonists of the brand narrative.

By offering stability and a clear path for professional development, the company significantly reduces turnover and recruitment costs, ensuring continuity and service quality across all operational units.

Strategically, the brand positions Hipotels as a benchmark for coherence and realism in an unstable sector, attracting talent that is more aligned and committed. This not only increases internal productivity but also strengthens the brand’s reputation among external customers. The creation of the People Care platform turns HR efforts into a structured, manageable system—a crucial competitive advantage for the chain’s sustainability and future growth.