Hilton is betting on people in an industry that cant afford to lose them | Fortune

These concerns arefilteringthrough to the workforce. Seven in 10 (69%) of U.K. workersjointly surveyed by King’s College London’sInstitute for Artificial Intelligence and Policy Institute said they were worried about the economic impact of AI on job losses.

Global hospitality business Hilton isacutelyaware ofthese concerns.The company has been gradually increasing its use of AI across back-office and customer-facing roles and has introduced an AI chatbot on itswebsite tohelp customers plan their trips.Butitinsiststhetechnology is there toenhance—not replace—the human interactions thatmake a hotel stay memorable.

“Nothing is a substitute for the human touch, and our team members appreciate that,”saysSteve Ryan, senior vice president of HR for Europe, the Middle East, and Africa at Hilton, adding that the company wants to remain “people-led and people-focused.”

He hopesthis commitment will helpreduce employee anxietiesaround AI.“We talk openly about using technology to enable even more focus on the guest experience, soI think thathelps to allay fears.Most people that work in hospitality want to support guests and create great experiences for them. The more we can use technology to help with that, the better.”

Courtesy of Hilton

Hilton’speople-centric culturehas helped it take the No. 1 position on the Fortune 100 Best Companies to Work For—Europe2026 list, which is based onanonymousemployeesurvey data and reviews of organizations’ employee benefits programs. The hotel group rose abovelogisticscompany DHL, which held the top spot last year.In the U.K., 92% of Hilton’s employees rated it a “great place to work,” compared with an averageof 54%fora typicalU.K.organization, according toGreat Place to Work, which partners withFortunefor its100 Best Companiesto Work For lists.

Ryansuggeststhat Hilton’s focus on purpose has been key to its riseupthe rankings.Hilton’s Travel With Purpose program encourages employees to engage in community projectssuch as litter removal, cleaningup riverbanks, and helping young people with CV writing. In 2025, Hilton employees spent1.8 million hoursvolunteering.

“People want to feel they’re part of something bigger and that they’re having a positive impact on the company and the wider community,”Ryansays. “Our ability to demonstrate that is a real competitive advantage.”

While AImay pose a threat tocertainroles within hospitality, the industry needs more people overallas it grows.Demand for workers in the travel and tourism sector is projected to exceed supply by more than43 million peopleby 2035, according to research by theWorld Economic Forum.Attracting staff is therefore top of mind.

Ryan is currently focused on creating greater consistency across Hilton’sperksand benefits packages,which can differ between countries.One example is Hilton’s carehub,which provides guidance and strategies for caring for elderly relatives and children, as well as mental health advice.This upgrade to Hilton’s employeeassistanceprogram was first introduced in the U.S.but is now available for staff across Europe and the Middle East, withcountry-specific pagesdeveloped for17 regions.Access to Hilton’s discounted gym memberships and well-being apps has also been expanded to 10 new countries in the region over the past year.

Elsewhere, an employee exchange program has aided skills development and knowledge-sharing across Hilton’s global hotel network by allowing people to try out new roles, work at a new property, or experience a new culture. Since 2023, 1,400 Hilton staff membershaveparticipatedin the scheme.

One of Hilton’s most popularbenefits, according to Ryan, is its travel benefit, which allows employees and their friends and family to stay at Hilton’s hotels at a heavily discounted rate.“You normally find that if somebody works in hospitality, they like to travel,” Ryan says. “It’s one of those benefits that everybody loves, and it’s available to our team members across the world.”

An ongoingchallenge ismaintaininga consistent culture across all of Hilton’s properties. The company has a current pipeline of 329 hotels under construction or in development. “We’re opening hotels at quite a pace and,when you open a new hotel, you have to build the culture from scratch,” Ryan explains.

Getting thatrightis critical toHilton’sability to recruit andretainits workforce, he says.“Culture is the reason so many people stay with us and develop successful careers.”

For the latest insights into the companies on the Fortune 100 Best Companies to Work For–Europe list,visit this page.