Family culture at Hotel Mitland

Whether they would encourage their own children to work at Hotel Mitland? Danielle (1988, daughter of Frank) and Mats (1990, son of Wim) Plijnaar are very clear about it. "We don't have children, but if they do come, we'll do it the same way our parents did," says Mats. "They never pushed us or put pressure on us, but encouraged us to discover our own interests and explore horizons. That's how I would do it with my children and then see where they end up." Not all children of the four Plijnaar brothers have chosen a career at Mitland, but Danielle, Mats, and Jort (1986, son of Rob) have all found full-time jobs in the company. Danielle, as general manager, is responsible for the operations of all departments, Mats mainly deals with the operational part of the meeting rooms, and Jort (not present at the conversation) is head of the technical department. "All children of our generation, the fourth at Mitland, have had holiday and Saturday jobs here, although most have gone on to do something else," says Danielle. "I was just 15 when I asked my father if I could do something in the company. I started helping with breakfast for the guests in the hotel on Saturday mornings and over the years I did more and more, alongside school and later alongside my studies and internships elsewhere. I also worked in other companies and grew there. Then I was able to further develop myself here."

Longer detour
Mats's detour towards Hotel Mitland was even longer, although he also started as a young boy with holiday work, where he was active in housekeeping among other things. "I initially went to the Hotel School, but I didn't like it," says Mats. "I switched to CIOS, the sports education. I completed that and also worked in that field. In addition, I still did things here at Mitland and that became more and more. At one point I had two full-time jobs and that was really too much. I wanted less unrest and hustle and more overview and regularity and had to choose. So it became Mitland." Danielle also doubted whether she would choose the family business. "The deciding factor was that I was completely put off by the atmosphere and disrespectful treatment of employees at another company," she explains. "I quit there, even though jobs were not easy to find at the time. Fortunately, I could start here and at Mitland, we treat each other in a completely different way." And so we naturally come to the family business Hotel Mitland. What characterizes such a family business?

Warm atmosphere
"We have short lines, there is hardly any distance between the management and the employees, and everyone's involvement is great," Mats succinctly summarizes the characteristics of Mitland. "We often hear that there is such a warm atmosphere in and around our hotel and the guests certainly notice that too. We are now a large hotel, but it feels small. The management - my father and his three brothers - can also be found on the work floor and they are approachable for everyone." That the atmosphere in the company and in the family is good certainly does not hinder professional interaction, emphasizes Danielle. "We talk to each other daily, sometimes even go on vacation together, but we can separate that very well from business discussions," she says. "Of course, it can be difficult to tell someone the truth when you know them so well, but with a little tact, we manage. Actually, it goes very well."

'They are open to new developments'
Moreover, Danielle and Mats realize, their generation can still benefit from the knowledge and experience of the director-brothers. None of the four work full days anymore and are present between five and fifteen hours a week, but they are always closely involved in important decisions. "And they are open to new developments," Danielle explains. "We never hear: 'we've always done it this way, so we'll keep doing it.' As long as we come with good arguments, they accept them and we make a decision. And then it's done and there's no whining afterward." A few years ago, the fourth generation Plijnaar felt that a new hotel management system, a so-called Property Management System, was needed. "That software system is actually the heart of the company," Danielle explains. "You can see the occupancy of the rooms and halls, where revenue is generated, which departments can improve, and so on. But switching to that new system was a huge step, about which the brothers had their doubts." This was especially true for Danielle's father Frank, who is responsible for the finances and did not want to throw certainties overboard. "But we discussed it well and used the corona period to transfer everything. Fortunately, it all went well, and we now enjoy it daily."

And the future?
"We will continue to expand and innovate where possible, but the most important thing is to keep our product up-to-date," says Mats. "We must continue to excel in what we offer. The quality is now rock solid, our company stands like a house." "And we are very proud of that," concludes Danielle.