One of Plaza Premium Group’s core pillars is “people,” along with sustainability and technology. A recent leadership hire, Roy Pang arrived armed with a wealth of experience from his prior roles, which include Group Human Resources Director at ImagineX Group and Senior Director at JLL’s Work Dynamics for Greater China & Korea.
We sat down with Roy to get to know him, his views about PPG and the hospitality industry, and his advice for career success.
One of Plaza Premium Group’s core pillars is “people,” along with sustainability and technology. A recent leadership hire, Roy Pang arrived armed with a wealth of experience from his prior roles, which include Group Human Resources Director at ImagineX Group and Senior Director at JLL’s Work Dynamics for Greater China & Korea.
We sat down with Roy to get to know him, his views about PPG and the hospitality industry, and his advice for career success.
One of Plaza Premium Group’s core pillars is “people,” along with sustainability and technology. A recent leadership hire, Roy Pang arrived armed with a wealth of experience from his prior roles, which include Group Human Resources Director at ImagineX Group and Senior Director at JLL’s Work Dynamics for Greater China & Korea.
We sat down with Roy to get to know him, his views about PPG and the hospitality industry, and his advice for career success.
1. You’ve recently joined PPG as the new CHRO; what excited you most about joining PPG?
Having worked in various industries dealing with frontline employees for many years, this is my first time in the airport hospitality industry. My dream had always been to become an airline pilot when I was young, but that idea had gone down the drain due to my eyesight not being up to standard and there was no Lasik technology back in the olden days to correct it! So, I guess working in the airport hospitality industry is the closest I can get to my dream.
Furthermore, being part of a pioneering company which invented global airport hospitality through our visionary founder and CEO Mr. Song Hoi-See offers an exciting journey beyond any standard hospitality company. The mission of making travel better is delivered every single day through our 6,000 employees worldwide.
2. Travel and tourism remain a key economic sector for Hong Kong and China. What do you see as the key ways that HR professionals can help ensure that this industry attracts the best talent? What qualities do you think are needed from those who want to work in travel & tourism?
Let me break up the answers to those questions. To succeed in the war for talent, I believe we need to focus on four areas: employer branding, competitive compensation and benefits, collaboration with educational institutions and an emphasis on diversity and inclusion.
Diving into the details: PPG is a leader in the travel and tourism industry, which is dynamic, exciting and culturally enriching. We offer all kinds of career growth opportunities, and with a presence in more than 150 countries and 600 international and international airports, we also offer global exposure and the potential for personal development.
Clearly, we need to be competitive in pay and benefits as well. Our HR team globally monitors market data constantly, and our added plus is having global mobility which can greatly accelerate careers.
We take on internships each summer at our PPG headquarters in Hong Kong and other locations. For over four years, PPG has been collaborating with The New York Times on its NYT InEducation program, an ESG initiative that provides university students access to world-class learning materials in Malaysia and India. With a workforce of over 6,000 from more than 80 nationalities, it’s no surprise that PPG is a champion of diversity and inclusion. We need to look like our customer base, which is global and diverse, as we serve 20 million guests annually.
About the qualities PPG looks for in hires – besides the obvious qualifications for the roles, it’s important that those who join us value customer service excellence. They need to have a customer-centric approach, communicate effectively and solve problems efficiently. Every single employee is a brand ambassador for PPG, so we need to get this right.
Our hires should also be excited about travel and hospitality, which can involve long hours, flexibility and the willingness to be on duty when the rest of the world may be on holiday! Think about peak travel times like Lunar New Year, Christmas and New Year. That’s when many of our employees are at work, to make sure that our customers are having a seamless and joyful travel experience.
3. PPG is a global company, with more than 6,000 employees from all corners of the world, representing diverse cultures, and languages. How does PPG’s HR team keep employees well-trained, engaged and retained?
For a company in a fast-paced industry like ours, we are always thinking about how we hang onto our best talent. And fortunately, we have quite a number of employees who have been with us from our earliest days. One of my priorities when joining PPG was to examine career progression paths for various types of roles, build mentorship for new joiners, and develop mobility through our training programs. The next stage will be implementing a global recognition programme tailored to cultural preferences.
One of PPG’s core business pillars is technology, and our HR team leans into using tech and analytics to Technology & Analytics. We’re currently building our HR analytics architecture to support the business in decision-making. This will enable us to monitor global trends in engagement, training, and retention.
PPG is very fortunate to have a dynamic, experienced leadership team who are visionary and lead by example. Leadership involvement with our workforce is critical. And it doesn’t stop with the executive team at our Hong Kong headquarters – we are consistently engaging regional leaders in HR decision-making, and encouraging senior leaders to engage globally through virtual and in-person interactions. When leaders visit other offices, we make sure that they have an opportunity to connect with colleagues they may have never met in person but have met during video calls.
Employee engagement is synonymous with oxygen and we continuously do the “breathwork” since I believe this is extremely vital. PPG has internal newsletters and we host town halls across regions. Leaders will leverage social media to post updates on the latest developments, such as new openings of our lounges or new partnerships. We also celebrate local cultural events and host virtual team-building activities.
4. You’ve enjoyed a lot of success in your career. What was the best piece of career advice that you received? What would you tell your PPG colleagues to embrace in every guest encounter?
For me, it’s to embrace lifelong learning and adaptability – the world is constantly changing, and the skills that are relevant today may become obsolete tomorrow. I would encourage my colleagues to stay curious, continuously seek knowledge and adapt to new trends and technologies in their field.
We must have a customer-centric approach. Every interaction should aim to exceed customer expectations. In an industry where people are often stressed or in a hurry, offering a friendly, empathetic, and efficient service can make a significant impact. Personalisation is also important – understanding and anticipating the needs of different travelers. Small gestures, like remembering a guest’s name or preferences can create memorable experiences.
Now that I can access the “backstage” of an airport with PPG, I’m impressed by how much teamwork and collaboration it takes to deliver airport hospitality services. This involves effective communication among diverse teams. Those who succeed at PPG would be individuals who prioritise a willingness to help and learn from their colleagues and can respond in our fast-paced settings.
Underlining all of this, I would say that having a positive attitude is key to doing well at PPG, or in fact, most companies. Delivering hospitality in an airport is very different from operating a hotel, restaurant or airline, although PPG does the first two within airports! The airport, with its many processes and emphasis on security, can be a stressful place for travellers and employees. Maintaining a positive, calm and professional demeanour, even in a challenging situation, can make a big difference.
1. You’ve recently joined PPG as the new CHRO; what excited you most about joining PPG?
Having worked in various industries dealing with frontline employees for many years, this is my first time in the airport hospitality industry. My dream had always been to become an airline pilot when I was young, but that idea had gone down the drain due to my eyesight not being up to standard and there was no Lasik technology back in the olden days to correct it! So, I guess working in the airport hospitality industry is the closest I can get to my dream.
Furthermore, being part of a pioneering company which invented global airport hospitality through our visionary founder and CEO Mr. Song Hoi-See offers an exciting journey beyond any standard hospitality company. The mission of making travel better is delivered every single day through our 6,000 employees worldwide.
2. Travel and tourism remain a key economic sector for Hong Kong and China. What do you see as the key ways that HR professionals can help ensure that this industry attracts the best talent? What qualities do you think are needed from those who want to work in travel & tourism?
Let me break up the answers to those questions. To succeed in the war for talent, I believe we need to focus on four areas: employer branding, competitive compensation and benefits, collaboration with educational institutions and an emphasis on diversity and inclusion.
Diving into the details: PPG is a leader in the travel and tourism industry, which is dynamic, exciting and culturally enriching. We offer all kinds of career growth opportunities, and with a presence in more than 150 countries and 600 international and international airports, we also offer global exposure and the potential for personal development.
Clearly, we need to be competitive in pay and benefits as well. Our HR team globally monitors market data constantly, and our added plus is having global mobility which can greatly accelerate careers.
We take on internships each summer at our PPG headquarters in Hong Kong and other locations. For over four years, PPG has been collaborating with The New York Times on its NYT InEducation program, an ESG initiative that provides university students access to world-class learning materials in Malaysia and India. With a workforce of over 6,000 from more than 80 nationalities, it’s no surprise that PPG is a champion of diversity and inclusion. We need to look like our customer base, which is global and diverse, as we serve 20 million guests annually.
About the qualities PPG looks for in hires – besides the obvious qualifications for the roles, it’s important that those who join us value customer service excellence. They need to have a customer-centric approach, communicate effectively and solve problems efficiently. Every single employee is a brand ambassador for PPG, so we need to get this right.
Our hires should also be excited about travel and hospitality, which can involve long hours, flexibility and the willingness to be on duty when the rest of the world may be on holiday! Think about peak travel times like Lunar New Year, Christmas and New Year. That’s when many of our employees are at work, to make sure that our customers are having a seamless and joyful travel experience.
3. PPG is a global company, with more than 6,000 employees from all corners of the world, representing diverse cultures, and languages. How does PPG’s HR team keep employees well-trained, engaged and retained?
For a company in a fast-paced industry like ours, we are always thinking about how we hang onto our best talent. And fortunately, we have quite a number of employees who have been with us from our earliest days. One of my priorities when joining PPG was to examine career progression paths for various types of roles, build mentorship for new joiners, and develop mobility through our training programs. The next stage will be implementing a global recognition programme tailored to cultural preferences.
One of PPG’s core business pillars is technology, and our HR team leans into using tech and analytics to Technology & Analytics. We’re currently building our HR analytics architecture to support the business in decision-making. This will enable us to monitor global trends in engagement, training, and retention.
PPG is very fortunate to have a dynamic, experienced leadership team who are visionary and lead by example. Leadership involvement with our workforce is critical. And it doesn’t stop with the executive team at our Hong Kong headquarters – we are consistently engaging regional leaders in HR decision-making, and encouraging senior leaders to engage globally through virtual and in-person interactions. When leaders visit other offices, we make sure that they have an opportunity to connect with colleagues they may have never met in person but have met during video calls.
Employee engagement is synonymous with oxygen and we continuously do the “breathwork” since I believe this is extremely vital. PPG has internal newsletters and we host town halls across regions. Leaders will leverage social media to post updates on the latest developments, such as new openings of our lounges or new partnerships. We also celebrate local cultural events and host virtual team-building activities.
4. You’ve enjoyed a lot of success in your career. What was the best piece of career advice that you received? What would you tell your PPG colleagues to embrace in every guest encounter?
For me, it’s to embrace lifelong learning and adaptability – the world is constantly changing, and the skills that are relevant today may become obsolete tomorrow. I would encourage my colleagues to stay curious, continuously seek knowledge and adapt to new trends and technologies in their field.
We must have a customer-centric approach. Every interaction should aim to exceed customer expectations. In an industry where people are often stressed or in a hurry, offering a friendly, empathetic, and efficient service can make a significant impact. Personalisation is also important – understanding and anticipating the needs of different travelers. Small gestures, like remembering a guest’s name or preferences can create memorable experiences.
Now that I can access the “backstage” of an airport with PPG, I’m impressed by how much teamwork and collaboration it takes to deliver airport hospitality services. This involves effective communication among diverse teams. Those who succeed at PPG would be individuals who prioritise a willingness to help and learn from their colleagues and can respond in our fast-paced settings.
Underlining all of this, I would say that having a positive attitude is key to doing well at PPG, or in fact, most companies. Delivering hospitality in an airport is very different from operating a hotel, restaurant or airline, although PPG does the first two within airports! The airport, with its many processes and emphasis on security, can be a stressful place for travellers and employees. Maintaining a positive, calm and professional demeanour, even in a challenging situation, can make a big difference.
1. You’ve recently joined PPG as the new CHRO; what excited you most about joining PPG?
Having worked in various industries dealing with frontline employees for many years, this is my first time in the airport hospitality industry. My dream had always been to become an airline pilot when I was young, but that idea had gone down the drain due to my eyesight not being up to standard and there was no Lasik technology back in the olden days to correct it! So, I guess working in the airport hospitality industry is the closest I can get to my dream.
Furthermore, being part of a pioneering company which invented global airport hospitality through our visionary founder and CEO Mr. Song Hoi-See offers an exciting journey beyond any standard hospitality company. The mission of making travel better is delivered every single day through our 6,000 employees worldwide.
2. Travel and tourism remain a key economic sector for Hong Kong and China. What do you see as the key ways that HR professionals can help ensure that this industry attracts the best talent? What qualities do you think are needed from those who want to work in travel & tourism?
Let me break up the answers to those questions. To succeed in the war for talent, I believe we need to focus on four areas: employer branding, competitive compensation and benefits, collaboration with educational institutions and an emphasis on diversity and inclusion.
Diving into the details: PPG is a leader in the travel and tourism industry, which is dynamic, exciting and culturally enriching. We offer all kinds of career growth opportunities, and with a presence in more than 150 countries and 600 international and international airports, we also offer global exposure and the potential for personal development.
Clearly, we need to be competitive in pay and benefits as well. Our HR team globally monitors market data constantly, and our added plus is having global mobility which can greatly accelerate careers.
We take on internships each summer at our PPG headquarters in Hong Kong and other locations. For over four years, PPG has been collaborating with The New York Times on its NYT InEducation program, an ESG initiative that provides university students access to world-class learning materials in Malaysia and India. With a workforce of over 6,000 from more than 80 nationalities, it’s no surprise that PPG is a champion of diversity and inclusion. We need to look like our customer base, which is global and diverse, as we serve 20 million guests annually.
About the qualities PPG looks for in hires – besides the obvious qualifications for the roles, it’s important that those who join us value customer service excellence. They need to have a customer-centric approach, communicate effectively and solve problems efficiently. Every single employee is a brand ambassador for PPG, so we need to get this right.
Our hires should also be excited about travel and hospitality, which can involve long hours, flexibility and the willingness to be on duty when the rest of the world may be on holiday! Think about peak travel times like Lunar New Year, Christmas and New Year. That’s when many of our employees are at work, to make sure that our customers are having a seamless and joyful travel experience.
3. PPG is a global company, with more than 6,000 employees from all corners of the world, representing diverse cultures, and languages. How does PPG’s HR team keep employees well-trained, engaged and retained?
For a company in a fast-paced industry like ours, we are always thinking about how we hang onto our best talent. And fortunately, we have quite a number of employees who have been with us from our earliest days. One of my priorities when joining PPG was to examine career progression paths for various types of roles, build mentorship for new joiners, and develop mobility through our training programs. The next stage will be implementing a global recognition programme tailored to cultural preferences.
One of PPG’s core business pillars is technology, and our HR team leans into using tech and analytics to Technology & Analytics. We’re currently building our HR analytics architecture to support the business in decision-making. This will enable us to monitor global trends in engagement, training, and retention.
PPG is very fortunate to have a dynamic, experienced leadership team who are visionary and lead by example. Leadership involvement with our workforce is critical. And it doesn’t stop with the executive team at our Hong Kong headquarters – we are consistently engaging regional leaders in HR decision-making, and encouraging senior leaders to engage globally through virtual and in-person interactions. When leaders visit other offices, we make sure that they have an opportunity to connect with colleagues they may have never met in person but have met during video calls.
Employee engagement is synonymous with oxygen and we continuously do the “breathwork” since I believe this is extremely vital. PPG has internal newsletters and we host town halls across regions. Leaders will leverage social media to post updates on the latest developments, such as new openings of our lounges or new partnerships. We also celebrate local cultural events and host virtual team-building activities.
4. You’ve enjoyed a lot of success in your career. What was the best piece of career advice that you received? What would you tell your PPG colleagues to embrace in every guest encounter?
For me, it’s to embrace lifelong learning and adaptability – the world is constantly changing, and the skills that are relevant today may become obsolete tomorrow. I would encourage my colleagues to stay curious, continuously seek knowledge and adapt to new trends and technologies in their field.
We must have a customer-centric approach. Every interaction should aim to exceed customer expectations. In an industry where people are often stressed or in a hurry, offering a friendly, empathetic, and efficient service can make a significant impact. Personalisation is also important – understanding and anticipating the needs of different travelers. Small gestures, like remembering a guest’s name or preferences can create memorable experiences.
Now that I can access the “backstage” of an airport with PPG, I’m impressed by how much teamwork and collaboration it takes to deliver airport hospitality services. This involves effective communication among diverse teams. Those who succeed at PPG would be individuals who prioritise a willingness to help and learn from their colleagues and can respond in our fast-paced settings.
Underlining all of this, I would say that having a positive attitude is key to doing well at PPG, or in fact, most companies. Delivering hospitality in an airport is very different from operating a hotel, restaurant or airline, although PPG does the first two within airports! The airport, with its many processes and emphasis on security, can be a stressful place for travellers and employees. Maintaining a positive, calm and professional demeanour, even in a challenging situation, can make a big difference.
