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REPUBLICA PRESS
Your Business & Political News Source

Hotels and Travel Lodgings

British Restaurants Are Battling a Staff Crisis, Worsened by Brexit

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The problem is not just Britain’s stricter immigration rules. Other workers, in Britain and elsewhere, have left the hospitality industry looking for more stable employment, said Kate Shoesmith, the deputy chief executive of the Recruitment & Employment Confederation, which represents recruitment companies and agencies.

Restaurant and hotel workers, who can’t work from home, have been scarred by unexpected changes in lockdown rules that have pulled them in and out of work at short notice. Despite the success of Britain’s vaccination program, the delta coronavirus variant is threatening to delay the full lifting of social distancing restrictions in England later this month.

Some people “are not confident there won’t be another lockdown,” Ms. Shoesmith said.

Many workers have moved on to less strenuous jobs that don’t require such late nights and long shifts, such as in call centers or in retail or other customer service roles. Adecco, a large recruitment agency, sent out a request to tens of thousands of job seekers to gauge their interest in working in hospitality. Just 1 percent responded.

Ms. Shoesmith said recruiters expected some European Union nationals to eventually return to Britain to work, “but the vast majority won’t; that’s the anticipation.”

To help fill the gap, there is a broad sentiment that the industry must make hospitality an appealing career for Britons, one worth aspiring to, with training and opportunities for promotion. For now, though, this work is often considered just “a job you do in between other things,” as Ms. Shoesmith put it.

UKHospitality has teamed up with work coaches in government job centers. It wants them to promote hospitality as a “career of choice” and think beyond entry-level or front-of-house positions.

Until then, the shortage of workers is a drag on countless businesses.

In more than three decades in the industry, said John Crompton, the director at Hillbrooke Hotels, he had never known a staff shortage like this. The company, which has four “quirky luxury” hotels and inns in eastern and southern England, needs to hire at least 50 people.

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Cable-Car Tragedy Shakes a Town Already Wounded by the Pandemic

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STRESA, Italy — The sun shone brightly Sunday on Lago Maggiore, a spectacular alpine lake that traverses the Italian-Swiss border. Fabrizio Bertoletti, the owner of a small hotel with a restaurant perched atop Mottarone mountain, was feeling upbeat.

After months of off-and-on coronavirus restrictions, restaurants and hotels here were finally starting to open. Indoor dining is still banned but, he said, “it was a beautiful day and people weren’t going to complain even if they had to eat outside.”

On a terrace with breathtaking views of the lake and the mountains that cradle it, Mr. Bertoletti’s restaurant can seat about 70, and it was completely booked. The hotel and restaurant, aptly named “Eden,” sit just a few feet from the upper station of a cable car that links the summit to the lakeside town of Stresa, a popular vacation destination almost 5,000 feet below.

“We were feeling relieved, there was a sense of re-beginning. And then … ” Mr. Bertoletti’s voice trailed off.

a cable car carrying 15 passengers plunged to the ground. All but one died. The sole survivor, 5-year-old Eitan Biran, lost both of his parents, his 2-year-old brother and two great-grandparents.

“All the seasons of life were in that cabin,” said the Reverend Gian Luca Villa, Stresa’s parish priest.

It is an incomprehensible loss for the victims’ families, but people here cannot help noting that it is also another in a series of blows, stretching back more than a year, for a tourism-dependent area that has suffered greatly from the pandemic.

Borromeo family, and an annual music festival in the fall.

The lake, more than 30 miles long, lies on the boundary between the regions of Piedmont and Lombardy, making it a favorite getaway for people from Milan and Turin, and it also draws many foreigners. The tourist season normally begins at Easter and lasts well into autumn, luring visitors with mild temperatures and colors of leaf-turning brilliance.

But last year, in March and April, Lombardy became the first part of Europe to be hit in full force by the new virus, which killed tens of thousands of people here.

The pandemic put a halt to most vacation plans, and several hotels around the lake never opened their doors. Proximity to Switzerland, which had less stringent coronavirus rules, penalized towns on the Italian side, said Gian Maria Vincenzi, the president of the local hoteliers’ association.

The cable car accident “is a tragedy within the tragedy of Covid, which nearly wiped out work,” he said.

Antonio Zacchera, whose family owns four hotels on Lago Maggiore, said that last year, two remained shuttered.

“About a quarter of our clients are Americans, and the fact that we were dependent on foreigners used to be an advantage,” he said. But with pandemic-induced travel restrictions, “it was a disadvantage this round.”

Like other hoteliers in the area, Mr. Zacchera made rooms available to the families of the cable-car victims. “Our first thoughts are with them,” he said.

The cable car was popular with tourists, but also with locals, who would ride to the top to get to the ski schools in winter, or just for the view. “You never thought anything bad could happen, until it does, and it’s a disaster,” said Alberto De Martini, the owner of the Enoteca Da Giannino in Stresa’s central square, as he sanitized his restaurant’s tables and chairs.

On Monday, the city commemorated the dead, ringing bells and shuttering stores for 14 minutes, one for each victim. Massimo Colla, the owner of the wine bar and bistro Al Buscion, said he kept it closed for the entire day. “When tragedy happens close to home, you feel it intensely,” he said. “It’s going to take time for the city to get over this.”

Father Villa, the priest, said that he had gathered the faithful in prayer soon after the crash and held other services on Monday. With the city, he has planned a commemorative mass on Wednesday, for the emergency workers and others who combed the mountainside searching, mostly in vain, for survivors among the dead. He said that 14 candles would be lit during the service and the victims would be named and remembered, one by one.

Marcella Severino, Stresa’s mayor of just eight months, said she was looking for a permanent way to commemorate the victims. “May 23 will be our September 11,” she said in an emotional interview in her office.

“Though citizens were in shock,” she said that locals had stepped up as best they could. Civil protection volunteers immediately arrived on the scene, along with the emergency workers. Hotel owners took in victims’ families, taxi drivers transported people without charge and local health authorities had provided psychologists.

“People come to Stresa because they feel safe,” Ms. Severino said — the town is small and tight-knit, with little crime. “Obviously, for the families of the victims, Stresa will become a nefarious name,” she said. “But I hope that they will remember how the city tried to be close to them.”

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Italian Cable Car Tragedy Shakes a Town Already Wounded by the Pandemic

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STRESA, Italy — The sun shone brightly Sunday on Lago Maggiore, a spectacular alpine lake that traverses the Italian-Swiss border. Fabrizio Bertoletti, the owner of a small hotel with a restaurant perched atop Mottarone mountain, was feeling upbeat.

After months of off-and-on coronavirus restrictions, restaurants and hotels here were finally starting to open. Indoor dining is still banned but, he said, “it was a beautiful day and people weren’t going to complain even if they had to eat outside.”

On a terrace with breathtaking views of the lake and the mountains that cradle it, Mr. Bertoletti’s restaurant can seat about 70, and it was completely booked. The hotel and restaurant, aptly named “Eden,” sit just a few feet from the upper station of a cable car that links the summit to the lakeside town of Stresa, a popular vacation destination almost 5,000 feet below.

“We were feeling relieved, there was a sense of re-beginning. And then … ” Mr. Bertoletti’s voice trailed off.

a cable car carrying 15 passengers plunged to the ground. All but one died. The sole survivor, 5-year-old Eitan Biran, lost both of his parents, his 2-year-old brother and two great-grandparents.

“All the seasons of life were in that cabin,” said the Reverend Gian Luca Villa, Stresa’s parish priest.

It is an incomprehensible loss for the victims’ families, but people here cannot help noting that it is also another in a series of blows, stretching back more than a year, for a tourism-dependent area that has suffered greatly from the pandemic.

Borromeo family, and an annual music festival in the fall.

The lake, more than 30 miles long, lies on the boundary between the regions of Piedmont and Lombardy, making it a favorite getaway for people from Milan and Turin, and it also draws many foreigners. The tourist season normally begins at Easter and lasts well into autumn, luring visitors with mild temperatures and colors of leaf-turning brilliance.

But last year, in March and April, Lombardy became the first part of Europe to be hit in full force by the new virus, which killed tens of thousands of people here.

The pandemic put a halt to most vacation plans, and several hotels around the lake never opened their doors. Proximity to Switzerland, which had less stringent coronavirus rules, penalized towns on the Italian side, said Gian Maria Vincenzi, the president of the local hoteliers’ association.

The cable car accident “is a tragedy within the tragedy of Covid, which nearly wiped out work,” he said.

Antonio Zacchera, whose family owns four hotels on Lago Maggiore, said that last year, two remained shuttered.

“About a quarter of our clients are Americans, and the fact that we were dependent on foreigners used to be an advantage,” he said. But with pandemic-induced travel restrictions, “it was a disadvantage this round.”

Like other hoteliers in the area, Mr. Zacchera made rooms available to the families of the cable-car victims. “Our first thoughts are with them,” he said.

The cable car was popular with tourists, but also with locals, who would ride to the top to get to the ski schools in winter, or just for the view. “You never thought anything bad could happen, until it does, and it’s a disaster,” said Alberto De Martini, the owner of the Enoteca Da Giannino in Stresa’s central square, as he sanitized his restaurant’s tables and chairs.

On Monday, the city commemorated the dead, ringing bells and shuttering stores for 14 minutes, one for each victim. Massimo Colla, the owner of the wine bar and bistro Al Buscion, said he kept it closed for the entire day. “When tragedy happens close to home, you feel it intensely,” he said. “It’s going to take time for the city to get over this.”

Father Villa, the priest, said that he had gathered the faithful in prayer soon after the crash and held other services on Monday. With the city, he has planned a commemorative mass on Wednesday, for the emergency workers and others who combed the mountainside searching, mostly in vain, for survivors among the dead. He said that 14 candles would be lit during the service and the victims would be named and remembered, one by one.

Marcella Severino, Stresa’s mayor of just eight months, said she was looking for a permanent way to commemorate the victims. “May 23 will be our September 11,” she said in an emotional interview in her office.

“Though citizens were in shock,” she said that locals had stepped up as best they could. Civil protection volunteers immediately arrived on the scene, along with the emergency workers. Hotel owners took in victims’ families, taxi drivers transported people without charge and local health authorities had provided psychologists.

“People come to Stresa because they feel safe,” Ms. Severino said — the town is small and tight-knit, with little crime. “Obviously, for the families of the victims, Stresa will become a nefarious name,” she said. “But I hope that they will remember how the city tried to be close to them.”

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6 Things You Should Know About Traveling to Europe This Summer

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By now, most of the large American-run chains have reverted to their pre-Covid cancellation policies for reservations made before a certain date (that has come and gone), and for travel through a certain date (that has come and gone). But some companies are still being flexible: Hilton has always had generous cancellation policies, and Four Seasons has been consistently easy about changes and cancellations during the pandemic.

Travel-industry insiders also have noticed flexibility among independent hoteliers.

“We’ve felt that small, family-run luxury properties are actually more nimble than some of the big hotel chains,” said Louisa Gehring, the owner of Gehring Travel, an affiliate of Brownell, a Virtuoso luxury travel agency. “Rather than lay off all their employees or point to an overarching corporate cancellation policy, they’ve had flexibility to keep the teams on, work with clients on a case-by-case basis and really step up to the plate.”

Policies vary by property, she added, but even some of the more rigid ones now include exceptions for Covid.

One thing to watch for is the credits-versus-refunds flash point: Even in cases when a hotel won’t swallow a deposit or prepayment outright, will you get a cash refund or will you be asked to rebook? Last year, Greece and Italy both passed laws allowing hotels and other travel companies to issue credits, rather than cash refunds, for canceled bookings. Although vaccines, the eagerness to travel and pandemic fatigue may make the idea of a credit less odious than it seemed last spring, always ask about policy specifics, including blackout and expiration dates.

The Palace of Versailles is open and President Emmanuel Macron is sipping espresso outside Parisian cafes, but nightclubs will remain closed even after France’s countrywide curfew ends in June. At restaurants and bars in Madrid, groups are capped at four people inside and six people outside. Germany and the Netherlands remain closed to American tourists.

“Clearly, we will not come back to ‘normal’ straight away, and travelers will have to be conscious of health measures and respect rules at the destination,” said Eduardo Santander, the executive director of the European Travel Commission, a Brussels-based nonprofit that represents the national tourism boards across the continent. “We all — destinations, businesses and guests — cannot let the guard down too soon both for our own health and for the safety of people around.”

In short, any trip to Europe this summer will come down to managing expectations.

“Save the ‘must check all the boxes’ trip to Europe for a bit later, once all new protocol kinks have smoothed out,” Ms. Gehring said. But you may still have an unforgettable experience regardless.

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As Restrictions Loosen, Families Travel Far and Spend Big

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Properties that cater to large-scale gatherings are feeling the windfall. At Woodloch, a Pennsylvania family resort in the Pocono Mountains, multigenerational travel has always been their bread and butter. But bookings for 2021 are already outpacing 2019, with 117 reservations currently on the books (2019 saw 162 bookings total). “Demand is stronger than it has ever been,” said Rory O’Fee, Woodloch’s director of marketing.

Salamander Hotels & Resorts, which has five properties in Florida, Virginia, South Carolina and Jamaica, has seen 506 family reunions already booked in 2021, accounting for $2.47 million in revenue. In the full calendar year of 2019, they saw only 368 events total, worth about $1.31 million. Club Med said that 16 percent of its 2021 bookings are multigenerational, compared with 3 percent in 2019.

Guided tours are also newly becoming more popular with families looking to reunite: Guy Young, president of Insight Vacations, launched several new small private group trips — which can be booked for as few as 12 people and include a private bus and travel director — after noting that extended families accounted for 20 percent of his business in March and April, compared to a prepandemic average of 8 percent. “Coming out of Covid, with families separated for many months, we saw a significant increase in demand for multigenerational family travel,” he said.

Mr. Belcher hopes his family’s reunion trip to Williamsburg, which will require a nearly nine-hour drive from his home in Livonia, Mich., will offer an opportunity to mend some of the tensions that have built up in the past year. Mr. Belcher and his wife, Stephanie, a financial educator, have been strict about mask-wearing for themselves and their children, who are 9, 5 and almost 6 months. Other family members have been more relaxed, which is one of the reasons they have spent so many months apart. “I am hoping to make some post-Covid memories, starting to hopefully put some of this behind us,” Mr. Belcher said, noting that all the adults attending the reunion will be vaccinated, and as long as there are no additional strangers in the room, they will allow their children to be unmasked, just like the adults, at indoor family events. “Before all of this happened, we were a very close family.”

Traveling together will also offer families a chance to reconnect offline after many months of Skype and screen time.

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Glimpses of a Deserted Soviet Mining Town, Preserved in the High Arctic

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Sergei Chernikov, my guide, had a bolt-action rifle slung over his shoulder — in case we came across any polar bears, he said, or in case they came across us.

We were standing at the rudimentary dock in Pyramiden, a ghost town on the Norwegian archipelago of Svalbard, in the High Arctic. I’d heard that in 1998 the Russian government had tricked the town’s 1,000 residents into taking a holiday on the mainland, only to close the mine and forbid them from returning. According to the rumor, it had been abandoned ever since, frozen in time at the top of the world. Was it true? I asked.

Sergei shook his head before I’d even finished my question.

Barentsburg, which is still functional, and Pyramiden, long since empty — are Russian settlements.

The presence of Russian settlements stems from the fact that the Svalbard Treaty granted signatories — including Russia — rights to Svalbard’s natural resources. Eventually, Trust Arktikugol, a Russian state-owned coal company, took ownership of both Pyramiden and Barentsburg.

Pyramiden would go on to outlast the Soviet Union, finally shuttering its doors over a series of months in 1998. In truth, the place had been in pretty steep decline for years. Accidents in the mine, financial turmoil in Russia and a 1996 charter plane crash that killed 141 people combined to seal its fate.

At over 78 degrees north, Pyramiden is a place of records and extremes. When the sun disappears below the horizon each fall in late October, it isn’t seen again until mid February of the following year. Conversely, in summer, the sunlight is unyielding for more than three months.

And yet, walking around with Sergei, I couldn’t help but sense that things had moved quickly in the end. Manuals sat open, bottles of vodka were left on windowsills. There were scattered journals, photographs of men with impressive mustaches, a typewriter — even an old basketball, burst at the seams.

Perhaps most poignant were the children’s toys, scattered among what was once a schoolhouse.

In its heyday, Pyramiden provided its 1,000 residents with urban facilities and a high standard of living. The town’s offerings included a school, a library, an ice hockey rink, a sports hall, dance and music studios, a radio station, a cinema that doubled as a theater and a cemetery for cats.

If something exists in Pyramiden, then it is very probably the northernmost example in the world. (The settlement is around 500 miles farther north than Utqiargvik, Alaska, the northernmost community in the United States.)

The old cultural center houses what’s likely the northernmost grand piano and gymnasium. Nearby, Sergei and I walked around inside the long-emptied swimming pool — once heated, and the envy of the residents of Longyearbyen, the much larger Norwegian settlement to the south.

On a plinth outside that remarkable building stands an enormous statue of Lenin, his cold head sternly surveying the town, the sole remaining witness to the emptying of Pyramiden.

There’s real beauty here, too: the shimmering fur of a family of arctic foxes living under the hotel; sapphire blues laser-beaming out of the nearby Nordenskiold Glacier; low sun catching cracked windows in the canteen, kaleidoscopic light dancing on the floor; sunrise and sunset washing that extraordinary mountaintop in pinks and golds.

While much of the town now lies dormant, very slowly decaying, the Pyramiden Hotel — likely the northernmost in the world, of course — and the cultural center have been revived in recent years.

These are the only buildings in town that are still regularly used. While shifting permafrost has warped some of the wooden buildings, their sturdy structures stand firm.

It’s in the hotel that a small community of Russians and Ukrainians live and work, welcoming day trippers and adventurous travelers looking to spend the night.

During my visit, Dina Balkarova worked the bar. “Normally I live in Barentsburg,” she said. “But in Russia I don’t work in bars — I’m really an opera singer.” She told me that when she had time to herself, she’d ask one of the armed residents (no one can be without a gun this deep in polar bear country) to accompany her down to old oil drums by the dock. There, she’d test out her voice against the rusting metal.

This was the sort of eccentricity I’d hoped to find when, cruising around Svalbard earlier that summer, I’d first heard about Pyramiden. If anything, though, the place was less strange than I had imagined — the people were warm and proud of the town’s history, as they might be anywhere else in the world.

The few Russians and Ukrainians who have returned in recent years don’t dream of reviving Pyramiden as a functioning town. Instead, they told me, they’re hoping to preserve its heritage, which had so nearly been lost.

The buildings, they say, may be cold and lifeless, but at least they aren’t entirely abandoned.

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The Gateses’ Public Split Spotlights a Secretive Fortune

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The fortune of Bill Gates and Melinda French Gates exceeds the size of Morocco’s annual economy, combines the value of Ford, Twitter and Marriott International and is triple the endowment of Harvard. While few know how their wealth will be divided in the divorce, one thing is clear: breaking it up can’t be easy.

Mr. Gates built one of the great fortunes in human history when he founded Microsoft in 1975 with Paul Allen. The Gateses’ net worth is estimated to be more than $124 billion, and includes assets as varied as trophy real estate, public company stocks and rare artifacts.

There’s a big stake in the luxury Four Seasons hotel chain. There are hundreds of thousands of acres of farmland and ranch land, including Buffalo Bill’s historic Wyoming ranch. There are billions of dollars’ worth of shares in companies like AutoNation and Waste Management. There’s a beachfront mansion in Southern California. And one of Leonardo da Vinci’s notebooks.

“The amount of money and the diversity of assets that are involved in this divorce boggles the imagination,” said David Aronson, a lawyer who has represented wealthy clients in divorce cases. “There have rarely been cases that are even close to this in size.”

2019 divorce between the Amazon founder Jeff Bezos and his now ex-wife, the novelist and philanthropist MacKenzie Scott, was bigger. Mr. Bezos had an estimated fortune of $137 billion, though mostly in Amazon stock, and Ms. Scott kept 4 percent of Amazon’s shares, worth $36 billion at the time.

But Mr. Gates has for decades been diversifying his holdings; he owns just 1.3 percent of Microsoft. Instead, his stock portfolio includes stakes in dozens of publicly traded companies. He is the largest private owner of farmland in the country, according to The Land Report. In addition to the Four Seasons, he has stakes in other luxury hotels and a company that caters to private jet owners. His real estate portfolio includes one of the largest houses in the country and several equestrian facilities. He owns stakes in a clean energy investment fund and a nuclear energy start-up.

Forbes, or $146 billion, according to the research firm Wealth-X. Including the Gates Foundation’s endowment and the Gates personal fortune, Cascade most likely oversees assets that put it on par or beyond some of the world’s biggest hedge funds in size.

Mr. Larson operates Cascade with an obsessive level of secrecy, going to great lengths to cloak the firm’s transactions so that they can’t easily be traced back to the Gateses. In a 1999 interview with Fortune magazine, Mr. Larson said he chose the name “Cascade” because it was a generic-sounding name in the Pacific Northwest.

that questions about the future of the Gates Foundation immediately arose following news of the divorce. The foundation directs billions to 135 countries to help fight poverty and disease. As of 2019, it had given away nearly $55 billion. (In 2006, Mr. Buffett pledged $31 billion of his fortune to the Gates Foundation, greatly increasing its grant making.)

Since he stepped down from day-to-day operations at Microsoft in 2008, Mr. Gates has devoted much of his time to the foundation. He also runs Gates Ventures, a firm that invests in companies working on climate change and other issues. Over the decades, Mr. Gates shed the image of a ruthless tech executive battling the United States government on antitrust to be viewed as a global do-gooder. And he appears to be keenly aware of the stark contrast between the scale of his wealth and his role as a philanthropist. “I’ve been disproportionately rewarded for the work I’ve done — while many others who work just as hard struggle to get by,” he acknowledged in a year-end blog post from 2019.

told The New York Times last year. “There’s just none.”

Matthew Goldstein contributed reporting.

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Wanted in France: Thousands of Workers as Hotels and Restaurants Reopen

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PARIS — For six months, Christophe Thiriet has been waiting for France’s grinding national lockdowns to be lifted so he can reopen his company’s restaurants and hotels in a picturesque corner of eastern France and recall the 150 employees who were furloughed months ago.

But when he asked them to return for a reopening in mid-May, he faced an unexpected headache: At least 30 said they wouldn’t be coming back, leaving him scrambling to hire new workers just as he needed to swing into action.

“When you close things for so long, people think twice about whether they want to stay,” said Mr. Thiriet, a co-manager of the Heintz Group, which owns 11 hotels and three restaurants around the riverside city of Metz, near the border with Luxembourg.

Restaurants and hotels across the country are facing the same problem. After months on furlough, workers in droves are deciding not to return to jobs in the hospitality industry. It’s a particular concern in France, which typically tops the list of the world’s most visited countries.

lost revenue since last year.

“We know we’re going to have customers again this summer — that’s not the problem,” said Yann France, the owner of La Flambée, a restaurant in the popular northern seaside city of Deauville. “The concern is that we won’t have an adequate work force at a time when we need to make up for a huge loss in sales.”

make ends meet, could eventually fill any shortfall.

NT Hotel Gallery group, which owns five hotels and three restaurants around Toulouse. “Will things stay open, or could there be another shutdown because of a new virus?”

For those already facing signs of a labor squeeze, it’s now clear that a generous state-subsidized furlough scheme intended to help French employers keep staff on standby has also created unexpected downsides. In the half year in which hospitality employees received 85 percent of their salaries to stay home, many have had ample time to re-evaluate their futures.

“Many people are deciding they have other things to do than continue in a profession where nothing has been happening,” said Mr. Thiriet, who is also a representative of France’s biggest hospitality trade organization, UMIH, the Union of Hospitality Trades and Industries. He added that thousands of other employers in the organization have reported the same recruiting difficulties.

Catherine Praturlon is among those who decided to shift gears completely during the pandemic. A manager of a hotel in the Moselle region of eastern France for nearly 30 years, she had thought of doing something different but never made the leap.

When the government shuttered hotels on and off for months, and travelers slowed to a trickle, the job became boring, she said. “You had no perspective on the future,” Mrs. Praturlon said.

Instead of returning from furlough, she recently quit her job and took one in a different industry. (She said a confidentiality agreement prevented her from naming the field.) “The pandemic lit a fire under me to make that change,” she said.

announced this past week by President Emmanuel Macron.

imminent lifting of a yearlong ban on all but the most essential travel from the United States to the European Union, just in time for summer vacation, will draw back free-spending Americans after a long absence.

Breakfast in America, a popular pancake restaurant in Paris, said the furlough schemes, while essential to the restaurant’s survival, had paradoxically put some of his higher-paid workers at a disadvantage.

While waitstaff earning France’s monthly minimum wage of €1,539 get their full pretax salary under the furlough program, cooks and managers, who earn more, took about a 15 percent pay cut to stay home until the pancake house reopens.

For one manager, a single father with two children, the reduced pay means “he’s really struggling,” Mr. Carlson said.

At Mr. Thiriet’s restaurants and hotels in Metz, the 30 unexpected job vacancies are not yet debilitating, since restaurant reopenings will come in stages and tourism and bookings at hotels are not likely to return to prepandemic levels quickly.

Still, he said, it’s a challenge to replace employees with years and even decades of experience who decided during the pandemic that the work was no longer what they wanted.

“At first people said this is nice, one or two months relaxing at home,” Mr. Thiriet said. “Now, there’s a lack of long-term visibility about this industry, and some people are not so sure they want to be in it.”

He is working with other hotel and restaurant owners in the area to create retraining programs, in hopes of luring new candidates.

Mr. France said he and local restaurant and hotel owners were also working with unemployment offices in hopes of securing applicants in need of seasonal work to be ready for the anticipated crowds.

“We’ll try to limit the damage that’s been done to our business,” Mr. France added.

“But if we don’t have workers, it will be really hard.”

Gaëlle Fournier contributed reporting.

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How to Travel More Sustainably

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“Certification can be a tool in the toolbox, but don’t be limited by that,” Dr. Miller said. “It’s about choices, and travelers do have the choice.”

Susanne Etti, the environmental impact specialist at Intrepid Travel, a global tour operator based in Australia, had other tips for travelers. She said they could start by checking the list of the more than 230 travel organizations that have joined the Tourism Declares initiative, members of which have pledged to publish a climate action plan and cut their carbon emissions.

Another reliable indicator, she said, is whether a company has been classified as a “B Corporation” — a rigorous sustainability standard that’s not limited to the tourism industry. Her company, Intrepid, has achieved the distinction, as have the apparel company Patagonia and ice cream maker Ben & Jerry’s. The B Corporation website lists some three dozen companies in the “travel and leisure” sector — from a paddle sports company in Hawaii to an Ecuadorean tour bus operator. A number of other tourism businesses are listed under “hospitality,” including Taos Ski Valley and Orlando-based Legacy Vacation Resorts.

Dr. Etti also shared some of the advice that she follows in her own travels. “When you fly, make it count,” she said, adding that, before the pandemic, when she would travel from her current home in Australia to her native Germany, she would do the long-haul flight, but then choose trains or other less-polluting ways to get around Europe, even when cheap short-haul flights were readily available.

Dr. Etti also recommended that travelers learn to slow down. “Stay in one location longer,” she said, “to really understand how life works in that community.”

Many travelers also need a shift in mind-set, said Dominique Callimanopulos, the head of Elevate Destinations, an international tour operator based in Massachusetts that has won a number of awards for its commitment to sustainability. People should learn to see their travels as an opportunity for exchange with a host community rather than a simple consumer transaction. Ms. Callimanopulos said that even her sustainability-inclined clientele rarely do their homework: She has received more questions about the availability of hair dryers than about the company’s environmental or social practices.

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5 Things to Know About Booking a Summer Rental

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“There are a lot of operators and owners who aren’t accustomed to being fully booked, and it can be tough to make sure they’re sorting out cleaning schedules and things like that,” said Jeremy Gall, a vacation-rentals industry veteran and the chief executive and founder of Breezeway, a property care and cleaning operations platform.

But, he added, “I think it’s all generally good news, especially in the context of the last 12 months. I don’t think there’s an owner, host or manager who would trade off the uncertainty that they felt this time last year for a fully booked summer.”

According to Transparent, a vacation-rentals data company, the countywide average nightly rate for Airbnb vacation rentals in July and August is expected to be around $220. Last year, it was $194; in 2019, it was $185.

At Evolve, a hospitality company that manages more than 14,000 short-term rentals around the United States, nightly rates are up 27 percent in July and 19 percent in August, over those same months in 2019.

“I’d be remiss to say that we didn’t raise our rates significantly,” said Jon Mayo, whose Airbnb in Palm Springs has more nights booked this summer than ever before, despite the sure-to-be-sweltering desert temperatures. “I’m renting at rates I wouldn’t have even dreamed of three years ago.”

Across the 1,000 vacation homes managed by Twiddy & Company, a hospitality and asset management firm in North Carolina’s Outer Banks, weekly summer rates have risen 8 percent since 2019, from $8,406 to $9,152. On StayMarquis, a luxury vacation-property management company, average rates in the Hamptons this summer — around $1,360 a night — are up 12 percent over 2019. Nightly rates across the 270 rentals managed by Hawai’i Life, a luxury brokerage and rental management company in Hawaii, are up 11 percent from 2019.

The elongated travel patterns that emerged last summer, from monthlong stays to four- and five-night “weekends,” are back in full force this year.

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