Hospitality leaders explore strategies to accelerate the commercialisation of sustainability

Hospitality Leaders Explore Strategies To Accelerate The Commercialisation Of Sustainability

Association members and industry guests identify practical steps to take action now, from energy saving measures and new approaches to management to adopting all-inclusive training and innovative technology that engages all stakeholders

Strategies to accelerate the commercialisation of sustainability in the hospitality sector were intensely debated by industry leaders at the HSMAI Europe Fall Curate, held on November 7th at The Chesterfield Mayfair Hotel in London.

Association members and industry guests from fields spanning commercial strategy, sustainability, corporate communications, technology, and education gathered to discuss immediate, actionable steps for industry wide change.

The discussions focused on mobilising sustainability efforts at the hotel, corporate, and industry levels, tackling obstacles to change, and fostering a culture where every stakeholder is aligned toward a shared vision. While the commercial benefits were clear – such as reducing costs by optimising energy, water, and waste management – the conversations extended beyond the bottom line.

Leaders also emphasised the broader impact of a holistic approach to sustainability, including the influence on brand reputation among investors, staff, and guests, and the importance of top-down behavioural change, comprehensive training, and incentives. Innovation and technology were highlighted as critical tools in achieving these goals.

Beyond commercial gains, a sense of purpose was championed, with calls for hospitality to lead by example, setting a standard for governments and other sectors. Rather than contributing to challenges like carbon emissions and over-tourism, the industry can actively become part of the solution, supporting communities, safeguarding environments, and enhancing places to live and visit. The long-term gain is a future-fit industry, because sustainable hospitality is the only path to long-term commercial viability.

HSMAI Europe leaders forge a path ahead

After the insightful presentations and discussions led by Curate’s three thought leaders, HSMAI Europe members broke into four groups to delve into the challenges and opportunities surrounding the topics raised. Each group presented their findings and the entire group then voted on the top three issues for deeper exploration, selecting: leadershipbrand reputation, and technology and innovation. A common thread among these was the crucial role of training and education.

With these priorities in mind, members brainstormed actionable steps they could implement within their departments, companies, and across the industry, focusing on practical changes with minimal resistance. They also examined ways in which HSMAI Europe could support their efforts.

Here are the key takeaways from these discussions:

1. Leadership

Leadership as a driver: Effective leadership – from associations to hotel management – is essential for advancing sustainability in hospitality. Members stressed that behaviour change among decision-makers, supported by training and education, will influence sustainability efforts throughout the workforce.

Incentivising sustainability: Linking sustainability performance to incentives, as seen at Strawberry Hotels (Formerly Nordic Hotels)–which links management bonuses to sustainability targets – was highlighted as impactful. Members recommended embedding sustainability and ESG metrics into KPIs across departments and roles, with additional incentives for employees who exceed targets. Tools like the d2o Go Green Index offer visual dashboards that show staff the impact of their efforts.

Transparency with guests: Demonstrating commitment through transparent reporting, such as publishing sustainability results online for guests, helps build trust. Rewards for eco-friendly behaviours can also be extended to guests through loyalty programmes.

Embedding sustainability in roles: Members suggested incorporating sustainability responsibilities into job descriptions, especially for commercial roles like finance and revenue management, so these functions understand the financial and commercial impact of sustainability.

Aligning goals in Hotel Management Agreements: Ensuring that sustainability targets align with operational and financial objectives within Hotel Management Agreements was also recommended for consistent commitment to sustainable growth.

2. Brand reputation and sustainability

Protecting brand reputation: A strong brand reputation is essential to commercial success, helping companies become preferred choices for guests, employees, investors, and partners. Poor perception due to sustainability shortcomings can damage the industry’s image, highlighting the need for effective storytelling across all levels.

Unified, transparent messaging: Clear, uniform messaging is crucial, especially for sales and marketing teams, to communicate sustainability efforts authentically. As one example of the impact of action or inaction, online travel agencies (OTAs) are now prioritising hotels with sustainability credentials and properties meeting these standards are gaining visibility and credibility in search rankings.

Building trust through storytelling: By focusing on issues that resonate with stakeholders (financial institutions, investors, business partners, staff and guests), and positioning themselves as part of the solution to global challenges (rather than part of the problem), hotels can build lasting trust and appeal. This approach strengthens brand loyalty, aligns with the growing demand for responsible, transparent brands, and essentially, secures the long-term commercial viability of hotels.

3. Technology and Innovation

Learning from best practices: Success stories from industry leaders, such as d2o clients and Sundvolden Hotel, show how technology can drive sustainability. Piloting new ideas on a small scale and developing a business case before scaling helps build confidence and improve outcomes.

Scalable solutions in F&B: Effective innovation in food waste management, guest profiling, and menu planning connects sustainability with revenue management. Starting with small changes, hotels can refine strategies and then scale them, ensuring efficiency without delays.

Collaboration and data sharing: Working together within the industry to share best practices and data strengthens collective progress toward sustainability goals. Using engaging, user-friendly technology, from energy management systems to training platforms, promotes active participation and avoids inaction.

Role-specific training for impact: Tailoring sustainability training to job functions maximises the effectiveness of new tools and technologies. Engaging students and hospitality schools in brainstorming and implementing innovative solutions can also drive fresh, scalable ideas in sustainability.

Originally published in: HSMAI Europe

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