Critical Questions in Sustainability and Hospitality 1032111062, 9781032111063

Table of contents :
Cover
Half Title
Endorsements
Title Page
Copyright Page
Contents
Figures
Tables
Contributors
Preface
References
Organisation of the Book
PART I Global Sustainability Challenges Facing the Hospitality Industry
1 Climate Change
2 Biodiversity Loss
3 Water Scarcity
4 Human Rights Risks along the Supply Chain
5 Risk Management
PART II Operational Sustainability in Hospitality
6 Food Waste and Net Zero Ambitions
7 Food and Beverage Sustainability Criteria
8 Future of Food and Menu Design
9 From Wellness to Wellbeing
10 Balancing Health and Safety and Sustainability
11 Incentivising Guests to Save Resources
12 Charging Guests for Carbon Emissions
13 Sustainable Procurement and Product Certification
14 Zero Plastic in Hotels
15 Rewarding Employees for Sustainability Commitment
16 Attracting Talent through Sustainability
PART III Hospitality Strategies, Metrics and Stakeholder Participation
17 Green Teams and Unlocking Collective Intelligence
18 Supplier Relationship and Sustainability Standards
19 Return on Sustainability Investments
20 Key Metrics and Reporting Sustainability
21 Marketing Sustainability
22 Communicating Sustainability to Guests
23 Engaging Guests in the Sustainability Experience
24 Stakeholder Engagement and Regenerative Hospitality
25 Hotels and E-mobility
26 Incorporating Nature in Sustainable Hotel Design
27 The Greater Purpose of Hospitality
Acknowledgements
Introduction
How to Use this Book
Additional Note for Educators
Editors' Take
PART I Global Sustainability Challenges Facing the Hospitality Industry
PART II Hospitality Operational Sustainability
PART III Hospitality Strategies, Metrics and Stakeholder Participation
Part I: Global Sustainability Challenges Facing the Hospitality Industry
1. Climate Change: Leading question: A vicious circle? How does the hospitality industry impact the climate and how is it impacted by climate change?
Introduction: The great acceleration
How does the hospitality industry impact the climate?
How does climate change impact the hospitality industry?
Conclusion
References
2. Biodiversity Loss: Leading question: How does the hospitality industry impact and benefit from biodiversity?
Setting the scene: What are we talking about?
Threats to scale: Biodiversity erosion and others
How does the hospitality industry benefit from biodiversity?
What are the impacts, and which should be mitigated?
Planning phase
Building phase
Operational phase
References
3. Water Scarcity: Leading question: How does water scarcity affect hospitality operations and what can be done?
Introduction
Water scarcity
The problem with tourism
How does water scarcity impact tourism and hospitality?
What can be done?
Drinking water solutions
Wastewater and grey water treatment
Measuring to manage
Laundry
Smaller-scale actions
Bathrooms
Laundries
Kitchens/restaurants
Swimming pools
Landscaping and gardens
Behaviour of staff and tourists
Conclusion
References
4. Human Rights Risks along the Supply Chain: Leading question: How can hospitality address, prevent and mitigate human rights risks directly and along its supply chain?
Addressing human rights risks
Why is the hospitality industry vulnerable to human rights risks?
Labour-intensive industry
Complex hotel ownership structure
Complex procurement practices
Complex recruitment processes
Countries of operation
Hotel-guest relationship privacy
Why migrant workers are vulnerable to exploitation
Principles on Forced Labour
Five essential elements of ethical recruitment
1. Respect the rights of workers throughout the labour recruitment process
2. Adopt the Employer Pays Principle ()
3. Carry out human rights due diligence on business operations and supply chains
4. Respect workers' right to freedom of movement
5. Provide access to remedy
Mitigating human rights risks: How to get started
Developing policies
Carrying out due diligence
Measuring and reporting
Setting up grievance mechanisms and correcting unavoidable adverse human rights impacts
Joining forces
Case studies: Examples of multi-stakeholder cooperation between government, civil society and the hospitality sector
Case study 1: Promoting ethical recruitment in the hotel and tourism industry
Case study 2: Aligning Lenses Towards Ethical Recruitment: The recruitment and migration journey between the Philippines and the GCC countries
Useful resources
References
5. Risk Management: Leading question: How can the hospitality industry manage risks and build resilience towards pandemics, climate change and other threats?
Introduction
What is disaster risk and how can it be managed?
What is resilience?
Resilience in the hospitality sector
What unique challenges does the hotel industry face?
Pandemics and the hospitality industry
Climate change and the hospitality industry
Natural disasters and the hospitality sector
Terrorism and the hospitality sector
A Framework for Resilience and Sustainability in the hotel industry
Good (resilience) practices for hotels
Hotel industry response to the COVID-19 pandemic
Beyond COVID
Tackling climate change
Standards on disaster risk management and climate change adaptation
Software-supported resilience assessments
Conclusion - Hotels as key agents in disaster resilience
References
Part II: Operational Sustainability in Hospitality
6. Food Waste and Net Zero Ambitions: Leading question: What is the importance of food waste prevention for net zero ambitions?
Introduction
Key concepts in the climate, food and waste narrative
Climate change and greenhouse gas emission reporting
Defining food and food waste
Food, food waste and the concept of value
Barriers to preventing food waste
Structural barriers
Infrastructural barriers
Organisational barriers
Cost barriers
Behavioural barriers
The art of changing human behaviours
In conclusion
References
7. Food and Beverage Sustainability Criteria: Leading question: What are the food and beverage criteria necessary to operate sustainably?
Introduction
Sustainability approaches within the hospitality industry (and the criteria derived from them)
Corporate social responsibility (CSR)
Environmental/social/governance programmes (ESG)
Criteria to assess sustainability efforts in F&B
Sustainable and healthy food (procurement, production, consumption, etc.)
How to benchmark sustainability efforts in F&B?
References
8. Future of Food and Menu Design: Leading question: What does the menu of the future look like?
Introduction
Personalised gastronomy
Sustainable developments in the menu of the future
Moving away from traditional animal protein
Sustainable agriculture alternatives
Emerging consumer technologies that shape the menu of the future
Personalised Gastronomy Framework for the menu of the future
Concluding remarks
References
9. From Wellness to Wellbeing: Leading question: What is the path to stakeholder wellbeing?
Introduction: What is the path to wellbeing?
Aligning people and planet's health as a core principle
The role of the hospitality industry to foster wellbeing
Towards developing comprehensive hospitality wellbeing touchpoints
Hospitality wellbeing for individuals and the environment
Hospitality wellbeing for the community
Sustainable wellbeing wheel
Conclusion
References
10. Balancing Health and Safety with Sustainability: Leading question: How can health, safety and sustainability be balanced?
Introduction
The importance of tourism to the world economy
The role of health and safety in hospitality and tourism
The importance of health and safety
General cleaning processes and chemical consumption
Pool and Jacuzzi safety
Food safety
Water safety
Green certification programmes in hospitality, catering and tourism
Conclusion
References
11. Incentivising Guests to Save Resources: Leading question: Should guests be incentivised to save resources at the hotel?
Introduction
Tactical incentives for room occupants
Guests are 'happy' to apply responsible behaviours ... that is their reward
Research on incentives to encourage guests' pro-environmental behaviour
How incentivisation can go further
Gamification - what is it?
Using technology to gamify and self-motivate guests' responsible behaviours
How My Green Butler applies gamification
Conclusion
References
12. Charging Guests for Carbon Emissions: Leading question: Should hotels levy a carbon emission fee?
Climate change is a global risk
Environment fund
Positive impact
The Myanmar Stoves Campaign
The Darfur Stoves Project
Soneva Forest Restoration Project, Thailand
The Soneva Wind Turbine
Guest feedback
Energy efficiency, renewable energy and carbon offsets
Conclusion and recommendations
About Soneva
References
13. Sustainable Procurement and Product Certification: Leading question: Should certified products be made mandatory?
Introduction
Purchasing in the hospitality industry
Benefits of voluntary and mandatory certification in procurement
Limitations of mandatory certification
Searching for a solution
Industry examples
Examples beyond hospitality
Proposed framework for decision making
Conclusion
Note
References
14. Zero Plastic in Hotels: Leading question: Is plastic-free the new norm in hotels?
Introduction and context
Plastic and tourism
Changing attitudes to plastic pollution
Plastic use in hotels
The challenge for hotels
What can hotels do?
Follow the waste reduction hierarchy
Hotels leading by example
Other tools and resources
The role of certification
Plastic neutrality
The likelihood of plastic-free becoming the new norm for hotels
References
15. Rewarding Employees for Sustainability Commitment: Leading question: Should staff be rewarded for committing to sustainability endeavours?
Introduction
The role of the HR function
Employee perceptions
Rewards
Rewards and sustainability
Conclusion
References
16. Attracting Talent through Sustainability: Leading question: Does sustainability help attract and retain talent?
Introduction
The meaning of talent and talent management
Sustainability in the context of talent management
The building blocks of sustainable talent management
Diverse and creative talent
Employer branding and value proposition
Coopetition
Conclusion
References
Part III: Hospitality Strategies, Metrics and Stakeholder Participation
17. Green Teams and Unlocking Collective Intelligence: Leading question: How can green teams be made to flourish?
The promise of green teams
Current state of green teams
Success factors for green teams
Building collective intelligence
Facilitating green teams
Unlocking the potential of green teams
References
18. Supplier Relationship and Sustainability Standards: Leading question: Should hotels require suppliers to comply with specific sustainability standards?
Sustainable procurement
Driving scalable impact by engaging suppliers
How to best engage suppliers
The role of standards and certification
How to navigate the landscape of sustainability standards by material
Plastic alternatives
Language - best practices to ask your suppliers for
Standards and certifications - what to look for
Paper products
Language - best practices to ask your suppliers for
Standards and certifications - what to look for
Appliances and fixtures
Language - best practices to ask your suppliers for
Standards and certifications - what to look for
Food procurement
Language - best practices to ask your suppliers for
Standards and certifications - what to look for
Cleaning and personal care products
Language - best practices to ask your suppliers for
Standards and certifications - what to look for
Fair labour
Language - best practices to ask your suppliers for
Standards and certifications - what to look for
Creating a sustainable procurement policy
Training
Conclusion
References
19. Return on Sustainability Investments: Leading question: Is sustainability paying off?
Introduction
The triple bottom line approach in hospitality businesses
TBL across the hospitality asset life cycle
Aligning timeline and strategic vision of stakeholders
Towards establishing returns on sustainability
Conclusion
References
20. Key Metrics and Reporting Sustainability: Leading question: How and what key sustainability metrics should hotels report?
Introduction
What is sustainable tourism?
Why does sustainable tourism matter?
What is sustainability reporting?
Why report?
1. Ensuring legislative compliance
2. Meeting key global climate goals
3. Meeting investor requirements
4. Improving performance
5. Meeting changing consumer demand
6. Attracting and retaining the best staff - the linchpin of all hotels
7. Improving supplier relationships
8. Strengthening public relations
What key sustainability metrics should a hotel report?
How should hotels report key sustainability metrics?
Environmental metrics
Social metrics
Governance metrics
Case Study Con-Serve™ - data-monitoring and reporting platform
References
21. Marketing Sustainability: Leading question: How should a hotel market its sustainability initiatives?
Marketing sustainability
Marketing sustainability to suppliers
Who
Why
What
Where
Best-practice example
Marketing sustainability to staff
Why
What
Where
Best-practice example
Marketing sustainability to local community
Who
Why
What
Where
Best-practice example
Marketing sustainability to authorities
Who
Why
What
Where
Best-practice example
Marketing sustainability to partners
Who
Why
What
Where
Best-practice example
Marketing sustainability to potential customers
Who
Why
What
Where
Stage 1: Appeal and engage
Stage 2: Trust and convert
Best-practice example
Stage 1: Appeal and engage
Stage 2: Trust and convert
Marketing sustainability to in-house customers
Who
Why
What
Where
Stage 3: Exceed and wow
Stage 4: Loyal and repeat
Best-practice example
Stage 3: Exceed and wow
Stage 4: Loyal and repeat
Conclusion
References
22. Communicating Sustainability to Guests: Leading question: How should sustainability be communicated to guests?
Why are you communicating about sustainability?
Hilton International
Accor Group
IHG Hotels & Resorts
Marriott International
Wyndham Hotel Group
Choice Hotels
Communicating to customers
1. To convey the commitment to 'responsible business' practices
2. To create a sense of purpose for customers during their hotel stay
3. To measure both the savings of water and energy use and reduction of waste from customer efforts
Who are you communicating to about sustainability?
How are you communicating about sustainability?
Communication method suggestions
Technology delivery for customer communication
Personal communication by hotel staff with customers
Interactive sustainability-themed activities for customers
Collaborative programmes for customer education and participation
Concluding remarks
References
23. Engaging Guests in the Sustainability Experience: Leading question: How can hotels engage guests in sustainability endeavours and experiences?
Introduction
Hotel trends: From technology to the search for meaning and authenticity
Guest and sustainability endeavours
Case Study: Golden Bay Galapagos and MUYU
1. Sustainability
1.1 How is sustainability developed in the hotel?
1.2 Which areas of management are involved?
1.3 Bearing in mind that the hotel is integrated in a natural area, how do you interact with the nature and fauna of the area?
1.4 Are luxury and sustainability incompatible, or perhaps doomed to understand each other, or a necessity?
1.5 The Galapagos Foundation, how is the hotel part of it, what role does it play and what will be the next projects?
2. Circular economy: What is being done in different areas affected by the circular economy in the business (recycling, local produce, environmental care, suppliers, gastronomic offer and zero waste)?
2.1 Recycling
2.2 Local produce
2.3 Environmental care
2.4 Suppliers
2.5 Gastronomic offer
2.6 Zero waste
3. People management
3.1 How do you link the local people to the hotel?
3.2 What do you bring to the area?
3.3 Are there any intergenerational interventions?
3.4 How do you 'empower' women and young people through your project?
4. Customer profile
4.1 What are customers looking for in this space?
4.2 How do you think they have been adapting to what you are offering?
4.3 How do guests interact with the environment?
4.4 How do they live the sustainable experience that the hotel offers to visitors?
5. The future
5.1 How do you see the future of sustainability linked to hotels?
Conclusion
References
24. Stakeholder Engagement and Regenerative Hospitality: Leading question: What is the role of stakeholders in advancing sustainability and regeneration in tourism and hospitality?
Introduction
Regenerative business practice
Rethinking tourism: From sustainability to regeneration
Embracing the regenerative development approach in tourism contexts
Moving forward: Concrete actions for regenerative tourism
References
25. Hotels and E-mobility: Leading question: Should hotels adopt charging stations?
Introduction
Demand drivers for e-mobility and electric charging stations
Consumer demand for electric vehicles
Policy support for e-mobility
EV charging and the lodging industry
Innovation and the lodging industry
Benefits and perils of early adoption
Drivers of hotel adoption of EV chargers
Reasons for caution
Embracing the transition to e-mobility
References
26. Incorporating Nature in Sustainable Hotel Design: Leading question: How can sustainable hotel design incorporating nature effectively contribute to social and environmental regeneration?
Introduction
Setting the stage
A jungle of concrete and the search for the unspoiled
Restoration as a response to damaged habitats
Leading the way
The goals of sustainable hotel design
Nature-based solutions and hotels
Biophilia and hotels
Biophilic design and hotel applications
Conclusion
Notes
References
27. The Greater Purpose of Hospitality: Leading question: How can purposeful hospitality be developed?
Introduction
The emergence of purpose in hospitality
Historical background to hospitality and purpose
Traditional CSR vs. purpose from a consumer perspective
A framework for evaluating purposeful outcomes
Does the initiative trigger emotions and lead to positive customer outcomes?
Is the initiative instrumentally good for the business that provides it?
Does the EMCE create trade-offs?
Does the EMCE imply larger societal implications?
Significance to hospitality, conclusions and next steps
Significance to hospitality
Conclusions
Next steps
References
Conclusion
A note on additional reading and resources
Index

Citation preview

Critical Questions in Sustainability and Hospitality Informed by the scholarly and practical viewpoints of a myriad of internationally recognised experts, this engaging and timely volume poses a set of pertinent questions that cover critical and contemporary sustainability issues in hospitality and tourism and proposes actionable solutions. Embellished with informative tables, diagrams and photographs, key questions and debates are discussed from a variety of angles with proposed solutions by industry practitioners, academics and consultants belonging to the Hospitality Net World Panel on Sustainability in Hospitality. Designed to facilitate contemporary discussion and debate, this book presents constructive dialogues which are designed to lead to action within the hospitality industry and education. Key questions cover the following topics: • • •

Major contemporary sustainability challenges – e.g. climate change, biodiversity loss, impacts of pandemics, water scarcity, human rights risks. Specific hospitality functions or departments – e.g. food and beverage, engineering, health and safety, guest relationship, finance, purchasing, human resources. Strategic issues related to marketing and stakeholder relationships – e.g. sustain­ ability working groups, return on sustainability investment, marketing and reporting sustainability, certification, supplier relationship, engaging guests.

This book is essential reading for students and academics in the field of hospitality and tourism management, as well as industry professionals searching for answers to the challenges they face in enacting sustainability in their business. Willy Legrand, Department of Tourism, Hospitality and Event Management, IU International University of Applied Sciences, Bonn, Germany. Henri Kuokkanen, Postgraduate Studies, Institut Paul Bocuse, Écully, France. Jonathon Day, White Lodging – J.W. Marriott, Jr. School of Hospitality and Tourism Management, Purdue University, West Lafayette, Indiana, USA.

‘Sustainability is an undeniably critical factor in the future and prosperity of all businesses – particularly hospitality – and we have a duty to protect the ecosystems and communities in which we serve. This book asks the challenging questions that we must all reflect on, while also providing practical advice and informed guidance from over 60 specialists from the sustainability and hospitality worlds. This is crucial reading for hospitality students, practitioners and leaders alike as we all seek to achieve net positive hospitality.’ Glenn Mandziuk, Chief Executive Officer, Sustainable Hospitality Alliance ‘Although the pandemic presented a harsh reset for the world, it was also a positive catalyst in encouraging people to view sustainability as an essential consideration in their everyday lives and lifestyle choices. What we are witnessing is an evolution of travel, and it has never been so important for the hospitality industry to work together collectively and learn from each other. This latest book by Dr Legrand, Dr Kuokkanen and Dr Day provides us with a valuable and well-researched resource from the top experts in the field to help guide us to make better choices and prioritise a more holistic commitment to protecting the planet.’ Brenda Collin, Executive Vice President Europe, Preferred Hotel Group ‘The hospitality industry faces numerous challenges in meeting society’s environmental and social sustainability demands. This book offers extensive literature on sustainability and hospitality to meet those challenges. It is highly recommended, as it elaborates on critical topics related to those challenges. The book’s format is user-friendly: asking questions, developing answers to them, and providing practical examples and possible solutions. The included chapters encourage discussion and exchange of ideas, enriching students’ learning and the future leaders of hospitality.’ H.G. Parsa, Barron Hilton Chair & Professor, Daniels College of Business, University of Denver, Colorado, USA

Critical Questions in Sustainability and Hospitality Edited by Willy Legrand, Henri Kuokkanen, and Jonathon Day

Designed cover image: © Getty Images First published 2023 by Routledge 4 Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 605 Third Avenue, New York, NY 10158 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2023 selection and editorial matter, Willy Legrand, Henri Kuokkanen and Jonathon Day; individual chapters, the contributors The right of Willy Legrand, Henri Kuokkanen and Jonathon Day to be identified as the authors of the editorial material, and of the authors for their individual chapters, has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Names: Legrand, Willy, editor. | Kuokkanen, Henri, editor. | Day, Jonathon G., editor. Title: Critical questions in sustainability and hospitality / edited by Willy Legrand, Henri Kuokkanen and Jonathon Day. Description: Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2023. | Includes bibliographical references and index. | Identifiers: LCCN 2022044246 (print) | LCCN 2022044247 (ebook) | ISBN 9781032111063 (hardback) | ISBN 9781032111025 (paperback) | ISBN 9781003218425 (ebook) Subjects: LCSH: Hospitality industry‐‐Management. | Hospitality industry‐‐Environmental aspects. | Sustainable tourism‐‐Management. | Social responsibility of business. Classification: LCC TX911.3.M27 C76 2023 (print) | LCC TX911.3.M27 (ebook) | DDC 647.94068‐‐dc23/eng/20221121 LC record available at https://lccn.loc.gov/2022044246 LC ebook record available at https://lccn.loc.gov/2022044247 ISBN: 978-1-032-11106-3 (hbk) ISBN: 978-1-032-11102-5 (pbk) ISBN: 978-1-003-21842-5 (ebk) DOI: 10.4324/9781003218425 Typeset in Stone Serif, Avenir and Rockwell by MPS Limited, Dehradun

Contents

List of Figures

ix

List of Tables

xi

List of Contributors

xiii

Preface

xxv

Organisation of the Book

xxvii

Acknowledgements

xxxi

Introduction How to Use this Book Editors’ Take PART I Global Sustainability Challenges Facing the Hospitality Industry 1 Climate Change Gabriel C.M. Laeis and Willy Legrand

xxxiii xxxv xxxix

1 3

2 Biodiversity Loss Frauke Fischer

13

3 Water Scarcity Natasha Montesalvo and Melinda Watt

23

4 Human Rights Risks along the Supply Chain Sustainable Hospitality Alliance

35

5 Risk Management Trevor Girard and Bijan Khazai

47

PART II Operational Sustainability in Hospitality

61

6 Food Waste and Net Zero Ambitions Rebecca Hawkins, Gaurav Chawla, Peter Lugosi, and Van Thi Nguyen

63

v

CONTENTS

7 Food and Beverage Sustainability Criteria Ernst Jonker and Elena Cavagnaro

77

8 Future of Food and Menu Design Malu Boerwinkel, Sílvia Gabriela Abreu e Silva, Maud Meijers, and Dai-In Danny Han

87

9 From Wellness to Wellbeing Celine Vadam, Irene Hoek, Sheila McCann, Hylton Lipkin, Chalana Perera, Reinier van der Veeken, Mattias Innocenti, and Dai-In Danny Han

97

10 Balancing Health and Safety with Sustainability Christine Young

111

11 Incentivising Guests to Save Resources Christopher Warren and Maxwell Warren

121

12 Charging Guests for Carbon Emissions Sonu Shivdasani and Arnfinn Oines

133

13 Sustainable Procurement and Product Certification Johanna Wagner and Carina Hopper

141

14 Zero Plastic in Hotels Rachel McCaffery, Jo Hendrickx, and Nicolas Dubrocard

151

15 Rewarding Employees for Sustainability Commitment Georges El Hajal

163

16 Attracting Talent through Sustainability Ralf Burbach, Julia Lenz, and Stefan Jooss

173

PART III Hospitality Strategies, Metrics and Stakeholder Participation

vi

185

17 Green Teams and Unlocking Collective Intelligence Bastienne Bernasco and Franziska Altenrath

187

18 Supplier Relationship and Sustainability Standards Cassia Patel

197

CONTENTS

19 Return on Sustainability Investments Celine Vadam, Chalana Perera, Reinier van der Veeken, Mattias Innocenti, Hylton Lipkin, Sheila McCann, Irene Hoek, and Dai-In Danny Han

209

20 Key Metrics and Reporting Sustainability Xenia zu Hohenlohe and Joshua Papachristidis

219

21 Marketing Sustainability Sarah Habsburg-Lothringen

237

22 Communicating Sustainability to Guests Nancy Loman Scanlon

255

23 Engaging Guests in the Sustainability Experience Adela Balderas-Cejudo and Belén López

265

24 Stakeholder Engagement and Regenerative Hospitality Marina Laurent and Carlos Martin-Rios

277

25 Hotels and E-mobility Jonathon Day and Roya Sadat Alavipour

293

26 Incorporating Nature in Sustainable Hotel Design Willy Legrand, Clare Hindley, and Akupe Matthew-Bolofinde

303

27 The Greater Purpose of Hospitality Henri Kuokkanen and Jeffrey Catrett

319

Conclusion Index

331 335

vii

Figures

2.1 3.1 3.2 4.1 4.2 4.3 5.1 5.2 5.3 6.1 6.2 7.1 8.1 9.1 11.1 11.2 13.1 13.2 13.3 14.1 20.1 20.2 20.3 21.1 21.2 23.1 23.2 24.1 24.2 24.3 24.4 24.5 24.6

What has nature ever done for us? Ecosystem services Water usage of a luxury resort per area MyEarthCheck Benchmarking Program The Sustainable Hospitality Alliance’s logo Principles on Forced Labour, Sustainable Hospitality Alliance Five essential elements of ethical recruitment Natural hazards faced by the hotel sector Hotel Resilient framework for resiliency planning in the accommodation sector The Hotel Resilient Standards and web-based software The food and drink material hierarchy The food process in hospitality businesses Framework F&B sustainability benchmark Personalised gastronomy conceptual framework Hospitality of the Future Think Tank ‘sustainable wellbeing wheel’ The butler selection screen on the guest mobile web-app Noble Cause on the guest mobile web-app Environmental Score example Responsible procurement decision diagram Life cycle assessment checklist Waste hierarchy decision tree for eliminating water in plastic bottles from travel and tourism businesses Level of coverage of global reporting frameworks Weekly electricity consumption for Q4 of the year 2018, with heating requirements and room nights Daily electricity consumption per room night for Q4 2018 Staying cool with the Kalahari Cooler guest information sheet Turning discarded polyethylene fishing nets into delicate baskets Luciana Bianchi Instagram Golden Bay Galapagos Hotel The planetary boundaries framework From ego to eco: a necessary paradigm shift The spiral of nested living systems The iceberg model of underlying forces for systemic change Environmental design trajectory diagram from green model to sustainable model and to regenerative model Regenerative development principles for tourism

14 25 29 35 39 40 53 55 57 67 68 84 93 107 128 129 146 147 148 157 225 230 234 241 243 268 269 278 279 280 281 282 286

ix

FIGURES

26.1 26.2 26.3 26.4 26.5

26.6

26.7 26.8 26.9 27.1

x

A building’s life cycle and related impacts A living façade, Paris, 7th Arrondissement Surrounded with plants Wave-like shape, Paris, 17th Arrondissement A metamorphic journey enables the guest to ‘shed their skin’, symbolic of the metaphoric transition from cocoon to butterfly, as they journey over the ravine to Naviva, a Four Seasons Resort in Punta Mita, Mexico The Arrival Pavilion houses the transitional experience from the individual’s ‘everyday life’ to Naviva, a Four Seasons Resort in Punta Mita, Mexico Integrating natural colours, materials and light Elephant Mural in Cambodia at The Elephants Tent by Mac Ernelson Looking over sandstone formations and rust-coloured sands at Camp Sarika by Amangiri Proposed evaluation framework for purposeful hospitality business through creation of EMCEs

304 306 310 311

312

312 313 313 314 324

Tables

0.1 6.1 7.1 7.2 9.1 17.1 19.1 19.2 19.3 20.1 21.1 21.2 21.3 21.4 21.5 24.1

Book chapters and SDGs Food waste prevention options according to specific stages Experts interviewed Greendish ratios Wellbeing touchpoints in hotel development Twelve knowledge-building principles Current measuring and reporting of the three Ps in hospitality businesses Industry cases according to hospitality asset life cycle stages Stakeholders’ perspective in the hospitality asset life cycle What sustainability metrics should a hotel report? Marketing sustainability to suppliers: where Marketing sustainability to staff: where Marketing sustainability to local community: where Marketing sustainability to authorities: where Marketing sustainability to partners: where From strategic management to regeneration: the maturation of tourism

xxxvi 70 78 82 101 193 211 213 215 227 239 240 242 244 246 284

xi

Contributors

Sílvia Gabriela Abreu e Silva is a lecturer-researcher in food, sensory science and gastronomy at HMSM Zuyd University of Applied Sciences. She obtained two bachelor’s degrees in Brazil – in Nutrition and Health and in Gastronomy – and two master’s degrees – in Business Administration (FGV, Brazil) and Sensory Science from Wageningen University and Research Centre (Netherlands). With ten-plus years of combined experience in food service and consultancy in health communication, she also aims to develop a gastronomy tool to promote healthy and sustainable food choices in hospitality as a PhD candidate in the research centre Future of Food. Roya Sadat Alavipour is a PhD student at Purdue University’s White Lodging – J.W. Marriott Jr. School of Hospitality and Tourism Management. She earned her master’s degree in Tourism and Hospitality Management in Iran. Before joining Purdue University, she was a research assistant at the Institute of Tourism Research – Iranian Academic Center for Education, Culture, and Research (ACECR). She is a graduate research affiliate of the Sustainable Tourism and Responsible Travel Lab at Purdue. Her research interests include technology, innovation and sustainability. Her work focuses on the role of new technologies and innovative methods to support sustainability in tourism and hospitality. Franziska Altenrath is an experienced sustainability professional. She holds a master’s degree in Ethics, Politics and Economics from LMU in Munich. In 2018, Franziska cofounded TUTAKA, a consultancy and marketplace for sustainable hospitality. In 2022 she took a position as Head of Strategy, Transformation & Sustainability at FC St. Pauli, a German Football Club. Adela Balderas-Cejudo has a PhD (International Mention) in Business Administration. A research fellow at Oxford University (UK), Adela has an MBA Executive, a master’s degree in Marketing, and a master’s in Professional Coaching. A researcher into areas of tourism and hospitality, Adela is a lecturer and researcher at ESIC Business and Marketing School, associate professor at Deusto Business School, University of Deusto (Spain) and lecturer and researcher at the Basque Culinary Centre Also a visiting lecturer at various international and national universities, Adela is a consultant and a conference speaker, working with international and national companies in the hotel industry and the world of hospitality. Bastienne Bernasco is a senior lecturer and Green Ambassador at Saxion University of Applied Science. She likes to tap into the learning sciences to facilitate learning in interdisciplinary teams. Her current academic focus is on knowledge creation for sustainable design solutions and technologies. Bastienne regularly presents at hospitality conferences on topics including hospitality, ethics and technology, and knowledgebuilding discourse. She contributes as an expert to the Hospitality Net’s World Panel on

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CONTRIBUTORS

Sustainability in Hospitality. Her true north is to encourage hospitality experts and other professionals to foster positive change in society. Malu Boerwinkel is a lecturer-researcher at HMSM Zuyd University of Applied Sciences, specialising in international business and sustainability. She obtained her BBA in Hospitality Management at Hotelschool, The Hague, and pursued her master’s degree in Global Business and Sustainability at Rotterdam School of Management, Erasmus University. Aside from teaching sustainable hospitality at HMSM, she also serves as chair of the Hotelschool’s sustainability workgroup HMSM Sustainable, and provides the sustainability angle when conducting research on innovative and sustainable food experience as part of the research centre Future of Food. Ralf Burbach is Head of Hospitality Management, School of Tourism and Hospitality Management, Technological University Dublin. He has been working in academia since 2001. Prior to his academic career, he worked for 13 years in managerial positions in the hospitality industry. His research interests include electronic HRM and global talent management. He is President of the International Council on Hotel Restaurant and Institutional Education. He is a chartered member of the Chartered Institute of Personnel and Development (CIPD) and a member of the Irish Hospitality Institute. He also serves on the hospitality Careers Oversight Group in Ireland. Jeffrey Catrett is Academic Director at Institut Paul Bocuse in Lyon, France, having previously served as Dean at Ecole hôtelière de Lausanne, Academic Dean at Les Roches, Switzerland, and Dean of the Glion School at Kendall College, Chicago. He turned his attention to academics after a decade in hotel management with such companies as Omni International and Swissôtel. His professional experience in hospitality and hospitality education spans 40 years and four continents. He holds a BA from Middlebury College and an MMH from the Cornell University School of Hotel Administration, and he has published in major hospitality journals. Elena Cavagnaro is a professor of sustainability in hospitality and tourism at NHL Stenden University of Applied Sciences. She is visiting professor at the University of Derby (UK) and the University of Macerata and Bergamo (Italy). Elena has consulted for several organisations in sectors such as hospitality, retail and health care on sustainability strategy and implementation. Following her understanding of sustainability as a multidimensional and multilayered concept, her research focuses on issues that run across and connect the social, organisational and individual layers of sustainability. The Three Levels of Sustainability, a book that she co-authored with George Curiel, is a bestseller. A revised second edition of this book is due early in 2023. Gaurav Chawla is a senior lecturer in Hospitality and Tourism Management at Gloucestershire Business School and has a background in hospitality management. His PhD focused on the issue of food waste in luxury hotels. Gaurav’s main areas of research include social, dispositional and contextual drivers of employees’ pro-environmental behaviours, food waste prevention, agency of non-human actors and sustainable marketing. Jonathon Day is an associate professor at Purdue’s White Lodging – J.W. Marriott, Jr. School of Hospitality and Tourism Management. In addition to more than 50 academic articles and

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chapters, he is the author of An Introduction to Sustainable Tourism and Responsible Travel and co-author of The Tourism System 8th Edition. He is the lead investigator of the Sustainable Tourism and Responsible Lab and chair of the Travel Care Code Initiative. Nicolas Dubrocard has audited more than 250 tourism businesses in 35 countries during the past 15 years. He has been teaching sustainability since 2016 in tourism universities in France, Germany and South Korea. Being a specialist in audits and certifications, he was also involved in the creation of international standards for Asian Captive Elephants Standards, The PLEDGE™ on Food Waste, Sustainable Glamping, Sustainable Spa and Wellness, and Single Use Plastic Free (SUP Free). He believes that the future of sustainability certifications in the tourism sector will rely on specific and focusing standards: the famous micro-certifications. Georges El Hajal is a lecturer and researcher at Hotel Management School NHL Stenden, Leeuwarden, Netherlands, where he teaches Human Resources Management (HRM) in the school’s bachelor’s and master’s programmes and is a research group member of the Professorship of Hospitality Studies. Georges holds a master’s degree in International Service Management from London Metropolitan University and is a Chartered member of the Chartered Institute of Personnel and Development. Georges has many years of hands-on HRM experience in international hospitality management, the service industry and the humanitarian sector. His research focuses on talent management and the future of hospitality jobs. Frauke Fischer is a tropical biologist and teaches conservation biology at the University of Würzburg in Germany. She did her PhD on the effects of overhunting antelopes in West Africa. In 2003, she founded auf!, Germany’s first consultancy with a focus on biodiversity and, in 2015, PERÚ PURO, a small cocoa and coffee company exemplifying the business case for biodiversity. Frauke has published more than 80 professional articles and four popular science books. She has won numerous awards and prizes for her work. Trevor Girard is a disaster management, risk reduction and resilience expert who specialises in the development of resilience standards, eLearning, training and capacity building for the tourism industry. Trevor is Chief Scientific Officer at Risklayer GmbH and Director of Standards at Hotel Resilient. Trevor is committed to supporting hotels, resorts and tourist destinations to recover from crises and improve resilience to future hazards and risk. Trevor has led the development of Hotel Resilient’s Crisis and Climate Resilience Standards and eLearning platform, and has trained various hotels, tourism associations and governmental agencies on preparing for and responding to crisis events. Sarah Habsburg-Lothringen has a master’s degree in Responsible Tourism Management and a UK teacher training qualification, and she previously worked as a national tourism curriculum moderator in Chile. She thrives at breaking down complex sustainability concepts into digestible training materials, and her online coaching is designed to ensure knowledge progression and lifelong commitment to responsible business practices. Currently, Sarah works with independent tourism accommodation owners to get more direct bookings, reduce costs and build more sustainable businesses. Her frameworks

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amplify and clarify existing marketing strategies and messaging that lead to increased revenue and enhanced staff and guest satisfaction. Dai-In Danny Han is a professor at the research centre Future of Food at Zuyd University of Applied Sciences and a senior researcher at Breda University of Applied Sciences. His research primarily focuses on the design and application of XR technology-enhanced experiences and the impact on consumer psychology and behaviour. Danny serves on editorial boards of various journals and is a founding member of the Creative Augmented and Virtual Reality Hub and the International Association of Immersive Technology Innovation. He has published and regularly reviews articles related to consumer experience research in hospitality, tourism, marketing and HCI. Rebecca Hawkins has worked in the travel industry for the last 25 years, helping some of the largest travel companies to create their responses to the sustainability challenges raised (initially) by the Rio de Janeiro Earth Summit. She has subsequently made input into policies and programmes that have shaped the sustainable tourism movement and continues to advise on a wide range of issues from reducing plastic pollution and conserving water to enhancing the local contribution of tourism and destination management. Rebecca delivers much of this work within her own business (RHP Ltd). She is also a part-time lecturer at Oxford Brookes University in the UK. Jo Hendrickx’s career spans 25 years in tourism, from tour operating to health and safety auditing. Since 2007, she has worked with accommodation providers, excursion suppliers and tour operators to implement sustainability strategies at a practical level. Having worked on waste reduction since 2011, Jo founded Travel Without Plastic in 2017, which has since become a trusted name in the industry, now creating personalised toolkits and support packages for hospitality businesses. She has a master’s degree in Responsible Tourism Management and is the author of Rethinking Single Use Plastic Products in Travel & Tourism published by UNEP and the WTTC. Clare Hindley is a professor in Language and Communication at IU International University of Applied Sciences, Germany. She holds a PhD in Sociolinguistics and has had a diverse international career in business and education. Her current work focuses on business and management with a particular interest in the fields of human perception and research methodology. Her research is cross-disciplinary, with recent publications in the areas of hospitality, tourism, education, creativity, culture and sociology. Irene Hoek has worked in luxury hotel and branded residence development for more than 25 years. Most recently, she served as Vice President, Global Residential Development for Rosewood Hotel Group, leading growth efforts for Rosewood’s residential business. She has held senior leadership positions with Dorchester Collection, IHG, and Starwood, and was the Managing Director of Real Estate Development at Aman Hotels & Resorts, where she oversaw the growth of the Aman footprint worldwide. In the last year, Irene led the creation of a start-up wellness club concept focused on longevity, working with investors to develop and implement a scalable and cost-efficient model. Carina Hopper is a sustainable business lecturer teaching at the master’s level at leading European business schools. She is also active in the start-up community, advising and

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collaborating with tech and social start-ups across Europe. She holds an MBA from ESSEC Business School and a certificate in Business Sustainability Management from the University of Cambridge. She is the co-founder of La Belle EDuC, an impact-first company dedicated to accelerating the integration of sustainability content in higher education teaching material and the student learning experience. Mattias Innocenti is Director of Development South Europe at Accor. An Ecole Hôtelière de Lausanne graduate, he held positions in areas ranging from capital markets and feasibility to development for consultancies and global hotel chains such as Hilton and 25 Hours. In almost a decade in the hotel sector, he has built a solid knowledge of hotel underwriting and development across Europe. Currently, he is responsible for developing Accor’s brands portfolio, focusing on Italy, Greece and Cyprus. Passionate about nature and mountains, and aware of the environmental impact of constructing and operating hotels, he has started to dedicate more of his time to the sustainability question. Ernst Jonker is a senior lecturer and researcher, and member of the research group Sustainability in Hospitality and Tourism at NHL Stenden University of Applied Sciences. He holds a master’s degree in Environmental Business Administration (Twente, Netherlands, and Cardiff, UK). He has advised diverse companies in implementing environmental management systems. He started teaching sustainability at the HMS in 1997. From 2006 to 2011, he was a research group member; alongside Professor Elena Cavagnaro, he produced papers on implementing sustainability in higher education. Since 2020, having returned to the research group, he is involved in projects stimulating the use of healthy, local and sustainable food, working on a framework to benchmark sustainable food and beverage regionally. Stefan Jooss is Senior Lecturer in Management at UQ Business School, The University of Queensland, Australia. His main research interest is in the areas of talent management, global mobility and the future of work. His work has been published in leading peerreviewed journals such as Human Resource Management Journal, Human Resource Management Review, The International Journal of Human Resource Management and International Journal of Contemporary Hospitality Management. He also co-edited a book, Talent Management Innovations in the International Hospitality Industry. Bijan Khazai is the CEO of Risklayer GmbH and Hotel Resilient, and has more than 20 years of experience as a scientist and practitioner in resilience planning, risk reduction and risk assessment. As part of the Hotel Resilient Initiative of the Global Initiative on Disaster Risk Management, Bijan led a consortium of academic, public and private sector partners to develop international standards, software tools and training programmes for the tourism sector. The result was the development of global Crisis and Climate Resilience Standards for the Accommodation Sector and the founding of Hotel Resilient, with a mission to guide hotels to become more resilient, climate-friendly and responsible. Henri Kuokkanen is Associate Professor and Vice Dean at Institut Paul Bocuse, France, with expertise in corporate social responsibility (CSR), ethical consumption and revenue management. His industry experience includes treasury and business control management, and he has also been a partner in a consulting company focused on CSR.

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His main field of research focuses on the business potential CSR offers from a consumer perspective, and his work aims to facilitate transformation toward purposeful business. He serves as a co-editor-in-chief for Journal of Global Responsibility and Journal of Hospitality and Tourism Cases. Gabriel C.M. Laeis is a professor of Hospitality and Culinary Management at IU International University, Germany, where he lectures on topics of hospitality, gastronomy, sustainability and business strategy. Previously, he worked for a number of hospitality companies and earned degrees in Hotel Management (BA) and Organic Food Systems (MSc). For his PhD in Development Studies, he looked at the role of cuisine in tourism–agriculture linkages in Fiji, finding that Western-driven mass tourism tends to colonise the foodscape and alienate local cuisines. Gabriel is a co-author of the fourth edition of the textbook Sustainability in the Hospitality Industry, published by Routledge. Marina Laurent is a regenerative development facilitator and capacity builder for tourism destinations working at the intersection of transformation and regeneration in travel and tourism. Marina obtained an Executive MBA from the EHL Management School in Lausanne (Switzerland), where she dedicated her thesis to “Regenerative Development: A framework for evolving sustainability in the hospitality industry” before specialising in Regenerative Leadership. She is the founder of REGEN Hospitality and Program Manager and co-facilitator at The Transformational Travel Council, where she leads transformational workshops for DMOs and RTOs around the world, creating the inner and outer conditions for people and places to flourish and co-evolve harmoniously. Willy Legrand is a professor at the IU International University of Applied Sciences in Germany with a specialisation in sustainable tourism and hospitality development and management. He is the lead author of the fourth edition of Sustainability in the Hospitality Industry: Principles of Sustainable Operations. He is also the lead author of Social Entrepreneurship in the Hospitality Industry: Strategies for Change. He co-chairs the HospitalityNet World Panel on Sustainability in Hospitality. The panel tackles all pressing sustainability issues and is supported by more than 100 industry professionals, consultants and scientific experts in a multidisciplinary, cross-sectional approach. Julia Lenz is a PhD candidate at the School of Hospitality Management and Tourism at Technological University Dublin and Research Associate at Munich University of Applied Sciences. The focus of her research is coopetition concepts in talent management in SMEs in the hospitality industry and the operationalisation of it in the form of interorganisational talent pools. She is a lecturer in Human Resources Management in the Faculty of Business Administration and Faculty of Tourism at Munich University of Applied Sciences. Hylton Lipkin is a South African with experience in Europe, the Pacific, the Middle East and Asia in a career that has encompassed fitness, the spa industry and ultimately hospitality. He has worked with top international brands and is currently the General Manager of Alba Wellness Valley by Fusion. He is the World Wellness Weekend Ambassador Vietnam, a member of HTT (Hospitality Think Tank), a member of GWI (Wellness Tourism Initiative), a board member of WDDD (World Digital Detox Day) and

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a board member of SWAA (Spa and Wellness Association of Africa) promoting wellness and happiness around the world, with a particular passion for environmental wellness. Belén López has a PhD in Communication and is a full-time professor and associate researcher at ESIC University, Spain. Her research areas are corporate social responsibility, sustainability and corporate communication. She publishes articles and chapters in highimpact scientific journals and books. She is associated with the Academy of International Business (AIB) and the Academy of Management (AoM). She is a researcher in the Brand Management and Integrated Communication group at Complutense University of Madrid, a research fellow at Bristol University, UK, and an associate professor at SISU, Shanghai International Studies University, China. She is also a Fellow of Advanced Higher Education, UK. Peter Lugosi is Professor of Culture and Organisation at the Oxford Brookes Business School and the Centre for Business, Society and Global Challenges. His interdisciplinary work has examined economic migrants’ and refugees’ adaptation, labour market transition and enterprise activities. He has also researched and published on a wide range of other subjects including customer experience management, parenting cultures, sustainable business practices, the links between leisure economies and urban transformation, and qualitative methods, alongside organisational and consumer behaviour in tourism, hospitality and events. Rachel McCaffery, CEO of Green Case Consulting, has more than 20 years’ experience advising governments, corporates and international institutions on responsible tourism. Renowned as an international expert on sustainable tourism strategy and development, she has played a key role in the creation of a number of industry tools in use worldwide, including the European Travel Commission’s handbook Sustainable Tourism Implementation, the Travelife Certification for Accommodations and the Global Guidance on Animal Welfare in Tourism. As co-founder of Travel Without Plastic, she also co-authored the Guide to Single-Use Plastic Reduction for Hotels and has advised on plastic waste reduction internationally. Sheila McCann is an accomplished leader within the wellness/spa sector with international strategic, project and senior roles with iconic industry brands. Sheila is founder and CEO of Enflingo Global Limited, a boutique consultancy supporting businesses that positively impact health spas. Sheila has received awards from international organisations for making a significant contribution to wellness, driving both sustainability and positive social value. She leverages off international 50+ projects bringing both breadth and depth of experience and fusing wellness with licensed medical facilities. Sheila recently completed a course in prescribing lifestyle medicine and is an associate member of the British Society for Lifestyle Medicine. Carlos Martin-Rios (PhD, Rutgers University) is an associate professor of management at EHL Hospitality Business School. He has been the recipient of EHL’s Best Researcher Award (2019) and two-times finalist (2017, 2018). His research lies at the intersection between sustainability and innovation management and addresses how management theories can be applied to tackle grand challenges, notably in the food value chain and its

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environmental, societal and financial problems, such as greenhouse gases, degradation of natural resources and health problems caused by hunger and food waste. He has authored more than 50 publications in peer-reviewed journals and has been awarded over CHF 1 million in national and international research projects. Akupe Matthew-Bolofinde holds a Master of Arts degree in International Hospitality Management from IU International University of Applied Sciences Bad Honnef, Germany. Her research interest cuts across hospitality and sustainability matters. Through the act of excavating, mining out patterns of thought processes and making intelligible meanings of those patterns, she hopes in the process it inspires a doctoral thesis. Maud Meijers, PhD candidate, is a lecturer and researcher in Food Science and Food Business at the Hotel Management School Maastricht (HMSM, part of Zuyd). Maud obtained her BBA at the HMSM and her MSc degree in Food Technology at Wageningen University and Research (WUR). She is currently finalising PhD research (WUR) on the functional properties of plant protein. With her knowledge of both the hospitality industry and food science, Maud contributes to the curriculum of the Hotel Management School Maastricht and is conducting research for the Research Centre Future of Food. Natasha Montesalvo is Principal Consultant – Destinations, Strategy and Insight, at EarthCheck, the leading scientific benchmarking, certification and advisory group for travel and tourism. Natasha works with governments, regional tourism bodies, nonprofits and tourism businesses to support the sustainable development of the tourism industry through strategy and risk management. Natasha joined EarthCheck having spent four years leading the policy and research team for the peak body for tourism in Queensland. Her expertise and knowledge lie in navigating and shaping the political systems that govern the tourism industry. Van Thi Nguyen is a lecturer in the Department of Marketing, Tourism and Destinations at the University of Chester. Her academic interests are in environmental sustainability behaviour in hospitality and tourism, with experience in institutions in the UK, Germany, Vietnam and New Zealand. She earned her PhD in International Hospitality Management from Oxford Brookes University, UK, prior to receiving an MA in Tourism Management from Lincoln University, New Zealand. In her PhD research project in proenvironmental behaviour, she developed a sustainability framework in employee engagement, environmental communication and stakeholder engagement for a global hotel corporation, covering the European and Asian regions. Arnfinn Oines is Social and Environmental Conscience at Soneva as well as Secretary at the Soneva Foundation. He oversees the responsible business practices at Soneva, which have received numerous environmental awards, including the prestigious WTTC’s Tourism for Tomorrow Award. Arnfinn has been involved in implementing and establishing the Soneva Carbon Calculator, Total Impact Assessment, the group’s Social & Environmental policies and procedures and Sustainability Report. He is managing several large projects, including the Myanmar Stoves Campaign, Myanmar Mangrove Restoration, Soneva Namoona, Coral Propagation, Zero Mosquitoes, Clean Water, Forest Restoration and Hornbill Reintroduction. He holds an MBA and a PDC.

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Joshua Papachristidis is a Sustainability and Data Analyst at Considerate Group. Joshua’s previous experience working in kitchens and other hospitality establishments has given him insight into the hospitality sector. This experience, combined with his BSc in Geography, previous experience at a marine fuel consultancy and on-the-job training, enables him to support Considerate Group’s clients in achieving their sustainability goals. Joshua also works with both the business development and communications teams, researching new avenues of business and writing. In his personal time, Joshua is often seen playing cricket or utilising his love of cooking to host and entertain friends. Cassia Patel is a sustainability thought leader dedicated to driving scalable behaviour change and building community resilience. As the Director of Programs for the international non-profit Oceanic Global, Cassia has designed and led initiatives that catalyse conservation, implement systems for lasting change, impact global policy and build coalition-led efforts. Cassia was an ecological adviser on renowned architect Ken Yeang’s book Saving the Planet by Design and is a regular author on the HospitalityNet Sustainability Panel. Cassia has formal training as an environmental engineer, underwater research ecologist and in sustainable design as an accredited LEED GA, WELL AP and RESET AP. Chalana Perera is the founder of RETRACE™ Hospitality, a Sri Lanka-based client advisory service that specialises in regenerative hospitality and tourism development. Chalana began his career developing hotels in Europe for institutional investors and international brands including citizenM Hotels and YAYS. A graduate of Ecole hôtelière de Lausanne, Switzerland, a certified Commercial Real Estate Developer from IFF London and a certified Climate Reality Leader, Chalana was Sri Lanka’s first signatory to Tourism Declares a Climate Emergency and the Future of Tourism Coalition. He has spoken at industry events including MIPIM (France), ITB (Germany) and the Young Hoteliers Summit (Global). Nancy Loman Scanlon, PhD, is an associate professor at the Chaplin School of Hospitality and Tourism Management at Florida International University in Miami. For the Greater Miami and the Beaches Hotel Association, she chairs the Sustainability and Wellness Council. For 20 years, Nancy served on the American Hotel & Lodging Association Sustainability Committee. She has also served on the advisory board of the International Tourism Partnership in London, UK, and is on the Cardiac Care Board of the Children’s Hospital of Philadelphia, USA. Nancy is the author of numerous articles and several books, and a pioneer in incorporating environmental issues into the curriculum of hospitality education. Sonu Shivdasani is Guardian of the Culture (CEO and Joint Creative Director) at Soneva, the pioneering sustainable hospitality brand that has redefined tourism in the Maldives. Sonu and his wife, Eva Malmström Shivdasani, opened Soneva Fushi in 1995, which became a blueprint for their ‘barefoot luxury’ resorts. Sonu has pioneered greater environmental accountability within the hospitality sector and beyond. At Soneva, this has included offsetting carbon emissions through a 2% environmental levy on all stays, banning branded water, launching one of the world’s largest coral regeneration

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projects and developing the Soneva Namoona initiative to support a plastic-free future for the Maldives. Celine Vadam is the Founder and CEO of wellbeing concept consultancy WE(i) Think and an expert in hospitality, tourism, wellness/spa, F&B and residential development. A certified health coach, her wellness competences are paired with her interest in sustainability for a holistic approach to wellbeing including both people and planet. She co-founded the Hospitality of the Future Think Tank, sits on the board of the Hotel of Tomorrow Summit and is part of the Global Wellness Institute Tourism Destination Initiative, Leading Hoteliers, HoteliersGuild Wellness focus group and HospitalityNet Sustainability World Panel. She is a public speaker and a lecturer in renowned universities. Reinier van der Veeken is currently living with his family in Oslo where he is working on improving the wellbeing and happiness of the world through his outdoor-hospitality community, Tur Experiences, using responsible tourism as a voice to inspire, educate and empower visitors to (re)connect with nature and themselves. An exciting learning adventure, it combines his passion for nature and conservation with ten-plus years of international experience in the hospitality real estate industry at Starwood Hotels & Resorts, Hyatt and Belmond. Born in the Netherlands, Reinier is half Dutch, half Australian, and has experienced various cultures and lived in different countries since 2007. The Sustainable Hospitality Alliance brings together engaged hospitality companies and uses the collective power of the industry to deliver impact locally and on a global scale. They work with leading hospitality companies and strategic partners to address key challenges affecting our planet and its people, and develop free practical resources and programmes to enable the wider industry to operate responsibly and grow sustainably. Aligned with the United Nations Sustainable Development Goals (SDGs), they commit to driving continued action on social issues including inclusion, human rights and employability, and environmental issues including climate, water and waste. Find out more: www.sustainablehospitalityalliance.org. Johanna Wagner is a consultant and university lecturer with a background in asset management and hotel operations. She is passionate about people, sustainability and innovation, which has led her to teach in leading hospitality master’s programmes in Europe. She holds an MBA from IMHI/ESSEC and a certificate in Sustainability Reporting & CSR Strategy from ESSEC/Deloitte and in Sustainable Finance from Rotterdam University. She is the co-founder of La Belle EDuC, an impact-first company dedicated to accelerating the integration of sustainability content in higher education teaching material and the student learning experience. Christopher Warren PhD is a passionate advocate for conserving resources. He is the Founder and CEO of My Green Butler, an advanced sustainability system for tourist accommodation. Christopher also has hospitality experience as he was previously a partner in one of Australia’s most successful hosted accommodation businesses. His interest in sustainability tourism started in 2006 when he established Australia’s first tourism carbon calculator called the Green Kangaroo. Since then he has helped many hospitality providers progress their sustainability ambitions. Christopher’s research in

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sustainable tourism has been widely published and includes his book How to Create Sustainable Hospitality, which explains how to gain the willing participation of staff and guests in conserving resources in tourism. Maxwell Warren is the product manager of My Green Butler. Based in Canberra, Australia, he works on transforming sustainability and hospitality alongside his father, Christopher. Maxwell holds a double degree from the Australian National University, a Bachelor of Environmental Studies and a Bachelor of Arts, focusing on human ecology. Passionate about the environment, cultural heritage, and promoting these values within hospitality through gamification; he has worked alongside research teams at Griffith University, co-authored a paper with the Australian National University, and completed coursework with the University of Pennsylvania. Melinda Watt began her career as an industrial chemist. Since stepping into the world of EarthCheck, she has transitioned from scientist to senior executive and shareholding director. Today she performs all these roles while simultaneously leading a team of inspiring young professionals. A scientist by profession, Melinda has been involved in the evolution and application of EarthCheck’s benchmarking indicators and standards for more than 20 years. Her current role of Vice President Relationship Management sees her responsible for the operational management of the EarthCheck programme. She ensures EarthCheck’s science leverages the most credible, relevant and timely research findings. Christine Young is currently the Managing Director of Green Caribe Consulting, a sustainability company focusing on building resilience in the areas of hospitality operations, environmental management, health and safety. Christine has proven to be a valuable resource to companies across the Caribbean, participating in several international projects with the Organization of American States, the Food and Agriculture Organization and the International Development Bank. As the Deputy Chair for the Jamaica Hotel and Tourism Sustainability Committee, board member of the Caribbean Alliance for Sustainable Tourism and accredited Green Globe 21 auditor, she continues to leave an indelible mark as a sustainability trailblazer. Xenia zu Hohenlohe is the Chief Sustainability Officer and a Founding Partner of Considerate Group, a change-making company with a mission to guide the hospitality and hotel real estate sector towards sustainability. In 2022, Considerate Group is at the forefront of creating tailor-made methodologies for the integration of sustainability strategies for hospitality businesses globally. Xenia began her career in the hotel industry 27 years ago, speaks six languages and worked for international hotel groups such as Mandarin Oriental Hotels, Oberoi Hotels and Aman Resorts. Additionally, she is a passionate advocate for climate change, speaking at many industry events and is actively involved in promoting gender diversity in hospitality.

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Preface

There is strong momentum for change in the hospitality industry, supported by a series of key international agreements, initiatives and events: (1) The 1.5°C target set in the international treaty negotiated at the 21st Conference of the Parties (COP21) and known as the Paris Agreement in 2015, and the subsequent call for global decarbonisation of the hotel industry by the Sustainable Hospitality Alliance in 2017; (2) the 2030 Agenda for Sustainable Development along with the Sustainable Development Goals (SDGs) set by the United Nations and its member nations for the period 2015–2030; and (3) the United Nations Decade on Ecosystem Restoration 2021–2030 with the aim to prevent, halt and reverse the degradation of ecosystems, and the subsequent launch of the Pathway to Net Positive Hospitality (Sustainable Hospitality Alliance, 2022) as well as the Hotel Sustainability Basics (WTTC, 2022). The momentum is further strengthened by an increased involvement of national, regional and local governments in tackling climate change, resource shortages and biodiversity loss. Finally, the effects of human activities on the natural environment have gained broad societal attention. Travellers increasingly expect sustainable accommodation and travel options. Sustainability demands and travel motivated by purpose are changing the way the industry develops and operates. These various push and pull factors lead to increased scrutiny of the way the travel industry functions, its impacts and its mitigation strategies and plans for a more sustainable future. However, there is still a relatively large share of ‘unknown’ or debatable questions about how best to approach the many challenges now and ahead. Should the hospitality industry focus on helping consumers to change their behaviours towards a lesser impact via better-informed decisions on travel? Should it rather focus on investing time, effort and money in cleaner technologies to mitigate negative environmental impacts? Is zero food waste or zero single-use plastic possible and how? In what ways should the hospitality industry be involved in the community, and how do we know what problems to tackle within the community in the first place? How does the industry engage and reward employees for participating in sustainability efforts? What sort of investments should be made and what returns can be expected? What is the best route forward? There are many questions being debated, but the resources specifically dedicated to those questions are scare. This book, Critical Questions in Sustainability and Hospitality, fills that gap. The hospitality industry has been challenged during the COVID-19 pandemic and forced to rethink its own future path. The sector is ripe for the implementation of innovations in processes, products and solutions; these remain crucial to move the needle on sustainability. There is a need for a constructive dialogue across stakeholders that leads

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to actions. This book is a timely addition, as it fosters the dialogue on the best course of action regarding the implementation of sustainable hospitality solutions. The aim of this book is, therefore, to provide answers to many contemporary and pressing sustainability questions. Critical Questions in Sustainability and Hospitality works as a knowledge catalyst of critical topics and is an essential read for students and academics in the field of hospitality management and for hoteliers struggling with making the right strategic and operational decisions. This book also provides insights to investors, asset managers, hotel brands, regulators and online travel agents into contemporary challenges and solutions. Last but not least, the interested guest will gain a deeper understanding of the issues that are important (but not always visible to the guest) in the sustainability development of this fabulous industry. Willy Legrand Department of Tourism Hospitality and Event Management IU International University of Applied Sciences Bonn, Germany. Henri Kuokkanen Postgraduate Studies Institut Paul Bocuse Écully, France. Jonathon Day White Lodging – J.W. Marriott Jr. School of Hospitality and Tourism Management Purdue University West Lafayette, Indiana, USA.

References Sustainable Hospitality Alliance (2022). Pathway to Net Positive Hospitality. Sustainable Hospitality Alliance. https://sustainablehospitalityalliance.org/our-work/pathway WTTC (2022). Hotel Sustainability Basics. World Travel and Tourism Council. https:// action.wttc.org/hotel-sustainability-basics

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Organisation of the Book

PART I Global Sustainability Challenges Facing the Hospitality Industry Part I reviews some of the greater sustainability challenges faced by society as a whole, viewed through the hospitality industry lens. The aim is to set a common understanding of the major contemporary sustainability challenges and the role played by the hospitality industry both as a driver of those challenges and as a provider of solutions.

1 Climate Change Leading question: A vicious circle? How does the hospitality industry impact the climate and how is it impacted by climate change?

2 Biodiversity Loss Leading question: How does the hospitality industry impact and benefit from biodiversity?

3 Water Scarcity Leading question: How does water scarcity affect hospitality operations and what can be done?

4 Human Rights Risks along the Supply Chain Leading question: How can hospitality address, prevent and mitigate human rights risks directly and along its supply chain?

5 Risk Management Leading question: How can the hospitality industry manage risks and build resilience towards pandemics, climate change and other threats?

PART II Operational Sustainability in Hospitality Part II is dedicated to specific hospitality functions, departments or challenges. Each chapter aims to provid a short context to that function, department or challenge, and to

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offer an answer to the leading question supported with industry examples or proven solutions.

6 Food Waste and Net Zero Ambitions Leading question: What is the importance of food waste prevention for net zero ambitions?

7 Food and Beverage Sustainability Criteria Leading question: What are the food and beverage criteria necessary to operate sustainably?

8 Future of Food and Menu Design Leading question: What does the menu of the future look like?

9 From Wellness to Wellbeing Leading question: What is the path to stakeholder wellbeing?

10 Balancing Health and Safety and Sustainability Leading question: How can health, safety and sustainability be balanced?

11 Incentivising Guests to Save Resources Leading question: Should guests be incentivised to save resources at a hotel?

12 Charging Guests for Carbon Emissions Leading question: Should hotels levy a carbon emission fee?

13 Sustainable Procurement and Product Certification Leading question: Should certified products be made mandatory?

14 Zero Plastic in Hotels Leading question: Is plastic-free the new norm in hotels?

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15 Rewarding Employees for Sustainability Commitment Leading question: Should staff be rewarded for committing to sustainability endeavours?

16 Attracting Talent through Sustainability Leading question: Does sustainability help attract and retain talent?

PART III Hospitality Strategies, Metrics and Stakeholder Participation Part III opens the discussion to strategic issues related to reporting and marketing sustainability, engaging guest and employees and fostering stakeholder relationships, and concludes on the ever-evolving purpose of hospitality. Each chapter provides an overview of the importance of the topic followed by a clear answer to the leading question supported by industry examples or proven solutions.

17 Green Teams and Unlocking Collective Intelligence Leading question: How can green teams be made to flourish?

18 Supplier Relationship and Sustainability Standards Leading question: Should hotels require suppliers to comply with specific sustainability standards?

19 Return on Sustainability Investments Leading question: Is sustainability paying off?

20 Key Metrics and Reporting Sustainability Leading question: How and what key sustainability metrics should hotels report?

21 Marketing Sustainability Leading question: How should a hotel market its sustainability initiatives?

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22 Communicating Sustainability to Guests Leading question: How should sustainability be communicated to guests?

23 Engaging Guests in the Sustainability Experience Leading question: How can hotels engage guests in sustainability endeavours and experiences?

24 Stakeholder Engagement and Regenerative Hospitality Leading question: What is the role of stakeholders in advancing sustainability and regeneration in tourism and hospitality?

25 Hotels and E-mobility Leading question: Should hotels adopt charging stations?

26 Incorporating Nature in Sustainable Hotel Design Leading question: How can sustainable hotel design incorporating nature effectively contribute to social and environmental regeneration?

27 The Greater Purpose of Hospitality Leading question: How can purposeful hospitality be developed?

xxx

Acknowledgements

We would first like to thank our families and friends for their support and encouragement. We owe thanks to all the contributors for sharing their expertise, research and specific scientific or industry insights. Without your input, this book would not have seen the light of day. We are also grateful to our institutions; IU International University of Applied Sciences in Germany; Institut Paul Bocuse in France and the White Lodging – J.W. Marriott Jr. School of Hospitality and Tourism Management at Purdue University in the USA, for supporting our research efforts. We owe thanks to the team at Hospitality Net (HN) for enabling the development of an online discussion panel dedicated to sustainability in hospitality (see HN World Panel on Sustainability in Hospitality). We are grateful to all industry professionals, consultants and scientific experts who regularly interact on the panel, providing insights and solutions in a multidisciplinary, cross-sectional approach. Finally, we would like to pass on our sincere thanks to all the students around the globe who have, over the years, provided valuable support in terms of research, ideas and discussion on the theme of sustainability in the hospitality industry.

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Introduction

The issues surrounding sustainability practices of hospitality businesses are relevant to a multitude of stakeholders. The overarching question of this book is: How can the hospitality sector develop and operate businesses that are attractive to guests, healthy and engaging to workers, active in the community, sensitive and regenerative to the environment, efficient to operators and profitable to owners? With this main question as a backdrop, this edited book is intended to provide answers to a multitude of more specific and contemporary sustainability questions facing the global hospitality industry. Each chapter is developed from commissioned original contributions by recognised researchers, activists and industry experts, and aims to answer one critical question in sustainability and hospitality. The book is divided into three parts; through 27 chapters, each based on a critical question, it demonstrates how, at times, simple solutions can be applied to complex problems with the right information. The first part comprises five topics. Each topic is a chapter reviewing a greater sustainability challenge faced by society as a whole through the hospitality industry lens. Whether climate change, biodiversity loss, water scarcity, human right risks or the impact of pandemics and other risks, the aim here is to gain insights on the major contemporary sustainability challenges and the role played by the hospitality industry not only as a driver of those challenges but also as a provider of solutions. The book’s second part is dedicated to specific hospitality functions, departments or challenges. Eleven chapters, each built around specific questions, guide the reader in exploring the contexts and answers or solutions brought forward, supported by industry examples or findings from empirical research. Topics include food waste, sustainability criteria in food and beverage, future of food, wellbeing, health and safety, incentivising guests for sustainable behaviour or charging guests for carbon emissions, sustainable procurement, plastic elimination, rewarding employees and attracting talent via sustainability. The book’s third part takes the reader into a deep dive of strategic sustainability issues in hospitality. The eleven topics discussed include the value of green teams, supplier

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INTRODUCTION

compliance to sustainability standards, return on sustainability investments, choosing and reporting sustainability metrics, marketing sustainability initiatives, communicating sustainability to guests, engaging guests in the sustainability experience, advancing regenerative hospitality and e-mobility, incorporating nature into hotel design and a discussion around the greater purpose of hospitality. The book concludes with a summary linking back to the overarching question presented above.

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How to Use this Book

The ways to use this book depend on the goals of the reader. An industry professional may be interested in a particular topic and wish to gain insights or explore specific solutions put forward by the chapter contributor. A researcher may be curious about the scientific research cited in a specific chapter, perhaps wishing to identify remaining gaps in research. A college or university lecturer may wish to engage students in a debate around a specific question discussed in this book. Whichever the role assumed or goal desired, the reader may be interested in the connection between a particular topic and the larger sustainability targets set by society. The Sustainable Development Goals (SDGs) are useful in forming a framework of common understanding of societal sustainability targets. It has also become clear that a concerted effort is required on many, if not all, SDGs. Table 0.1 serves as a useful tool to cross-check the content of all chapters with the specific SDGs. Due to the inherent interconnectedness of the SDGs, the chapters relate to multiple SDGs. For example, the topic of food waste is explicitly mentioned in SDG 12 on Sustainable Consumption and Production and more specifically under Target 12.3 on food waste reduction, but it is also related to SDG 2 on Zero Hunger, SDG 11 on Sustainable Cities and Communities as well as SDG 14 on Life Below Water and SDG 15 on Life on Land. The editors acknowledge the ongoing debate and discussion as to whether the SDG framework and its implementation across countries, communities and industries de facto guarantees sustainable development. The frictions between economic growth, societal wellbeing and ecological integrity are noticeable across industries, including the hospitality sector. The strong pipeline growth in hotel development and resourceintensive operations (e.g. 24/7/365) often equates to compromises between the economic demands, environmental obligations and social responsibility that form the pillars of sustainability. Strategic and daily operational decisions may result in a zero-sum game. Nevertheless, the SDG framework remains a useful tool to understand the connections between those decisions and the multitude of interlinked consequences and, ultimately, the responsibility to achieve greater sustainability. The editors encourage the reader to explore each chapter as they relate to the 17 SDGs and 169 targets. More information on the SDGs and targets can be found here: https:// sdgs.un.org/goals.

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1 Climate Change

2 Biodiversity Loss

3 Water Scarcity

4 Human Rights Risk and Supply Chain

5 Risk Management

6 Food Waste and Net Zero

7 Food and Beverage Sustainability Criteria

8 Future of Food and Menu Design

9 From Wellness to Wellbeing

10 Health, Safety and Sustainability

11 Incentivising Guests

12 Charging Guests for Carbon Emissions

xxxvi SDGs

17. Partnerships for the goals

16. Peace, justice and strong institutions

15. Life on land

14. Life below water

13. Climate action

12. Responsible production and consumption

11. Sustainable cities and communities

10. Reduced inequalities

9. Industry, innovation and infrastructure

8. Decent work and economic growth

7. Affordable and clean energy

6. Clean water and sanitation

5. Gender equality

4. Quality education

3. Good health and wellbeing

2. Zero hunger

1. No poverty

Chapters

HOW TO USE THIS BOOK

Table 0.1 Book chapters and SDGs

HOW TO USE THIS BOOK

13 Sustainable Procurement and Product Certification 14 Zero Plastic in Hotels 15 Rewarding Employees for Sustainability Commitment 16 Attracting Talent 17 Green Teams 18 Supplier Relationship and Standards 19 Return on Sustainability Investments 20 Key Metrics and Reporting 21 Marketing Sustainability 22 Communicating Sustainability 23 Engaging Guests in Sustainability 24 Stakeholder Engagement and Regeneration 25 Hotels and E-mobility 26 Incorporating Nature in Hotel Design 27 The Greater Purpose of Hospitality

Source: Authors Note: The content of this publication has not been approved by the United Nations and does not reflect the views of the United Nations or its officials or Member States. (For more information, please visit www.un.org/sustainabledevelopment.)

Additional Note for Educators This publication can be used as a tool to aid students’ learning by establishing a set of pertinent questions covering critical and contemporary sustainability issues in hospitality. Those questions can be discussed openly in class or first in small groups

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HOW TO USE THIS BOOK

and then in a plenary session. It is recommended that educators encourage students to look at various angles of a topic but always with proposed solutions being presented. For example, the topic of plastic elimination can be explored from a hotel operator’s, a guest’s, an employee’s as well as a supplier’s point of view. In addition, each topic relates to particular SDGs and asking for the connections becomes crucial. What are the specific targets? To what extent is the proposed solution actionable? This book makes it easier for a lecturer to engage students and drive class discussion by raising questions and seeking answers.

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Editors’ Take

In this section, the editors provide a short summary of each chapter, as they are listed in the table of contents.

PART I Global Sustainability Challenges Facing the Hospitality Industry The myriad environmental sustainability measures implemented in the hospitality sector over the past two decades are commendable when assessed in isolation. However, the sum of those measures is by far not enough to reach the climate goals as set in the Paris Agreement and reported yearly by the United Nations Intergovernmental Panel on Climate Change (IPCC). In Chapter 1, Laeis and Legrand explain how the hospitality sector impacts the climate through various scopes of emissions from hotel development and operations. In addition, the authors reverse the lens and look at how the climate emergency impacts tourism destinations and their hospitality operations. Laeis and Legrand argue that the situation is a vicious circle that could be broken once stakeholders align their efforts in implementing emission-reducing technologies, environmental initiatives and sustainable consumption nudges to reach the net zero emission goal by 2050. Fischer reviews the critical interface between ecosystem services and human activities in Chapter 2. Fischer also expands on the value of biodiversity for hospitality products and services, and provides guidance on biodiversity impact mitigation in the planning, building and operation of hospitality buildings and services. Continuing with the nature theme, in Chapter 3, Montesalvo and Watt discuss the hospitality sector’s use of water and responsibility regarding water scarcity. The authors emphasise that a coordinated approach to water management is often lacking. Subsequently, innovative solutions to manage water are reviewed. In Chapter 4, the Sustainable Hospitality Alliance explores the challenges facing the hospitality industry in ensuring human rights are respected in the hospitality industry. Hospitality is particularly at risk of human rights issues, including forced labour and sexual exploitation, and the Sustainable Hospitality Alliance provides useful recommendations for dealing with these complex issues. The COVID-19 pandemic laid bare some of the industry’s deficiencies in terms of crisis and risk management and approach to resiliency. In Chapter 5, Girard and Khazai discuss how the hospitality sector reacted to the COVID-19 pandemic with disaster management plans and explore

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how best to build up resiliency. The current piecemeal approach remains problematic, leaving ample room for improvement. A practical digital solution to risk analysis and resiliency assessment is presented by the authors.

PART II Hospitality Operational Sustainability In Chapter 6, Hawkins et al. highlight the importance of reducing food waste and explore the intersection of food waste with other sustainability issues including climate change. Their insights include practical guidance on reducing food waste across the sector. Continuing with the theme of food and beverages, Jonker and Cavagnaro argue, in Chapter 7, that sustainability is the most significant in the food and beverage sector. Their chapter incorporates a useful framework for addressing food and beverage waste in hospitality businesses. Food is not only central to the hospitality offering, but it is also associated with a long list of topics from water and carbon footprints to health and nutrition. In Chapter 8, Boerwinkel et al. seek to predict the menu of the future, taking into consideration the individual, societal and environmental factors as critical forces shaping the world of gastronomy. In Chapter 9, Vadam et al. discuss the role of sustainable wellbeing in hospitality. Deviating from the prevailing interpretation that tends to have a hedonistic focus on the customer, they argue that wellbeing is a holistic concept that must encompass all relevant stakeholders, dividing wellbeing into the notions of wellbeing of individuals, the local community and the natural environment. Health and safety standards in hotel operations have taken centre-stage during the COVID-19 pandemic with implications for hotel guests and employees. Extensive implementation of single-use items (e.g. face masks), chemical products (e.g. disinfectants) and hazardous containers and plastic items are creating a new set of environmental impacts. In Chapter 10, Young examines the nexus between the development and implementation of a health and safety system and the establishment of a sustainability programme. Warren and Warren focus on the role of the guest in hotel resource conservation, and in Chapter 11, they present My Green Butler, a mobile application that gamifies sustainability for guests and incentivises them to save resources in an innovative manner. Continuing with the theme on guest responsibility, albeit from the opposite angle, Chapter 12 examines Soneva’s 2008 decision to charge customers for carbon emissions with the goal of mitigating all Scope 3 emissions. In the chapter, Shivdasani and Oines review the projects that Soneva Foundation, funded through the levy, has undertaken to work toward this goal. Together, the two chapters form an intriguing take on the push and pull approaches to guest responsibilisation. Labels and certifications focusing on sustainability are ubiquitous in the tourism and hospitality sectors. In Chapter 13, Wagner and Hopper assess how hotels undertake purchasing decisions. Looking in the rearview mirror, the authors argue the case for and against making certified products mandatory in the hotel supply chain and present a model to help hotels in their sustainable purchasing decisions. Continuing the topic of supply chain and operations, McCaffery et al. explore the alternatives to single-use

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plastics in Chapter 14 A word of warning on the hope to go zero plastic: the sheer number of innovations and single-use alternatives to plastics also mean a recycling stream contaminated with new and mixed materials. In a world still overwhelmingly linear, solving one problem may be linked to creating another one. Subsequently, the authors discuss circularity solutions. In Chapter 15, El Hajal investigates whether employees should be rewarded for committing to sustainability endeavours. Exploring extrinsic and intrinsic motivation as it relates to corporate sustainability engagement, El Hajal emphasises that setting a reward strategy requires a clear understanding of employee values and motivators. Factors such as good working conditions, a fair salary and competitive monetary rewards remain critical in hospitality, independent of a sustainability rewards strategy. Addressing the recruitment crisis the industry faces in the post-pandemic world, Burbach et al., in Chapter 16, examine sustainable talent management in hospitality. The authors argue that this can be achieved through a long-term orientation that improves the talent pipeline not only for an individual organisation but also for the industry as a whole.

PART III Hospitality Strategies, Metrics and Stakeholder Participation Implementing sustainability programmes is a significant management challenge in many hospitality organisations. Bernasco and Altenrath, in Chapter 17, highlight the power of green teams in supporting sustainable change management. Their methodology supports team engagement and problem solving to achieve collective goals. In Chapter 18, Patel explains that standards and certifications are a cornerstone of a responsible procurement strategy, as well as a tool to identify best practices. Patel argues that requiring suppliers to comply with standards is part of establishing long-term sustainable operations. From a business perspective, return on investment in sustainability is crucial. Vadam et al. argue, in Chapter 19, that achieving a return on sustainability investments requires extending the triple bottom line thinking across the life cycle of assets and the various stakeholders of hospitality asset management. Also supporting ROI measurement, the path to implementing a sustainability programme involves a critical step: the quantification of impacts. In Chapter 20, zu Hohenlohe and Papachristidis present a series of metrics and data necessary to provide both the expected transparency on performance and the required information to produce credible sustainability reporting. In Chapter 21, Habsburg-Lothringen maintains that sustainability marketing must be holistic and not appear as an add-on to traditional marketing communication. Habsburg-Lothringen further illustrates the argument with examples of sustainability storytelling as a marketing tool. As the next step following such storytelling, Scanlon focuses on sustainability communication in the hotel industry. In Chapter 22, Scanlon provides advice for best practice through three questions: why, to whom and how is a company communicating about sustainability. To complement storytelling and communication, Restaurant Muyu at Golden Bay Galapagos provides an example of engaging customers in a

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sustainable experience. Balderas-Cejudo and López, in Chapter 23, investigate this restaurant which provides a sustainable experience in a unique corner of the planet. In Chapter 24, Laurent and Martin-Rios argue that hospitality and tourism should move from sustainability to regenerative practices. They lay down a roadmap for such transformation and propose an action plan to achieve this. Buildings form a substantial opportunity for regenerative practices, as the life cycle stages of a hotel building are linked to extensive environmental, social and individual health and wellbeing impacts. In Chapter 25, Day and Alavipour examine the opportunities and challenges the growth of e-mobility represents for hospitality businesses. Electric charging stations are a much sought-after amenity that contribute to the decarbonisation of our industry, and many lodging companies are adopting these new technologies. Legrand et al. discuss how the application of nature-based solutions and integration of biophilic design in hotel development and operations can be cost-effective while providing environmental, social and economic benefits in Chapter 26 The authors support their case with empirical evidence and industry best practices. Finally, in Chapter 27, Kuokkanen and Catrett envision the future of the hospitality industry to entail purpose. The authors propose how the industry can respond to customer and societal demands for purposeful action, and they develop a framework for evaluating the outcomes of ethically meaningful customer experiences in a holistic manner to justify claims of societal purpose.

xlii

Photo credit: Henri Kuokkanen

PART

I Global Sustainability Challenges Facing the Hospitality Industry Part I reviews some of the greater sustainability challenges faced by society as a whole, viewed through a hospitality industry lens. The aim is to establish a common understanding of the major contemporary sustainability challenges and the role played by the hospitality industry both as a driver of those challenges and as a provider of solutions.

DOI: 10.4324/9781003218425-1

1

1 Climate Change Leading question: A vicious circle? How does the hospitality industry impact the climate and how is it impacted by climate change? Gabriel C.M. Laeis and Willy Legrand

Introduction: The great acceleration For thousands of years, humankind’s impact on the environment was negligible. Enter: industrialisation of manufacturing and agriculture, burning of fossil fuels and an increase in living standards since the 1950s. Resource consumption, greenhouse gas emissions and global warming increased during this time of the ‘great acceleration’ as never seen before (Steffen, Broadgate et al., 2015). We now consume more of the Earth’s resources than the planet can regenerate; it is in a state of ‘ecological overshoot’. In 2022, the so-called Earth Overshoot Day was on July 28th. On that day, humanity had exhausted nature’s budget and operated beyond the natural carrying capacity of the Earth (Global Footprint Network, 2022). Action needs to be taken as the planet’s non-renewable resources are being depleted, creating a climate crisis in the process. Mounting scientific evidence proves that the changing climate we experience today is a consequence of human activity during the past 150 years. The Climate Change 2021 report of the Intergovernmental Panel on Climate Change (IPCC, 2021) stated that ‘it is unequivocal that human influence has warmed the atmosphere, ocean and land. Widespread and rapid changes in the atmosphere, ocean, cryosphere and biosphere have occurred’ (p. 5). This warming effect is due to the increasing anthropogenic emissions of greenhouse gases (GHGs), such as carbon dioxide (CO2), methane (CH4), nitrogen oxides (N2O) and chlorofluorocarbons (CFCs). They all have different warming potential and are, therefore, often accounted for in ‘CO2-equivalents’ (CO2e) to allow for better comparison. When sunlight reaches the Earth, some of it is converted into heat. GHGs absorb some of the heat and trap it near the Earth’s surface, so that the Earth is warmed up. This is an essential process for life on Earth, but our GHG emissions are increasingly transgressing planetary boundaries and, therefore, changing our global climate (Steffen, Richardson et al., 2015). The IPCC (2021)

DOI: 10.4324/9781003218425-2

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refers to this situation as ‘climate change’, while other scientists have already declared a state of ‘climate emergency’ (Ripple et al., 2020). In this chapter, we will explain the role the global hospitality industry plays in exacerbating climate change, before reversing the lens and looking at the impacts that climate change has on the hospitality industry.

How does the hospitality industry impact the climate? Hospitality is part of the larger tourism industry, which is generally understood to consist of three sectors: transport, accommodation and services (UNEP, 2011). The UN Environmental Programme (2008) estimated tourism emissions to be directly responsible for 5% of the world’s CO2 emissions. A more recent study accounted for indirect emissions as well, for example from value chains. From this viewpoint, the three sectors of tourism together account for 8% of global CO2 emissions, with a rising tendency (Lenzen et al., 2018). The COVID-19 pandemic put a dent in international tourism arrivals in the year 2020 with a near-total halt for a few months due to unprecedented travel restrictions (UNWTO, 2021). Among other factors, the dwindling international tourist arrivals also resulted in decreasing CO2 emissions. However, emissions bounced back the following year (IEA, 2021) and international tourism is well on its way to reaching pre-pandemic levels (UNWTO, 2022). Within tourism, tourist transportation is responsible for the lion’s share of emissions (75%), which is considerably driven by aircraft fuel combustion. In contrast, the hotel sector represents 21% of tourism emissions (UNEP, 2011, p. 421), which equates to approximately 2% of global GHG emissions (ARUP, 2021). Although this does not seem like much, it is important to realise that hotels are among the largest energy users per square metre of all commercial buildings (Dibene-Arriola et al., 2021) with a range of approximately 60 to 700 kilowatt-hours per square metre of floor space, depending on the geographical location and type of property (Xuchao et al., 2010; Hotel Energy Solutions, 2011; Energy Star, 2015 Ricaurte & Rehmaashini, 2021, Dibene-Arriola et al., 2021). While advances have been made in energy efficiency in many industrial sectors, in some markets such as the United Kingdom, the hotel industry has failed to decrease its overall energy usage compared to most other sectors of the economy (Ignite Economics, 2020). This situation may be explained in part by the unprecedented growth in new hotel buildings (Horwath HTL, 2019). Linked to energy usage are the CO2 emissions from fossil fuel usage at the property (e.g. oil/ gas for heating) and purchased electricity generated from non-renewable sources. The carbon footprint in hotels is also often expressed as kg CO2e per occupied room. Results from studies vary significantly, showing from 11 to 29 kg CO2e per occupied room (Diáz Pérez et al., 2019). The variation can be explained by the diversity of geographical locations, the final energy mix and type of facilities and amenities provided. The 2021 Cornell Hotel Sustainability Benchmarking (CHSB) study reports average emissions of CO2e per occupied room across all hotel categories of 19.8 kg in the United States, 18.2 kg in Germany and 84.7 kg in the larger Dubai metro area (Ricaurte & Rehmaashini, 2021). The mentioned data is based on operational energy – that is, the energy required for daily operations from heating, cooling, ventilation and air conditioning (HVAC) to lighting needs, for example.

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The following list shows the major energy-consuming activities in a hotel in order of magnitude (based on Hotel Energy Solutions, 2011): 1 2 3 4 5 6

HVAC (45%) Lighting (18%) Hot water production (14%) Kitchen operation (13%) Laundry operation (4%) Others (e.g. office equipment, TVs) (6%)

The consumption of fuel and electricity from non-renewable sources and its attributable CO2 emissions described above refer to the so-called ‘Scope 1’ and ‘Scope 2’ emissions. Scope 1 emissions ‘occur from sources that are owned or controlled’ by hotels (e.g. burning of gas in a kitchen); Scope 2 emissions stem from purchased electricity (WRI & WBCSD, 2004, p. 25). Beyond these emissions, the hospitality industry has a range of other problematic impacts on climate change, which are part of ‘Scope 3’ emissions, but they are very difficult to quantify exactly. Emissions caused by a guest’s diet is a good example. Gerber et al. (2013) found that global emissions from livestock production (e.g. cows, pigs, chickens) account for 7.1 gigatonnes of CO2e per year – 14.5% of all anthropogenic GHG emissions. This by far exceeds emissions caused by any non-animal-derived food. Gastronomy is an important part of hospitality and, depending on what guests find on their menu, Scope 3 emissions of restaurants can vary greatly. It is estimated that an omnivorous diet results in 8 kg CO2e per person per day (Kim & Neff, 2009), whereas shifting to a Mediterranean, pescetarian or vegetarian diet might cut per-capita emissions by 30–55% (Tilman & Clark, 2014, p. 520). Not included in these calculations are food waste and other types of waste – another issue that impacts Scope 3 emissions. Data on hotel waste differs significantly, as well. A study of 120 hotels in Vietnam found that solid waste generated by a hotel guest per night ranges from 0.23 to 13 kg, averaging at 2.28 kg (Pham Phu et al., 2018). Previous research conducted in European hotels showed 1.5–3.1 kg/guest/night (Bohdanowicz, 2005) and the Sustainable Hospitality Alliance (SHA) estimates that guests create approximately 1 kg/night of unsorted waste (ITP, 2014), which is still twice as much as local residents create (IFC, 2007). In this case, think of waste not only in terms of material that needs to be collected, sorted and somehow discarded, but also as wasted GHG emissions. Aside from inorganic solid waste, food waste is a critical issue with significant implications for global warming, as well. Pham Phu et al. (2018) found that just under 60% of all solid waste was biodegradable, meaning most of it was food waste. Of all the food waste in the European Union, 12% stems from food service businesses (FUSIONS, 2016). Restaurants in the United States are responsible for about 21% of all food wasted (ReFED, 2018). The connection of food waste and climate change are manifold and well-researched. If food waste was a country, it would be the third-largest GHG emitter (UNEP, 2021). The key issue is that many food production methods (e.g. for beef and rice) and the discarding of food waste in landfills create methane, a powerful GHG which has about 22–25 times the global warming potential of CO2 (Gerber et al., 2013).

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Yet another issue is the water consumption of hotels. Current estimates speak of 350 litres per guest night on average (Gössling, 2015). The latest CHSB reports an average of 458.4 litres in the United States, 324.1 litres in Germany and up to 866.5 litres per occupied room in the large Dubai metro area, across all hotel categories (Ricaurte & Rehmaashini, 2021). This might not look like a climate change issue, but there are important connections to consider. First, due to rising temperatures, many regions are prone to increasingly severe and persistent droughts (UN, 2022). Hotels in such areas with high water consumption needs exacerbate the situation. Second, the provisioning of buildings with fresh water, hot and cold, and the subsequent treatment of wastewater needs energy, which in turn comes with a GHG price tag, depending on the source of energy used by water treatment plants. Scope 1 to 3 emissions are not always easy to measure and quantify for hospitality operations because the industry is so heterogeneous. What is certain, however, is that hotels and their value chains produce a significant share of GHG emissions on a global scale. To make matters worse, because the industry depends on buildings to operate, it is responsible for so-called ‘embodied energy’, or rather ‘embodied carbon’. Embodied energy, which is the sum of energy that is used and consumed to produce goods or services, such as construction materials or for refurbishment needs, is often not taken into consideration. There is disagreement among researchers on the overall share of embodied energy of the total energy consumption throughout a building’s life cycle. Also, it is unclear in how far the embodied energy in buildings should be accounted for as Scope 3 emissions. Overall, embodied energy estimates vary greatly with data ranging from a 10% to more than 65% share of the total energy consumption of a building (Filimonau et al., 2011). Considering the ever-faster cycles of hotel refurbishment, embodied energy in material and equipment results in a substantial carbon emission share of the overall hotel building life cycle. The construction and operation of buildings, including hotels and all other buildings across the planet, translates into 38% of global energy-related emissions (UNEP, 2020). Project Drawdown estimated that the enjoyment of nicely heated rooms in winter or cooled offices in summer represents, globally, a yearly usage of 13,000 terawatt-hours of energy out of the 24,000 terawatt (24 billion kilowatt-hours) of electricity produced globally (Hawken, 2017). Usage in buildings is forecast to increase to more than 18,000 terawatt-hours by 2050 (Project Drawdown, 2021). This is partly due to the fact that the global building stock will increase over the next four decades, with an expected twothirds of the global population living in cities by 2060 (UN, 2018). The hospitality building stock is also expanding. Investments in the hotel industry have been high over the past two decades, attempting to meet demand but also to secure money in real estate projects. The existing supply is estimated to be at 660,000 hotels (IbisWorld, 2021), but the hotel development pipeline – those new projects that are being planned or constructed currently – remains strong, despite a tourism downturn due to COVID-19. Data from Lodging Econometrics shows that the global hotel construction pipeline stood at 14,117 new hotel projects for a total of about 2.3 million rooms at the beginning of 2022 (Lodging Econometrics, 2022). Within the entire accommodation sector, one can probably add a few more million properties, including small bed and breakfast homes, eco-lodges, tree house hotels, vacation rentals and tented camps, for example. While

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newly constructed buildings are, generally speaking, more energy-efficient, it is forecast that 80% of buildings in existence in 2050 will already have been constructed today (UKGBC, 2021). How much energy a hotel needs for its operation, especially for HVAC, depends greatly on how energy-efficient it is built. Thus, the type of hotels, or any other building, built today comes with a measure of so-called ‘committed carbon’: the amount of CO2e that they will likely emit through their energy usage over their future lifespan. Retrofitting of buildings, such as adding insulation after the construction of a building, is an option, but multiple barriers exist (Lee et al., 2019). Given current emission levels from all scopes of existing hotels and their value chains, plus the committed carbon of thousands of new hotels being built, we argue that meeting the overall goal of net-zero emissions by 2050 (SHA, 2017; WGBC, 2021) is a formidable challenge for the hospitality industry. Additionally, if we anticipate that each new hotel room will indeed be occupied at some stage, millions of tourists will continue to travel the globe. It is debatable whether tourist transportation emissions should be attributable to a hotel operation, but most hotels depend on them in any case, of course. Few hoteliers have gone as far as Soneva, who integrate their guests’ transportation emissions into the pricing of their rooms (Legrand et al., 2022, p. 128). Overall, achieving net-zero by midcentury seems unlikely and hospitality operators need to ‘brace for impact’.

How does climate change impact the hospitality industry? The 2021 IPCC report finds that the consequences of climate change are undeniable and ‘affecting every inhabited region across the globe’ (p. 12). During COP21 in Paris, world leaders agreed to keep global warming at 2°C, but preferably at 1.5°C above pre-industrial levels. With the current state of affairs, projections see a warming of 2.7°C by 2100 as likely (Climate Action Tracker, 2021), which is IPCC’s long-term ‘intermediate scenario’ (p. 18). The results of this development are catastrophic. The year 2020 saw the second hottest Earth surface temperature ever recorded, just 0.02°C cooler than the 2016 alltime-record of 1.0°C above the 20th-century average. Overall, ten of the warmest years on Earth ever recorded have occurred since 2005. In 2020 alone, a record number of 103 storms occurred (NOAA, 2021), wildfires in the ‘U.S., Australia, the Arctic and Brazil made it the fifth most expensive year for wildfire losses on record’ (Masters, 2021, para. 1). The IPCC (2021) predicts a further increase of extreme weather events across the world. Rising temperatures are shifting climate zones towards the poles, acidifying oceans and melting Arctic sea ice cover and glaciers on a large scale. As a result, the global mean sea level (GMSL) has risen by about 19 cm from 1900 to 2019, accelerating over time. Depending on the future GHG emission scenarios, the GMSL will continue to rise up to 0.61–1.10 metres (high emissions), or 0.29–0.59 metres (low emissions) by 2100 (IPCC, 2021). Even sea-level rise projections under low-emission scenarios are extremely serious for all nations, especially coastal communities and island states. Currently, about 190 million people live on land that will likely be affected by the low-emission case sea-level increase by 2100; the high-emission scenario will affect up to 630 million people. Imagine twice

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the population of the U.S. displaced from their homes because of flooding. The social implications are tremendous, as are the impacts on the attractiveness of destinations. Many tourism destinations and their hotel operators depend on socially, ecologically and culturally intact destinations. It is perhaps not difficult to imagine the vulnerability of such destinations to the climate disruptions described above. They include, but are certainly not limited to, a surge in extreme weather patterns, added pressure on natural ecosystems, disruption in water supply and water quality, unstable food supply and increase in infrastructure damage from sea-level rise and extreme weather events (National Climate Assessment, 2014). From a global perspective, ‘countries with the lowest vulnerability are found in western and northern Europe, central Asia, Canada and New Zealand. High [tourism] sector vulnerability is found in Africa, Middle East, South Asia and Small Island Developing States’ (Scott et al., 2019, p. 49). On a regional level, impacts vary greatly but overall reflect the shift of tourism away from equatorial areas towards higher latitudes (Rosselló-Nadal, 2014). For example: The suitability of southern Europe for tourism is projected to decline markedly during the key summer months but improve in other seasons. Central Europe is projected to increase its tourism appeal throughout the year. Projected reductions in snow cover will negatively affect the winter sports industry in many regions. (European Commission, 2022) Similarly, projections for the Canary Islands see a worsening situation for their southern regions, but an improvement in tourism attractiveness for their northern areas and higher altitudes (Carrillo et al., 2022). Coastal destinations depending on intact marine ecosystems, such as reefs, will suffer economic downturns resulting from ocean acidification and coral bleaching (Arabadzhyan et al., 2021). Global South destinations and especially island nations will likely be hit the hardest because of their densely populated, low-lying coastal areas and their generally high economic dependence on tourism (Cevik & Ghazanchyan, 2021; Kulp & Strauss, 2019; Scott et al., 2019). Dube and Nhamo (2020) also stress the vulnerability of nature tourism resorts in Africa, arguing that droughts in particular have devastating effects on flora and fauna, which will, as in the case of coastal destinations, decrease their tourism attractiveness. In sum, the deteriorating natural environments of destinations lead to toursists’ declining willingness to pay for visiting such places, which in turn means an economic downturn for these destinations. Tied to this might also be costs related to increased insurance premiums for hotel buildings and difficulties in obtaining financing or attracting staff. Mass migration from parts of the world that are strongly affected by climate change can also affect destination attractiveness through overcrowding and perhaps even social unrest. Unfortunately, none of this should come as a surprise. For years, the IPCC (2007) has warned that ‘taken as a whole, the range of published evidence indicates that the net damage costs of climate change are likely to be significant and to increase over time’. Not all destinations are ‘doomed’, however. Some might be able to navigate climate change impacts in some form. European alpine destinations that relied heavily on snow

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tourism in winter are trying hard to diversify into different types of holiday activities that do not require snow-covered mountains, such as hiking, climbing, mountain biking and spa treatments. Destinations whose tourism seasons used to be limited due to short summer periods might benefit from warming temperatures as well as an increase in local food supply. High-latitude regions, such as northern Canada, Alaska, Russia, northern China, Iceland or Scandinavia might in fact benefit from a warming climate in terms of tourism attractiveness. Increasing economic gains from tourists, however, might be outweighed by other detrimental impacts of climate change, such as wildfires (Masters, 2021) and decreasing marine life and fish stocks (Sumaila & Tai, 2020). Certainly, however, most tourism activity comes with a CO2e emission price tag for as long as our global economy and transport modes are tied to fossil fuels. Ultimately, this creates a ‘vicious circle’ of continuous GHG emissions and climate change, which in turn affects destinations and hospitality operations.

Conclusion Given this vicious circle, the question can no longer be about the next best tourism location, one that might be less affected by climate change than others. As long as we continue along the path of the same type of emission-heavy hospitality industry as we have done for years, the interactions and effects described above will continue to threaten both the industry and our world. Instead, we have to think about what technologies, environmental initiatives and sustainable consumption nudges should be implemented in the hotel sector and in which order, so that the most carbon abatement is achieved within a desirable timeframe at the lowest costs. Many opportunities to do so have already been published (e.g., SHA, 2021; ARUP, 2021; Legrand et al., 2022). Industry benchmark reports against which to measure a hotel’s environmental performance are also available (e.g. Ricaurte & Rehmaashini, 2021). All we need are hotel operators, owners and developers to take action and work together to break this vicious circle. Finally, in light of current hotel pipeline reports and their commited carbon, the question begs: how many more hotels can this planet take?

References Arabadzhyan, A., Figini, P., García, C., González, M.M., Lam-González, Y.E., & León, C.J. (2021). Climate change, coastal tourism, and impact chains – a literature review. Current Issues in Tourism, 24(16), 2233–2268. 10.1080/13683500.2020.1825351 ARUP. (2021). Transforming existing hotels to net zero carbon. Arup, Gleeds, IHG Hotels & Resorts and Schneider Electric. www.arup.com/perspectives/publications/research/ section/transforming-existing-hotels-to-net-zero-carbon Bohdanowicz, P. (2005). European hoteliers’ environmental attitudes: Greening the business. Cornell Hospitality Quarterly, 46(2). 10.1177/0010880404273891 Carrillo, J., González, A., Pérez, J.C., Expósito, F.J., & Díaz, J.P. (2022). Projected impacts of climate change on tourism in the Canary Islands. Regional Environmental Change, 22(2), 1–13. 10.1007/s10113-022-01880-9 Cevik, S., & Ghazanchyan, M. (2021). Perfect storm: Climate change and tourism. Journal of Globalization and Development, 12(1), 47–61. 10.1515/jgd-2020-0015 Climate Action Tracker. (2021). 2100 warming projections, November 2021 update. https://climateactiontracker.org/global/temperatures

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Diáz Pérez, F.J., Martín, R.D., Trujillo, F.J.P., Díaz, M., & Mouhaffel, A.G. (2019). Consumption and emissions analysis in domestic hot water hotels. Case study: Canary Islands. Sustainability, 11(3), 599. 10.3390/su11030599 Dibene-Arriola, L.M., Carrillo-González, F.M., Quijas, S., & Rodríguez-Uribe, M.C. (2021). Energy efficiency indicators for hotel buildings. Sustainability, 13(4), 1754. 10.3390/ su13041754 Dube, K., & Nhamo, G. (2020). Vulnerability of nature-based tourism to climate variability and change: Case of Kariba resort town, Zimbabwe. Journal of Outdoor Recreation and Tourism, 29, 100281. 10.1016/j.jort.2020.100281 Energy Star (2015). Energy use in hotels. Energy Star Portfolio Manager Data Trends. www. energystar.gov/sites/default/files/tools/DataTrends_All_20150129_508.compressed.pdf European Commission. (2022). Consequences of climate change: Threats to business. https://ec.europa.eu/clima/climate-change/consequences-climate-change_en Filimonau, V., Dickinson, J., Robbins, D., & Huijbregts, M.A.J. (2011). Reviewing the carbon footprint analysis of hotels: Life Cycle Energy Analysis (LCEA) as a holistic method for carbon impact appraisal of tourist accommodation, Journal of Cleaner Production, 19(17–18), 1917–1930. 10.1016/j.jclepro.2011.07.002 FUSIONS. (2016). Estimates of European food waste levels. www.eu-fusions.org/ phocadownload/Publications/Estimates%20of%20European%20food%20waste%20levels.pdf Gerber, P.J., Steinfeld, H., Henderson, B., Mottet, A., Opio, C., Dijkman, J., Falcucci, A., & Tempio, G. (2013). Tackling climate change through livestock: A global assessment of emissions and mitigation opportunities. FAO. www.fao.org/3/i3437e/i3437e.pdf Global Footprint Network. (2022). This year, Earth Overshoot Day fell on July 28. www. overshootday.org Gössling, S. (2015). New performance indicators for water management in tourism. Tourism Management, 46, 233–244. 10.1016/j.tourman.2014.06.018 Hawken, P. (Ed.) (2017). Drawdown: The most comprehensive plan ever proposed to reverse global warming. Penguin Books. Horwath HTL (2019). European Chains & Hotels Report 2019. https://horwathhtl.com/ publication/european-chains-hotels-report-2019 Hotel Energy Solutions. (2011). Analysis on energy use by European hotels: Online survey and desk research. www.e-unwto.org/doi/book/10.18111/9789284414970 IbisWorld. (2021). Global Hotels & Resorts Industry – Market Research Report. June 13. www. ibisworld.com/global/market-research-reports/global-hotels-resorts-industry Ignite Economics. (2020). Energy usage in the UK hotel industry: The road to a net zero carbon footprint. Ignite Economic: Energy Report Series, October 2020. www.eea.international/ wp-content/uploads/2020/10/Ignite_EEA-UK-Hotel-Energy-Report-2020.pdf Intergovernmental Panel on Climate Change (IPCC). (2007). IPCC Fourth Assessment Report: Climate Change 2007. https://archive.ipcc.ch/publications_and_data/ar4/wg2/ en/spmsspm-c-15-magnitudes-of.html Intergovernmental Panel on Climate Change (IPCC). (2021). Summary for policymakers. In: V. Masson-Delmotte, P. Zhai, A. Pirani, S.L. Connors, C. Péan, S. Berger, N. Caud, Y. Chen, L. Goldfarb, M.I. Gomis, M. Huang, K. Leitzell, E. Lonnoy, J.B.R. Matthews, T.K. Maycock, T. Waterfield, O. Yelekçi, R. Yu and B. Zhou (Eds.), Climate Change 2021: The Physical Science Basis. Contribution of Working Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change. Cambridge University Press. International Energy Agency (IEA). (2021, March 2). After steep drop in early 2020, global carbon dioxide emissions have rebounded strongly. www.iea.org/news/after-steepdrop-in-early-2020-global-carbon-dioxide-emissions-have-rebounded-strongly International Finance Corporation (IFC). (2007). Environmental, Health, and Safety Guidelines for Tourism and Hospitality Development. www.ifc.org/wps/wcm/connect/18cbf1cb-4f00-

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4f9b-8153-1a9ae5672c34/Final%2B-%2BTourism%2Band%2BHospitality%2BDevelop ment.pdf?MOD=AJPERES&CVID=nPtjVze&id=1323162543953 ITP. (2014). Environmental Management for Hotels: Chapter 4 Waste. Sustainable Hospitality Alliance (then International Tourism Partnership). Kim, B., & Neff, R. (2009). Measurement and communication of greenhouse gas emissions from U.S. food consumption via carbon calculators. Ecological Economics, 69(1), 186–196. 10.1016/j.ecolecon.2009.08.017 Kulp, S.A., & Strauss, B.H. (2019). New elevation data triple estimates of global vulnerability to sea-level rise and coastal flooding. Nature Communications, 10, 4844. 10.103 8/s41467-019-12808-z Lee, J., Shepley, M.M., & Choi, J. (2019). Exploring the effects of a building retrofit to improve energy performance and sustainability: A case study of Korean public buildings. Journal of Building Engineering, 25, 100822. 10.1016/j.jobe.2019.100822 Legrand, W., Chen, J., & Laeis, G. (2022). Sustainability in the hospitality industry: Principles of sustainable operations (4th ed.). Routledge. Lenzen, M., Sun, Y.-Y., Faturay, F., Ting, Y.-P., Geschke, A., & Malik, A. (2018). The carbon footprint of global tourism. Nature Climate Change, 8, 522–528. 10.1038/s4155 8-018-0141-x Lodging Econometrics. (2022, August 29). Global construction pipeline projects in early planning rise to new record high. https://lodgingeconometrics.com/global-constructionpipeline-projects-in-early-planning-rise-to-new-record-high Masters, J. (2021, January 4). Reviewing the horrid global 2020 wildfire season. Yale Climate Connections. https://yaleclimateconnections.org/2021/01/reviewing-the-horrid-global2020-wildfire-season National Climate Assessment. (2014). Climate Change Impacts in the United States. U.S. Global Change Research Program. http://nca2014.globalchange.gov National Oceanic and Atmospheric Administration. (NOAA). (2021, January 14). 2020 was Earth’s 2nd-hottest year, just behind 2016. www.noaa.gov/news/2020-was-earths-2nd-hottest-year-just-behind-2016 Pham Phu, S.T., Hoang, M.G., & Fujiwara, T. (2018). Analyzing solid waste management practices for the hotel industry. Global Journal of Environmental Science and Management, 4(1), 19–30. 10.22034/gjesm.2018.04.01.003 Project Drawdown. (2021). High-Efficiency Heat Pumps. www.drawdown.org/solutions/ high-efficiency-heat-pumps ReFED. (2018). Foodservice Food Waste Action Guide. https://refed.com/downloads/ Foodservice_Guide_Web.pdf Ricaurte, E., & Rehmaashini, R. (2021). Hotel Sustainability Benchmarking Index 2021: Carbon, energy, and water. Cornell Hospitality Report, 21(5). https://hdl.handle.net/ 1813/109990 Ripple, W., Wolf, C., Newsome, T., Barnard, P., Moomaw, W., & Grandcolas, P. (2020). World scientists’ warning of a climate emergency. BioScience. https://hal.archivesouvertes.fr/hal-02397151/document Rosselló-Nadal, J. (2014). How to evaluate the effects of climate change on tourism. Tourism Management, 42, 334–340. 10.1016/j.tourman.2013.11.006 Scott, D., Hall, C.M., & Gössling, S. (2019). Global tourism vulnerability to climate change. Annals of Tourism Research, 77, 49–61. 10.1016/j.annals.2019.05.007 Steffen, W., Broadgate, W., Deutsch, L., Gaffney, O., & Ludwig, C. (2015). The trajectory of the Anthropocene: The great acceleration. The Anthropocene Review, 2(1), 81–98. 10.1177/2053019614564785 Steffen, W., Richardson, K., Rockström, J., Cornell, S.E., Fetzer, I., Bennett, E.M.,... & Sörlin, S. (2015). Planetary boundaries: Guiding human development on a changing planet. Science, 347(6223), 1259855. 10.1126/science.1259855

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Sumaila, U.R., & Tai, T.C. (2020). End overfishing and increase the resilience of the ocean to climate change. Frontiers in Marine Science, 7, 523. 10.3389/fmars.2020.00523 Sustainable Hospitality Alliance. (SHA). (2017). Global hotel decarbonisation report. https:// sustainablehospitalityalliance.org/resource/global-hotel-decarbonisation-report Sustainable Hospitality Alliance. (SHA). (2021). Resources. https://sustainablehospitalityalliance.org/resources Tilman, D., & Clark, M. (2014). Global diets link environmental sustainability and human health. Nature, 515(7528), 518–522. 10.1038/nature13959 UK Green Building Council. (UKGBC). (2021). Climate change. www.ukgbc.org/climatechange United Nations. (UN). (2018, May 16). 68% of the world population projected to live in urban areas by 2050, says UN. Department of Economic and Social Affairs. www.un.org/ development/desa/en/news/population/2018-revision-of-world-urbanization-prospects. html UN. (2022). Drought in numbers 2022. COP-15 to UN Convention to Combat Dessertification. www.unccd.int/sites/default/files/2022-06/Drought%20in%20Numbers%20%28English%29.pdf UN Environmental Programme. (UNEP). (2008). Tourism: Investing in energy and resource efficiency. UNEP & World Tourism Organization (UNWTO). www.unep.org/ greeneconomy/Portals/88/documents/ger/GER_11_Tourism.pdf UNEP. (2011). Tourism: Investing in energy and resource efficiency. UNEP & World Tourism Organization (UNWTO). https://wedocs.unep.org/handle/20.500.11822/22014 UNEP. (2020). 2020 Global status report for buildings and construction: Towards a zero-emission, efficient and resilient buildings and construction sector. United Nations Environment Programme. UNEP. (2021). Food waste index report 2021. www.unep.org/resources/report/unep-foodwaste-index-report-2021 UNWTO. (2021, January 28). 2020: Worst year in tourism history with 1 billion fewer international arrivals. World Tourism Organization. www.unwto.org/news/2020worst-year-in-tourism-history-with-1-billion-fewer-international-arrivals UNWTO. (2022, August 4). Tourism grows back, mindful of tests to come. www.unwto. org/un-tourism-news-46-tourism-grows-back World Green Building Council. (WGBC). (2021). The net zero carbon buildings commitment. www.worldgbc.org/thecommitment World Resources Institute & World Business Council for Sustainable Development. (WRI & WBCSD). (2004). The greenhouse protocol: A corporate accounting and reporting standard. https://ghgprotocol.org/sites/default/files/standards/ghg-protocol-revised.pdf Xuchao, W., Priyadarsini, R., & Eang, L. (2010). Benchmarking energy use and greenhouse gas emissions in Singapore’s hotel industry. Energy Policy, 38(8), 4520–4527. 10.1016/j.enpol.2010.04.006

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2 Biodiversity Loss Leading question: How does the hospitality industry impact and benefit from biodiversity? Frauke Fischer

Setting the scene: What are we talking about? Biodiversity refers to the variety of life on earth. It comprises the diversity within species (genetic diversity), between species and between ecosystems. The term ‘biodiversity’ is not a synonym for species diversity! The (genetic) variety within species underpins the resilience and persistence of populations and ultimately species. In other words, genetic diversity is of utter importance as it functions as an insurance against extinction. The fewer individuals exist, the more likely is the extinction of that given species. The reason for this lies in the rise of inbreeding depressions and the reduced variety of immune systems that decreases with the number of individuals. These few individuals do not have a bad immune system, but one that resembles that of all other living conspecifics. Any disease able to overcome that ‘line of defence’ will overcome it in the entire population, and eventually species, leading to its extinction. For us, genetic diversity is of central importance, since we rely on a stable supply of food, which is assured by an increased variety of animal breeds and plant varieties. Last but not least, in humans, genetic diversity leads to a wide variety of different interests and skills that make some people become architects and others tourism experts or outstanding chefs. This variety makes us one of the most successful species on our planet. Species diversity refers to the diversity between species. Species are defined as organisms that (at least in theory) can produce fertile offspring when mating. That makes a dog and a cat different species, while a poodle and a German shepherd (and even an Irish wolfhound and a Chihuahua) conspecifics. For more than 250 years, since Carl Linnaeus published his Systema Naturae, we have classified all living things according to his taxonomic system. Systema Naturae listed more than 10,000 species of which approximately 6,000 were plants and 4,236 animals. Today

DOI: 10.4324/9781003218425-3

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more than 2 million species are described – that is, they have been given a scientific name, are known from at least one site location and are represented in a museum collection with at least one specimen. This number might even be too high, since some ‘double-counting’ might have occurred in which one species has been described more than once by different taxonomists. Regardless of whether there are 2 million described species or slightly more or less, what we know for sure is that the number of existing species is much higher. The lowest estimate of the global biodiversity on the species level is 5 million species; the highest puts the figure at 100 million (Costello et al., 2013). Biodiversity is unevenly distributed on our planet, with the highest diversity to be found in tropical ecosystems, such as rainforests and coral reefs. Exceptional concentrations of endemic species – that is, species that only occur within a very limited geographic region – are undergoing exceptional loss of habitat are called ‘biodiversity hotspots’. Covering less than 1.5% of the global land surface, these areas contain more than one-third of vertebrates (excluding fish) and almost 45% of all vascular plant species (Myers et al., 2000). Different species are part of complex processes within ecosystems. Ecosystems are described as functional systems. They might be small – for example, a dead log in a forest – or rather large – the forest in which the log lies. Ecosystems cannot be clearly delineated from one another. Therefore, there is no fixed number of ecosystems. Biodiversity (on the level of genes, species and ecosystems) is the basis of ecosystem services, which are defined as those services that nature provides for humans (see Figure 2.1). It is a purely anthropocentric view of the natural world, but a concept that

Figure 2.1 What has nature ever done for us? Ecosystem services Source: WWF, 2016, p. 51. Adapted from the Millennium Ecosystem Assessment, 2005

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helps to understand our dependencies on nature. Ecosystem services can usually only be replaced incompletely or not at all by humans. Unlike ecosystem services, man-made substitute services can never be obtained free of charge. The economic value of ecosystem services provided annually is estimated to be about twice as high as the global gross domestic product (GDP) in that same year (Costanza et al., 1997). About 60% of the global GDP is highly or moderately dependent on ecosystem services (Dasgupta, 2021).

Threats to scale: Biodiversity erosion and others Economically speaking, we have three capital stocks: financial capital, human capital and natural capital. While financial capital increased between the years 1992 and 2014 per capita globally by about 100% and human capital in that same time period by 13%, natural capital decreased by 40% (Dasgupta, 2021). Despite the proven economic, social and ecological values of biodiversity and ecosystem services, we see a tremendous erosion of biodiversity on all levels. The 2020 global Living Planet Index (WWF, 2020) shows an average 68% (range: minus 73% to minus 62%) fall in more than 20,000 populations of more than 4,000 mammals, birds, amphibians, reptiles and fish monitored between 1970 and 2016. All these species still exist, but their abundance has been greatly decimated. This also increases their risk of extinction due to reduced genetic diversity. While we do not know with how many species we share the planet, we know that human interferences with the natural world increased the background (‘normal’) extinction rate tremendously, with the present level of extinction about 1,000 times higher than the natural rate (Pimm et al., 2014). On average, 25% of species are threatened with extinction across terrestrial, freshwater and marine vertebrate, invertebrate and plant groups that have been studied in sufficient detail (IPBES, 2019). Today, the mass of humans is an order of magnitude higher than that of all wild mammals combined, with three species (humans 36%, cattle and domestic pigs 60%) representing 96% of all mammal biomass on earth (Bar-On et al., 2018). Three-quarters of the land-based environment and about 66% of the marine environment have been significantly altered by human actions, leading to a massive loss of natural habitat for the majority of species (IPBES, 2019). Today, only 2–3% of the earth’s surface is considered to be ecologically intact (Plumptre et al., 2021). The main drivers of the observed biodiversity loss today are all man-made. They include land use change which occurs when natural ecosystems are altered to agricultural land, traffic or settlement areas (including tourism infrastructure). Direct persecution drives species loss through overhunting and overfishing of natural stocks for food and trade, but also includes the elimination of pest species. The introduction of invasive species harms

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and threatens the native flora and fauna of many regions. The input of pollutants and environmental toxins is another factor that negatively impacts natural ecosystems. And, finally, climate change increasingly threatens ecosystems, and the species present in them (IPBES, n.d.). The loss of biodiversity and ecosystem services is related to several other crises on our planet. Deforestation of tropical forests makes up almost 10% of greenhouse gas emissions resulting in climate change (UCSUSA, 2021), while more than 30% of anthropogenic CO2 emissions are estimated to be re-absorbed annually by natural ecosystems, and a further approximately 25% of annual anthropogenic CO2 emissions are absorbed by the world oceans (Shin et al., 2022). The protection of biodiversity and ecosystem services would not only contribute to stabilising the world’s climate but also increase our resilience in the face of potential global food crises, natural catastrophes, refugee movements and others. Biodiversity loss is one of the planetary boundaries which we have crossed already and have left the safe operating space (Rockström et al., 2009). While technical solutions exist to ‘undo’ the crossing of the planetary boundary of novel entities (e.g. plastics in the environment) or geo-chemical flows (of nitrogen and phosphor), there is no way for humans to reverse the crossing of the biodiversity planetary boundary. However, measures such as restoring and rewilding damaged ecosystems are helpful in supporting natural processes that would increase natural biodiversity at a given site. Much of the damage in nature is so vast that nature needs support, such as captive breeding of rare and endangered species or well-designed reforestation schemes, to recover.

How does the hospitality industry benefit from biodiversity? Most businesses, whether in hospitality or any other economic sector, place an environmental focus on the issue of climate change and the goal of achieving carbon neutrality. However, few understand (a) how climate change and biodiversity are interlinked and (b) how severely their core business will be affected by the loss of biodiversity and ecosystem services, regardless of whether and to what extent we can minimise or mitigate the effects of climate change. Like any other business sector, the hospitality industry relies on functioning social and economic systems which, in turn, depend on intact biodiversity and ecosystem services. Looking at the various ecosystem services (Figure 2.1), it becomes quite clear how much the hospitality sector depends on the services provided by nature. The provision of fresh water, secure food supplies and the regulation of the world’s climate, to name a few, are the basis for the health of clients, employees and partners alike. Provisioning services, such as the production of wood used as timber in building infrastructure or marine fish as food, are important for the hospitality sector. Without the supporting services of nature, such as the conversion of inorganic into organic material by means of photosynthesis,

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the generation of fertile soils and global nutrition cycles, not a single hospitality business would be possible. On a global level, the erosion of biodiversity and ecosystem services increasingly affects industries worldwide. One recent example is the outbreak of the COVID-19 pandemic. Most emerging diseases (about 70%) and almost all pandemics are zoonoses – that is, diseases that are spread from wild animals to humans. About 1.7 million unknown viruses occur in wild animals of which 631,000–827,000 might have the potential to infect humans (IPBES, 2020). The risk of pandemics increases rapidly, with now more than five new diseases emerging in people every year. They could all spread and become a pandemic. Land use changes, predominantly the conversion of natural habitats to agricultural land or settlement areas – including touristic infrastructure in remote and formerly untouched areas – increase the risk and emergence of zoonotic diseases in humans (Gibb et al., 2020). While some species go extinct with human impacts on natural ecosystems, those that tend to survive and thrive – rats and bats, for instance – are more likely to host potentially dangerous pathogens that can infect humans. Hence, while the destruction of intact ecosystems at first sight directly harms wildlife and people who are dependent on local biodiversity and ecosystem services, it eventually has far-reaching – even global – effects. In addition to these general effects of biodiversity and ecosystem services on the global economy, there are some sector-specific dependencies of the hospitality industry. This mainly refers to the cultural services delivered by nature, which are in many cases the reason to undertake a journey in the first place. The global market size of eco-tourism in 2019 was $181.1 billion, with a forecast to reach 333.8 billion USD by 2027 (Statista, 2022). Prior to the COVID-19 pandemic, tourism accounted for 10.4% of the global GDP (WTTC, 2022), with wildlife tourism accounting for about 3.9% of this figure (Downs et al., 2016). However, it is not only the desire to observe large, charismatic wildlife that makes biodiversity and ecosystem services an asset for the tourism sector. Many other travels, from day trips or beach holidays to a variety of activity vacations, are related to the cultural services of nature. Entire regions such as many Caribbean, Mediterranean or South-East Asian destinations rely on the recreational value of their coastal environments, while South and East African regions are well known for their breathtaking wildlife adventures, and many mountain areas for the scenic views.

What are the impacts, and which should be mitigated? As we have seen above, biodiversity is vital for tourism and almost inevitable for a perfect holiday experience. It is not only the sight of beautiful landscapes with rich flora and fauna that people count on while travelling, but also a wide range of ecosystem services that nature offers, such as the production of food, clean water and air, the protection from floods or extreme heat. It is important to know that even the trips in which nature does not play a role as a destination depend massively on services provided by nature. While the hospitality sector depends heavily on biodiversity, it is

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also a driver of its loss. Tourism requires travel infrastructure such as roads, airports and harbours, and housing provided by hotels, resorts and camping sites. Building that infrastructure covers ground. That covered ground cuts through habitats and leaves no room for animals to live, plants to grow or water to drain away and fill freshwater reserves. Once visitors reached their destination, they want parking space, promenades or even anchoring places in coral reefs and mangroves that would otherwise have protected people from extreme weather, floods and storms. While infrastructure and construction measures have an obvious effect on biodiversity, other activities unfold their effects rather unnoticed. A good example is the use of sunscreen and its effect on marine ecosystems. Up to 14,000 tons of sunscreen lotion are estimated to be released into coral reef areas each year (Downs et al., 2016). Sunscreen pollution can cause harm to the environment from impacting primary production to creating reduced reproductive viability and fecundity not only in those areas where tourists used the chemicals but far away (Downs et al., 2022). In addition to the sealing of surfaces, the production of waste and the loss of food is a serious problem of the hospitality sector. Compared to other sectors, hospitality produces larger amounts of waste per capita that is harmful to the environment (Styles et al., 2013), often in regions without functioning waste management systems let alone recycling infrastructure and therefore ending up in (official and unofficial) landfills or the oceans. Haven spoken about these negative impacts of the hospitality sector in biodiversity and ecosystem services, we should also mention that there are significant positive impacts as well. For example, tourist visits to protected areas resulted in economic gains estimated at $600 billion (2014 values), while investments in protected areas were less than $10 billion in the same year (Balmford et al., 2015). The COVID-19 pandemic had mainly negative impacts on biodiversity due to the absence of tourists and the consequent reduction in revenues needed for management (Akinsorotan et al., 2021). The good news is also that there are multiple approaches, good examples and tools to reduce or completely avoid the negative effects on biodiversity and ecosystem services. This refers to the entire life cycle of any hospitality business from the planning phase to construction, operation and finally closure. Whatever steps are taken towards a more sustainable tourism, they will most likely always lead to a more pleasant experience of hospitality – more green, more quiet, more beautiful – and generally benefit the local community in economic terms. In any case and all phases, it is important to obey the following chain of interventions: 1

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Do no harm – that is, prevent by any means negative impacts on biodiversity that cannot be repaired, such as the destruction of nesting, feeding or resting sites or killing of animals, cutting large trees or damaging rare and/or native species. Where impact on biodiversity is inevitable, over-compensating these effects through sound, long-term biodiversity conservation measures is necessary. This can be done through the restoration and enhancement of degraded habitats, increasing the size of existing protected areas, setting aside new protected areas or connecting biodiversityrich patches of land. Focus should be on areas adjacent to the intervention. If that is not possible, the compensation should be done in the closest biodiversity-rich area available.

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In principle, biodiversity aspects must be considered in all phases, from planning to the possible demolition of the respective buildings and infrastructure.

Planning phase The planning phase is of particular importance in that decisions made here can influence all other phases in terms of biodiversity impact. When looking for the right building site for a new project, it is important to conduct a proper environmental impact assessment (EIA) to understand potential harm to biodiversity and ecosystem services connected with building and running a hotel or resort. Since such EIAs are mandatory in many countries, there is usually a well-established number of specialists that offer the respective services. The more pristine and/or remote the environment is that will be affected by the planned infrastructure, the more it makes sense to involve other biodiversity-related stakeholders in the planning phase, such as NGOs with different foci and geographical working levels (from local to global). The EIA might throw light on potential benefits from existing ecosystem services worth preserving for the operation of a hotel or resort (e.g. forests cleaning air and water, cooling effects of vegetation, protection of infrastructure from natural disasters or extreme weather, regulation of waterflows), which might save money later.

Building phase Proper planning will help to reduce impacts on biodiversity during this phase, especially when thinking about temporary constructions such as camps for workers or access routes. Negative impact on biodiversity might derive from compacting ground, surface soil erosion, noise or pollution. All of these should be minimised by careful planning and implementation. Including the natural surroundings, standing trees, shrubs, etc. and making use of natural air conditioning, ventilation or produced renewable or recycled building material not only save resources and money while strengthening the local economy, but also lead to a modern, high-quality design highly appreciated by customers.

Operational phase In general, the biodiversity-sensitive sectors during the operational phase of a hotel or resort that need to be observed and managed are procurement, waste management, accommodation and restaurants, transport and activities. While operating a hotel or resort, establishing procurement regulations (for food, furniture, consumables, souvenirs, etc.) that assure the exclusion of products that have negative biodiversity impacts in all stages of the product life should be installed. Whenever possible, food should be procured from regional sources, seasonal and either organic-certified or from known sources that support biodiversity. Other products should be of high quality (extending time in use), recyclable or circular. The wise and most

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efficient use of water and energy is of utter importance to reduce negative direct and indirect effects on biodiversity. Those areas of a location that are not built on provide the opportunity to support biodiversity on site. Even small entities can be transformed into little insect habitats. Insects need food, plants and nesting sites. A variety of indigenous plants improve the habitat for a variety of different species that can help regulate the natural food chain and even prevent the overpopulation of species such as mosquitos or rats. Bird feeders not only help birds through harsh times (such as winter in temperate regions) but might also give guests the opportunity to observe wildlife. Training of staff is an important part to make any biodiversity-friendly business work. Staff in charge of procurement, facility management, cleaning, guest care and cooking need to be trained to understand and support the company’s biodiversity strategy. For example, a chef who is aware of overfishing, deforestation for soy and palm oil production, and the climate change effects of food waste will deal differently with food, put other dishes on the menu and therefore help to protect biodiversity and ensure a financial return (due to less waste). Waste management refers to the reduction of waste in general and the elimination of garbage that cannot be properly disposed of or recycled, as well as everything that is harmful to the environment, such as plastic or chemical waste. Locals offering guided tours into nature and natural sights are the best ambassadors for the appreciation and enjoyment of nature’s wealth and for the prevention of damage to it. Involving them and their knowledge as much as possible in planning and operation is crucial. But even away from nature paradises, guests should have access to information that helps them understand the importance of biodiversity and ecosystem services. The conscious management of tourism and hospitality can not only prevent major harm to biodiversity but can also be an important guardian. The profits generated by tourism make ‘nature conservation’ an economically reasonable strategy and stabilise the local community. There is no need to hunt down rhinos when tourists pay to see living ones. And strolling (sustainably) through national parks, tourists fulfil the job of rangers. All this makes the harmonisation of biodiversity and tourism not only an obligation but a very promising business case for our future passion for travel.

References Akinsorotan, O.A., Olanyiyi, O., Adeyemi, A., & Olasunkanmi, A.H. (2021). Corona virus pandemic: Implication on biodiversity conservation. Frontiers in Water, 3, 635529. 10.3389/frwa.2021.635529 Balmford, A., Green, J.M.H., Anderson, M., Beresford, J., Huang, C., Naidoo, R., Walpole, M., & Manica, A. (2015). Walk on the wild side: Estimating the global magnitude of visits to protected areas. PLoS Biology, 13(2), e1002074. 10.1371/journal.pbio.1002074 Bar-On, Y.M., Phillips, R., & Milo, R. (2018). The biomass distribution on Earth. PNAS, 115(25): 6506–6511. 10.1073/pnas.1711842115

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Costanza, R., d’Arge, R., de Groot, R., Farber, S., Grasso, M., Hannon, B., Limburg, K., Naeem, S., O’Neill, R.V., Paruelo, J., Raskin, R.G., Sutton, P., & van den Belt, M. (1997). The value of the world’s ecosystem services and natural capital. Nature, 387, 253–260. 10.1038/387253a0 Costello, M.J., May, R.M., & Stork, N.E. (2013). Can we name earth’s species before they go extinct? Science, 339(6118): 413–416. www.science.org/doi/10.1126/science.1230318 Dasgupta, P. (2021). The Economics of Biodiversity: The Dasgupta Review. London: HM Treasury Downs, C.A., Cruz, O.T., & Remengesau, T.E. (2022). Sunscreen pollution and tourism governance: Science and innovation are necessary for biodiversity conservation and sustainable tourism. Aquatic Conservation: Marine and Freshwater Ecosystems, 32(5), 896–906. 10.1002/aqc.3791 Downs, C.A., Kramarsky-Winter, E., Segal, R., Fauth, J., Knutson, S., Bronstein, O., Ciner, F.R., Jeger, R., Lichtenfeld, Y., Woodley, C.M., Pennington, P., Cadenas, K., Kushmaro, A., & Loya, Y. (2016). Toxicopathological effects of the sunscreen UV filter, oxybenzone (benzophenone-3), on coral planulae and cultured primary cells and its environmental contamination in Hawaii and the U.S. Virgin Islands. Archives of Environmental Contamination and Toxicology, 70(2), 265–288. https://link.springer.com/article/10.1007/ s00244-015-0227-7 Gibb, R., Redding, D.D., Qing Chin, K., Donnelly, C.A., Blackburn, T.M., Newbold, T., & Jones, K.E. (2020). Zoonotic host diversity increases in human-dominated ecosystems. Nature, 584, 398–402. 10.1038/s41586-020-2562-8 IPBES. (n.d.) Models of drivers of biodiversity and ecosystem change. IPBES secretariat, Bonn, Germany. https://ipbes.net/models-drivers-biodiversity-ecosystem-change IPBES. (2019). Global Assessment Report on Biodiversity and Ecosystem Services of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services. E.S. Brondizio, J. Settele, S. Díaz, and H.T. Ngo (Eds.). IPBES secretariat, Bonn, Germany. 1148 pages. 10.5281/zenodo.3831673 IPBES. (2020). Workshop Report on Biodiversity and Pandemics of the Intergovernmental Platform on Biodiversity and Ecosystem Services. P. Daszak, J. Amuasi, C.G. das Neves, D. Hayman, T. Kuiken, B. Roche, C. Zambrana-Torrelio, P. Buss, H. Dundarova, Y. Feferholtz, G. Földvári, E. Igbinosa, S. Junglen, Q. Liu, G. Suzan, M. Uhart, C. Wannous, K. Woolaston, P. Mosig Reidl, K. O’Brien, U. Pascual, P. Stoett, H. Li, H.T. Ngo, IPBES secretariat, Bonn, Germany. 10.5281/zenodo.4147317. Myers, N., Mittermeier, R., Mittermeier, C., da Fonseca, G.A.B., & Kent, J. (2000). Biodiversity hotspots for conservation priorities. Nature, 403, 853–858. 10.1038/ 35002501 Pimm, S.L., Jenkins, R.A., Brooks, T.M., Gittleman, J.L., Joppa, L.N., Raven, P.H., Roberts, C.M., & Sexton, J.O. (2014). The biodiversity of species and their rates of extinction, distribution, and protection. Science, 344(6187), 1246752. 10.1126/ science.1246752 Plumptre, A.J., Baisero, D., Belote, R.T., Vázquez-Dominguez, E., Faurby, S., Jedrzejewski, W., Kiara, H., Kühl, H., Benítez-López, A., Luna-Aranguré, C., Voigt, M., Wich, S., Wint, W., Gallego-Zamoranao, J., & Boyd, C. (2021). Where might we find ecologically intact communities? Frontiers in Forests and Global Change, 4, 626635. 10.3389/ffgc.2021. 626635 Rockström, J., Steffen, W., Noone, K., Persson, Å., Chapin, F.S. III., Lambin, E., Lenton, T.M., Scheffer, M., Folke, C., Schellnhuber, H., Nykvist, B., De Wit, C.A., Hughes, T., van der Leeuw, S., Rodhe, H., Sörlin, S., Snyder, P.K., Costanza, R., Svedin, U., … Foley, J. (2009). Planetary boundaries: Exploring the safe operating space for humanity. Ecology and Society, 14(2), 32. http://www.ecologyandsociety.org/vol14/iss2/art32 Shin, Y.-J., Midgley, G.F., Archer, E.R.M., Arneth, A., Barnes, D.K.A., Chan, L., Hashimoto, S., Hoegh-Guldberg, O., Insarov. G., Leadley, P., Levin, L.A., Ngo, H.T., Pandit, R., Pires, A.P.F.,

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Pörtner, H.-O., Rogers, A.D., Scholes, R.J., Settele, J., & Smith, P. (2022). Actions to halt biodiversity loss generally benefit the climate. Global Change Biology, 8, 2846–2874. 10.1111/gcb.16109 Statista. (2022). Market size of the ecotourism sector worldwide in 2019, with a forecast for 2027. www.statista.com/statistics/1221034/ecotourism-market-size-global Styles, D., Schönberger, H., & Galvez Martos, J.L. (2013). Best Environmental Management Practice in the Tourism Sector. EUR 26022. Luxembourg (Luxembourg): Publications Office of the European Union; 2013. JRC82602 UCSUSA. (2021, November 10). Tropical Deforestation and Global Warming. Union of Concerned Scientists. www.ucsusa.org/resources/tropical-deforestation-and-globalwarming WTTC. (2022). Economic Impact Reports. World Travel & Tourism Council. https://wttc. org/Research/Economic-Impact WWF. (2016). Living Planet Report 2016: Risk and Resilience in a New Era. World Wide Fund for Nature. https://awsassets.panda.org/downloads/lpr_living_planet_report_2016.pdf WWF. (2020). Living Planet Report 2020: Bending the Curve of Biodiversity Loss. R.E.A. Almond, M. Grooten & Petersen, T. (Eds.). Gland, Switzerland: WWF.

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3 Water Scarcity Leading question: How does water scarcity affect hospitality operations and what can be done? Natasha Montesalvo and Melinda Watt

Introduction Sustainable development goal (SDG) 6 seeks to ensure access to water and sanitation for all, yet there are still 2.2 billion people living without access to safe drinking water (United Nations Stats, 2020). Worldwide, 4.2 billion people still lacked safely managed sanitation after ten years of action towards the Sustainable Development Goals, with quality water supply being constrained by industrialisation, pollution and changing hydrological cycles in response to global climate change (Becken et al., 2014). Projections suggest that by 2050, more than half the global population will live in areas that suffer water scarcity at least once a month (World Water Assessment Programme, 2018). In March 2014, the EarthCheck Research Institute in partnership with Griffith University, EarthCheck and Ecolab, released its second White Paper on Tourism and Water (Becken et al., 2014). The paper explored challenges faced within the Asia Pacific and how hospitality operators can utilise scarce resources more effectively. Work has been done since this time to address this global challenge, with the SDG report (2021) demonstrating destinations safely managing drinking water has increased from 70.2% to 74.3%. However, global levels of water stress increased from 2015 to 2018 (18.2% to 18.4% globally). Furthermore, reporting on the SDG notes that only 54% of countries actively manage water resources. To be on track to achieve sustainable management of water resources by 2030, the current rate of progress needs to double, as 129 countries are not on track (UNSTATS, 2021). Water stress is felt when there is a lack of availability of fresh water. Increases in population, transient populations, change in lifestyle and economic growth have all increased pressure on water systems (Gössling et al., 2012). These shifts in lifestyle mean more water is required to meet the changing societal needs. With added pressures of increasing natural disasters, action is required to reduce consumption and manage the resources

DOI: 10.4324/9781003218425-4

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available. The responsible management of water by tourism businesses will assist resource governance beyond the tourism industry. This highlights the potential leadership role the tourism sector can – and already does – play (Becken et al., 2014). This chapter explores water scarcity within the tourism and hospitality sector and examples of the implications, impacts and challenges that businesses, visitors and host communities face. This chapter also examines practical solutions to the challenges that are faced, looking to both innovative options that can create real change across the industry and cost-effective, small-scale actions that can be taken immediately.

Water scarcity Countries are facing challenges from low freshwater availability, high climate change impacts and growing consumption patterns, leading to less potable water. Water scarcity is currently impacting every continent (United Nations, 2018). Fresh water availability is uneven across countries and within countries and even across genders (Hameeteman, 2013), with women disproportionately impacted by water issues. Issues identified with water supply include contamination, depletion and uneven access which can in turn create conflict (King, 2005; Cole & Ferguson, 2015). Water stress is defined as when a territory withdraws more than 25% of its renewable freshwater resources (UN-Water, 2021). Over the past 100 years, global water demand has increased by 600% (FAO, 2018). Annual growth rates of water usage currently sit at approximately 1% (FAO, 2018), but with increasing population, travel and economic demand, researchers suggest that this growth rate may be optimistic, and demand will outstrip projections (Boretti & Rosa, 2019). Distefano and Kelly (2017) go so far as to argue that water scarcity goes beyond consequences for communities and people, posing significant threat to economic growth. There is increasing concern about the equitable use of water, particularly in the Asia Pacific, Africa, Central and South America and Small Asian Nations. This is especially pressing in regions where water is chronically scarce such as India and parts of China. Here, questions of both water availability and quality are critical for local communities. As a result, there is a growth in self-supply for drinking water, with local communities turning to bottled water as their main drinking supply. Where this is the case, supply is difficult to monitor and regulate, leading to quality risks. This leads to a cost of approximately USD 250–650 million across South Asia, Southeast Asia and the Pacific (Foster et al., 2021). The impacts of climate change are expected to result in more extreme weather conditions, with increased risks of both droughts and floods (IPCC, 2022). Increased heatwaves, droughts and floods are predicted to drive mass mortalities in species such as trees and corals, and cause food and water insecurities (IPCC, 2022). An increase in weather variability makes the topic of water availability increasingly salient for the future.

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The problem with tourism Prior to the impacts of COVID-19, international tourism arrivals were growing at a rate of 4% annually, a rate faster than the wider economy. Globally, there were 1.5 billion international tourism arrivals recorded in 2019 (UNWTO, 2020). Tourism was considered a leading and resilient economic sector with significant opportunity for growth. Prior to the impacts of COVID-19, a further 3–4% growth was forecast, with the UNWTO Confidence Index showing cautious optimism for the year ahead. The rapid growth of tourism is seen as both a benefit to economies and a challenge to the long-term sustainability of communities. In early 2020, the UNWTO Secretary-General called for the sector not only to grow but to grow better, advocating for responsible growth (UNWTO, 2020). The Decade of Action was declared with just ten years remaining to meet the 2030 agenda and Sustainable Development Goals. Gössling et al. (2012) state that tourists use an estimated 300 litres of water directly each day, which is far in excess of the 160 litres used at home. EarthCheck’s data from 2019 indicates a single guest night equates to on average 643 litres of water usage. This does not include any tourism activities that may be participated in during their stay. Across an average accommodation provider, Figure 3.1 indicates a breakdown of average water use per area. Becken (2014) highlights the existential challenge that water scarcity plays for communities and the additional burden that is created by visitors within destinations. Researchers highlight that per capita water usage among tourists far exceeds that of

Guest rooms 5% 5%

Kitchen & public area 25%

15%

Cooling towers

Laundry 30%

20%

Hot water

Other

Figure 3.1 Water usage of a luxury resort per area Source: EcoLab

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community members (Crase et al., 2010; De Stefano, 2004). Excessive usage creates both environmental and social impacts for communities (Cole & Ferguson, 2015). In Bali, Indonesia, for example, tourism reportedly consumes 65% of local water resources, and conflict between the hotel industry and local communities is evident (Cole, 2012; Benge & Neef, 2018). The challenge with tourism and hospitality is that often, irrespective of visitor numbers, large amounts of water are still consumed in swimming pools, gardens, cleaning or snow-making, for example (Gössling et al., 2012). In dry periods or times of drought, this can exacerbate shortages, putting further strain on fragile eco-systems. Researchers note that high-end and luxury tourism establishments tend to consume greater volumes of water than smaller guesthouses (Deng & Burnett, 2002; Gössling, 2001; Gössling et al., 2012). Other sectors that use high levels of water include golfing, ski resorts through the use of artificial snow, and convention and exhibitions (Gössling et al., 2015; Cole et al., 2020). Convention and exhibition centres have invested significantly over the past ten years to reduce their water consumption – for example, the Gold Coast Convention and Exhibition Centre has a grey water recycling system on site to treat water and use it for irrigation. The centre also has a policy controlling run time of all water systems. Showers, toilets and urinals are fitted with flow-restriction devices and sensor taps are retro-fitted into all public amenities to limit flow time (Gold Coast Convention and Exhibition Centre, 2022). Cairns Convention Centre has a double-pleated plate roof designed to capture the seasonal tropical downpours and channel the rainwater directly into storage tanks. The centre’s water usage is modified by restrictors to limit flow rates (Cairns Convention Centre, 2020). EarthCheck data indicates that greatest water consumption is in villa-style resorts (average 1,500 litres consumed per guest night), with business hotels typically consuming less water on an average guest night (643 litres per guest night). This is due to the style of interaction that the guest has with the property and the type of amenities that are on offer through this accommodation. Indirect use of water in the tourism sector is also high (Hadjikakou et al., 2013). Construction, agriculture and transport are all important parts of the tourism network that are increasing water usage. Roselló-Batie, Molá, Cladera, and Martinez (2010) identify that the use and construction of buildings is responsible for 17% of water consumption worldwide. Tourism’s contribution to this is likely to be high in many destinations where high-rise buildings and large infrastructure projects are a major part of the sector (Gössling et al., 2012).

How does water scarcity impact tourism and hospitality? When there is water scarcity, it may negatively impact the tourism experience, creating negative perceptions of destinations and dissatisfaction among visitors, or creating unrest, thereby impacting income and leading to poverty and social tensions (Satyawan et al., 2021). As suggested by Becken (2014), where there is water scarcity within communities, tourists may take what little resources are available, or visitors may struggle to find access to

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the resources that they expect when travelling. This may risk the health of those visiting the destination and cause stress and tensions between visitors and the host community. Where there is water scarcity, there are also cost implications for the tourism and hospitality industry, such as costs to bring bottled water to facilities to ensure that the health needs of guests and staff are met and costs to meet the needs of the amenities. As water scarcity increases, the costs associated with water usage increase, creating economic burdens as well as social and environmental problems for the industry. Conversely, positive engagement with water usage can lead to positive outcomes that go beyond the obvious shift in demand on resources, including reputational improvement and cost savings (Santamarta et al., 2017).

What can be done? EarthCheck’s White Paper (2014) stated: It is no longer sufficient to simply address water use by ‘picking the low hanging fruit’ and making minor or incremental operational adjustments. The paper argues that greater change is needed. There are at least three good reasons for this. First, operational costs of water (and energy) are increasing and will continue to do so in the future. Second, increasing water scarcity at many destinations will put more pressure on tourism companies to perform responsibly while not compromising the development opportunities of the local population. And thirdly, the intrinsic relationship between water and energy makes the efficient use of both much more acute than previously thought. (Becken et al., 2014, p. 5) Although some work has been done to address the challenges faced, this is not enough and further action is required, both at a policy level and at an operator level. Individual countries, regions and people need to tackle the issue of water stress (UN, 2018). As water demands increase, so too does the value of each drop of water, and effective management of the frequency and intensity of use is required (Wada et al., 2016). Yet researchers highlight that gentle, nature-based solutions will not address the significant challenges that we are facing; rather, a coordinated response is required that can be enforced and managed (Boretti & Rosa, 2019). Management frameworks are required to align patterns of use with the needs and demands of different users, including the environment (UN, 2018). Furthermore, a strong policy response is required to directly influence the use and conservation of water (Boretti & Rosa, 2019). A lack of clear water planning is exacerbating stresses in many regions, and as population grows, demand on inadequate systems is taking its toll. To address this, a policy response is required alongside practical business measures. The tourism and hospitality industry is uniquely positioned to influence and impact the minds and hearts of those visiting destinations. The sector can engage with a significant

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number of people daily. This interaction can provide an opportunity for education and knowledge building, creating opportunities to shift water consumption patterns both within destinations and when visitors return to their place of origin. Companies are providing innovative solutions to a range of issues involving drinking water and wastewater as well as across departments such as laundry, gardens and food and beverage. The following section explores some of these solutions.

Drinking water solutions SOURCE Global (Zero Mass Water) is a start-up from the United States of America. The technology uses hydropanels to convert sunlight and air into potable water; two panels can generate 10 litres of water a day. Collected water is mineralised for ideal composition and taste, making premium-quality drinking water available community-wide. The technology requires no pipes, no electricity and no plastic. That can equate to the removal of 54,000 plastic bottles over the lifetime of one hydropanel (SOURCE Global, 2022). Installations across 45 countries include Ecuador, Jordan, Mexico, the Philippines and Australia where there is a lack of access to drinking water or inadequate infrastructure to supply community needs. Hospitality venues on island locations (e.g. Fiji) have utilised SOURCE hydropanels to move guests away from using unsustainable single-use plastic bottles of water.

Wastewater and grey water treatment AvanTex (2022) use compact and effective recirculating packed-bed filters to provide highly reliable, energy-efficient and low-maintenance wastewater treatment. The system boosts a low profile and quiet operating process to ensure it blends in with the landscape and is easy to live with. Ideal for small commercial sites such as island resorts, this technology is used in destinations such as Lady Elliott Island off Australia’s Queensland coast. Once treated, wastewater can be used for irrigation and grounds maintenance. Salher Water Solutions offer intelligent water management solutions for hotels, resorts and tourism facilities enabling the reuse of grey water through irrigation of green areas, toilet flushing and surface washing. Systems use filtration and ultrafiltration technologies to ensure water is suitable for reuse. Systems are compact and can treat flows up to 20 m3/h.

Measuring to manage The MyEarthCheck software enables hospitality and tourism operators to track and monitor water consumption over time (See Figure 3.2). Monthly, quarterly or annual data inputs enable staff to benchmark water consumption against others within their sector and region to identify how they are performing compared to others. Monitoring

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Figure 3.2 MyEarthCheck Benchmarking Program Source: MyEarthCheck

usage enables operators to identify any irregularity in water consumption and therefore any potential leaks or challenges across operations. One hotel chain managing water through the MyEarthCheck platform has realised historic savings equating to 1,199 Olympic-sized swimming pools over a 14-year period (assessed against the baseline level of usage). Using the Internet of Things (IoT), Apana (2022) offer smart irrigation and measurement systems to monitor water usage, encourage conservation and identify any leaks or irregular water-usage patterns. Using sensors in pipes and meters, the system can be set to monitor water every minute across a secure cloud-based analytics centre. The water fingerprint provides real-time data on what is happening where. Applied to large-scale water

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users, such as casino resorts, this technology provides insight and actional information to staff in a timely manner. One Las Vegas casino reduced water use by 16% in fountain operations and 34% in pool operations through the smart management and identification of leaks and inefficiencies.

Laundry Xerostech (2022) created Hydrofinity to create water savings and efficiencies in commercial laundries. Using Xorbs technology, Hydrofinity utilises high-performance spherical polymers to increase the efficiency of the laundry progress. Connected to the XConnect software system, washer usage and water and energy consumption can be monitored from internet browsers in real time. Hotels utilising this technology have made laundry water savings of up to 78%.

Smaller-scale actions Immediate actions that can also be taken across the industry that are recognised to drive water efficiencies include: •

Adding sub-meters across venues to identify usage in specific areas and to establish where efficiencies can be derived.

Bathrooms EarthCheck indicates 50% of water use is associated with guest rooms. •

•

•

Measuring shower head flows with a bucket and a timer. The suggested water flow is 6 litres per minute (WELS, 2017). In some hotels, this can be as high as 20 litres per minute. There is now aerator technology to reduce water flow while maintaining guest comfort. Reviewing the flow of bathroom taps. Good bathroom taps being used by some hotels deliver 4 litres per minute. The range of flow rates can be as low as 1.5 litres per minute up to 30 litres for high users (WELS 2017). Checking for leaking toilets in bathrooms – a leaking toilet can waste over 16,000 litres of water a year or 44 litres per day.

Laundries • • • • •

30

If outsourcing, asking service provider about their water and energy performance. If in house, using full loads where possible. Reviewing use of temporary holding tanks which can allow the reuse of water from previous rinse cycles. Minimising the length of the rinse cycle if possible. Ensuring vigilance with leaks and general maintenance – water inlet valves and water level controls are two areas of potential focus.

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Kitchens/restaurants Kitchens/restaurants can account for as much as 20% of the water used in a hotel. Considerations for improved water management include: • • • • •

Checking kitchen tap flow rate and introducing low flow restrictors. Using full loads in dishwashers. Pre-soaking utensils to reduce water required for cleaning. Avoiding thawing frozen food products with running water. Reducing the use of ice machines where possible.

Swimming pools • • • •

Reading water meters specific to the pool first thing in the morning and last thing at night to monitor levels of use and water leaks. Considering the backwashing schedule. Implementing a regular maintenance schedule and being vigilant of leaks. Exploring the improvement of filtration systems.

Landscaping and gardens • • • •

Cutting down on watering during the heat of the day to reduce evaporation. Developing a dedicated watering plan to reduce water use. Considering the selection of landscaping and planting choices – for example, using native plants where possible. Considering the installation of rainwater collection tanks or the implementation of a greywater recycling system, where permitted, for irrigation use.

Behaviour of staff and tourists Ensuring that staff are aware of sustainability ambitions is important to engage them in the process. Understanding water usage and setting a water management plan and targets can assist with this. Staff should be empowered to identify all water sources, impacts and dependencies, and the full team should be engaged in the process. Realistic, measurable targets to reduce usage should be set. Key areas where meaningful change can be made should be the starting point. Similarly, visitors should be involved in any plan. They can be actively involved in reducing water usage and the impact they are having can be clearly communicated. In this way, they take their water impact seriously both when they are away and when they return home. León and Araña (2020) identify that leaving comprehensive and personal messages for guests about environmental conservation shifts expectations around laundry use, thereby reducing water consumption. Furthermore, incentivising or making sustainable choices more pleasurable with rewards such as free drinks is also seen to shift visitor behaviour (Dolnicar et al., 2019).

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Conclusion The intensity of tourism activities places considerable additional pressures on water systems. This means that water scarcity can have a significant impact on cost and the way in which tourism and hospitality operates. With changing climatic conditions already triggering water stresses, careful management of resources is more important than ever. When exploring what can be done, both policy-led, and operator-led solutions are required to meet the needs of future generations. Policy that manages water supply and considers the implications of water usage in new tourism and hospitality development is essential. Mapping usage with community needs and the visitor population will build resource efficiencies and reduce trade-off requirements. This chapter has highlighted some innovative technological solutions that accommodation providers can implement to drive efficiencies across some of the activities that drive the most water consumption. However, it is equally important to build a culture of water awareness among staff and visitors to shift behaviours in the long-term. Measuring to manage is a critical first step to understand water use and how to better manage the resources available.

References Apana. (2022). Water Efficiency as a Service. www.apana.com/what-we-do AvanTex Wastewater Treatment. (2022). Commercial Applications. www.orenco.com/ applications/commercial/commercial-applications Becken, S. (2014). Water equity – Contrasting tourism water use with that of the local community. Water Resources and Industry, 7–8(1), 9–22. Becken, S., Rajan, R., Moore, S., McLennan, C.-L., & Garofano, N. (2014). Second White Paper on Tourism and Water. From Challenges to Solutions: Providing the Business Case. Brisbane: EarthCheck Research Institute. Benge, L., & Neef, A. (2018). Tourism in Bali at the interface of resource conflicts, water crisis and security threats. Community, Environment and Disaster Risk Management, 19, 33–52. 10.1108/S2040-726220180000019002 Boretti, A., & Rosa, L. (2019). Reassessing the projections of the World Water Development Report. npj Clean Water, 15. 10.1038/s41545-019-0039-9 Cairns Convention Centre. (2020). Sustainability. www.cairnsconvention.com.au/about/ sustainability Crase, L., O’Keefe, S., Horwitz, P., Carter, M., Duncan, R., Hatton Macdonald, D., Halsam McKenzie, F., & Gawne, B. (2010). Australian Tourism in a Water Constrained Economy: Research Agenda. Gold Coast: CRC for Sustainable Tourism. Cole, S. (2012). A political ecology of water equity and tourism: A case study from Bali. Annals of Tourism Research, 39(2), 1221–1241. Cole, S., & Ferguson, L. (2015). Towards a gendered political economy of water and tourism. Tourism Geographies, 17(4), 511–528. Cole, S., Mullor., E.C., Ma, Y., & Sandang, Y. (2020). ‘Tourism, water, and gender’ – An international review of an unexplored nexus. WIREs Water, e1442. 10.1002/wat2.1442 Deng, S., & Burnett, J. (2002). Energy use and management in hotels in Hong Kong. International Journal of Hospitality Management, 21(4), 371380. De Stefano, L. (2004). Freshwater and Tourism in the Mediterranean. Rome: WWF Mediterranean Programme. https://wwfeu.awsassets.panda.org/downloads/med potourismreportfinal_ofnc.pdf

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Distefano, T., & Kelly, S. (2017). Are we in deep water? Water scarcity and its limits to economic growth. Ecological Economics, 142, 130–147. Dolnicar, S., Kneževič Cvelbar, L., & Grün, B. (2019). A sharing-based approach to enticing tourists to behave more environmentally friendly. Journal of Travel Research, 58(2), 241–252. FAO. (2018). AQUASTAT. Food and Agriculture Organization of the United Nations (FAO). www.fao.org/aquastat/en Foster, T., Priadi, C., Kotra, K.K., Mitsunori, O., Christensen, R., & Willets, J. (2021). Selfsupplied drinking water in low- and middle-income countries in the Asia-Pacific. npj Clean Water, 4, 37. 10.1038/s41545-021-00121-6 Gold Coast Convention and Exhibition Centre. (2022). Sustainability Initiatives and Practices. www.gccec.com.au/sustainability-initiatives-and-practices.html Gössling, S. (2001). The consequences of tourism for sustainable water use on a tropical island: Zanzibar, Tanzania. Journal of Environmental Management, 61(2), 179191. Gössling, S., Hall, M., & Scott, D. (2015). Tourism and Water. Channel View Publications. 10.21832/9781845415006 Gössling, S., Peeters, P., Hall, M., Ceron, J.P., Dubois, G., Lehmann, L.V., & Scott, D. (2012). Tourism and water use: Supply, demand and security. An international Review. Tourism Management, 33(1), 1–15. 10.1016/j.tourman.2011.03.015 Hadjikakou, M., Chenoweth, J., & Miller, G. (2013). Estimating the direct and indirect water use of tourism in the eastern Mediterranean, Journal of Environmental Management, 114, 548–556. doi: 10.1016/j.jenvman.2012.11.002 Hameeteman, E. (2013). Future Water (In)Security: Facts, Figures, and Predictions. Global Water Institute. www.academia.edu/36012370/Future_Water_In_security_Facts_ Figures_and_Predictions_Global_Water_Institute_Future_Water_In_Security_Facts_ Figures_and_Predictions_Acknowledgments IPCC. (2022). Climate change: a threat to human wellbeing and health of the planet. Taking action now can secure our future. www.ipcc.ch/2022/02/28/pr-wgii-ar6 King, M. (2005). Water and violent conflict. OECD issues brief. https://archive.globalpolicy. org/images/pdfs/052605waterconflict.pdf León, C.J., & Araña, J.E. (2020). Tourist sustainable behaviour and personal communication. Annals of Tourism Research, 85(c), 102897. Roselló-Batie, B., Molá, A., Cladera, A., & Martinez, V. (2010). Energy use, CO2 emissions and waste throughout the life cycle of a sample of hotels in the Balearic Islands. Energy and Buildings, 42, 547–558. Salher Water Solutions World Wide. (2022). Solutions for water treatment in hotels. www.salher.com/en/urban-water-and-reuse/hotels-and-resorts-water-solutions Santamarta, J.C., García-Rodríguez, F.J., & Ruiz-Rosa, I. (2017). Redirecting hotel management towards greater efficiency in water consumption: A case study. International Journal of Sustainable Development, 20(3/4), 230. 10.1504/ijsd.2017.10011036 Satyawan, I.A., Wibisono, B.I., & Binangun, P.S. (2021). The impact of climate change in tourism sector in Java Island: A literature review. IOP Conference Series: Earth and Environmental Science, 724, 012111. SOURCE Global. (2022). Not all drinking water is created equal. www.source.co/sourcemineralized-water United Nations. (2018). Water Scarcity. www.unwater.org/water-facts/scarcity United Nations Stats. (2020). Sustainable Development Goals Report. https://unstats.un. org/sdgs/report/2020/goal-06 UNSTATS. (2021). Ensure availability and sustainable management of water and sanitation for all. https://unstats.un.org/sdgs/report/2021/goal-06 UN-Water. (2021). Summary Progress Update 2021: SDG 6 – water and sanitation for all. www.unwater.org/publications/summary-progress-update-2021-sdg-6-water-andsanitation-for-all

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UNWTO. (2020). International tourism continues to outpace the global economy. www. unwto.org/international-tourism-growth-continues-to-outpace-the-economy#:~:text= 1.5%20billion%20international%20tourist%20arrivals,in%20view%20of%20current %20uncertainties Wada, Y., Flörke, M., Hanasaki, N., Eisner, S., Fischer, G., Tramberend, S., Satoh, Y., van Vliet, M.T.H., Yillia, P., Ringler, C., Burek, P., & Wiberg, D. (2016). Modeling global water use for the 21st century: the Water Futures and Solutions (WFaS) initiative and its approaches. Geoscientific Model Development, 9(1), 175–222. 10.5194/gmd-9-175-2016 Warren, C., & Becken, S. (2017). Saving energy and water in tourist accommodation: A systematic literature review (1987–2015). International Journal of Tourism Research, 19(3), 289–303. 10.1002/jtr.2112 WELS. (2017). WELS Standard. www.waterrating.gov.au/about/standards World Water Assessment Programme. (2018). The United Nations World Water Development Report. New York: United Nations Educational, Scientific and Cultural Organization. www.unwater.org/publications/world-water-development-report-2018 Xerostech. (2022). How we work. www.xerostech.com/hydrofinity-how-it-works

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4 Human Rights Risks along the Supply Chain Leading question: How can hospitality address, prevent and mitigate human rights risks directly and along its supply chain? Sustainable Hospitality Alliance

Figure 4.1 The Sustainable Hospitality Alliance’s logo Source: Sustainable Hospitality Alliance

Addressing human rights risks Addressing human rights risks is a complex process for any industry. Every business, wherever they operate, has a corporate responsibility to respect human rights and have processes in place to protect their colleagues, the workers in the organisations they do business with and the communities in which they operate. The hospitality industry can be at particular risk of potential human rights issues. This includes: • • •

risks of labour abuse and modern slavery throughout the labour supply chain risks related to the welfare of construction workers building new hotels risks of human trafficking, including sexual exploitation, taking place in hotels.

This is not inclusive of every human rights risk in the hospitality industry, and individual hotel companies should also carry out their own human rights risk mapping and strategy development.

DOI: 10.4324/9781003218425-5

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Why is the hospitality industry vulnerable to human rights risks? The hospitality industry is large and diverse, with multiple ways of organising and running hospitality businesses, and approaches varying within and between countries. As a result, it can be more vulnerable than other industries to human rights issues occurring either directly or along its supply chain.

Labour-intensive industry The hospitality industry is labour-intensive and employs a high proportion of low-skilled workers in service occupations. While, for some hotels, the demand for labour will remain constant throughout the year, other hotels will be influenced by seasonal demands (high/low seasons) or high-profile events such as international sporting events, resulting in short-term contracts and high staff turnover. Many hotels will need to employ migrant workers, especially during peak periods, as there are not enough local workers to meet their labour demands. Hotels also often outsource services to employment agencies or other business enterprises. This includes but is not limited to cleaning, laundry, spa, gardening, maintenance, security and transport.

Complex hotel ownership structure The complex nature of hotel ownership can exacerbate risks to workers and create confusion about which stakeholder is responsible for protecting the rights of workers – especially during their recruitment. Hotel ownership models include owned and operated properties, leased properties, managed properties and franchised properties. A hotel brand will have different levels of control based on each model, which results in different levels of risk to the business and to the people impacted.

Complex procurement practices Hotels can be indirectly associated with human rights risks through the actions of their business partners. The garment and textile, laundry and dry cleaning, food and beverage, and construction industries represent key risk areas. Hotel supply chains are complex and influenced by a range of factors, including the size, geographic scope and type(s) of ownership models. It is challenging for hotels to ensure that labour standards, including ethical recruitment practices, are applied throughout their supply chains. Most larger enterprises have established streamlined procurement practices to improve efficiency and reduce costs. This includes centralised procurement teams that negotiate global agreements for products that are fundamental to brand standards, including hotel linen and toiletries, as well as non-brand items, such as cleaning products. This provides

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some opportunity for the hotel company to monitor the practices of suppliers and be able to influence a modification in behaviour. But this can be more challenging for smaller enterprises who often have fewer resources. Hotel companies cannot negotiate central agreements for every single product that is required by a hotel. Perishable goods and low-volume or individual items tend to be negotiated at the regional or local level. Similarly, outsourced services such as cleaning, housekeeping and gardening are often negotiated locally. This increases the risk of human rights being breached in the process as often the issues arise further down the supply chain. Individual hotels may not have the knowledge and/ or the resources to conduct robust human rights due diligence when selecting their suppliers.

Complex recruitment processes Due to the high need for workers, many hotels will need to employ migrant workers, which can involve complex cross-border recruitment processes. While it is possible for an employer to recruit migrant workers directly from a labour recruiter in the country of origin, in many cases, the employer will go through a labour recruiter (or employment agency) in the country of destination. This labour recruiter will then work with another labour recruiter in the country of origin, who may work with one or more subagents at the community level. The more parties involved in the recruitment process, the higher the risk of unethical practices occurring. Employment agencies provide a similar service to labour recruiters in that they facilitate the recruitment of migrant workers. However, the key difference is that they also act as the employer. In practice, this means that a migrant worker can be working at a hotel and reporting to a hotel employee (supervisor) while having no formal employment relationship with the hotel. Consequently, there can be confusion about where accountability lies.

Countries of operation The hospitality industry operates worldwide. The political, social and economic environment in which hotels operate varies greatly from country to country. There are different laws and regulations in place governing labour, migration and all aspects of business that provide varying levels of protection for both local and migrant workers. Some countries pose a higher risk for labour violations than other countries.

Hotel–guest relationship privacy In addition to risks to workers, the nature of the hotel business – to offer rooms and facilities for any guest to enjoy – can result in customers abusing the privacy of the infrastructure for exploitation – for example, the trafficking of young persons for the purpose of sexual exploitation.

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Why migrant workers are vulnerable to exploitation The travel and tourism sector, which includes hospitality, is widely recognised as a driver of job creation and economic development. Prior to the impacts of the global COVID-19 pandemic, it accounted for one in ten jobs worldwide, with one in four of all new jobs created globally over the previous five years being within the travel and tourism sector (WTTC, 2020). The sector is also known for employing people who can traditionally have difficulties accessing the labour market, such as women, young people, rural populations and migrant workers. The ILO estimates that 164 million people are migrant workers (ILO, 2017).´ In certain countries, hospitality is an industry that is particularly reliant on its migrant workforce where there are not enough local workers to fill the job vacancies. Migrant workers can be vulnerable to exploitation in the hospitality industry for a range of reasons, including: • • •

• •

• •

•

The seasonal nature of the hospitality sector (high/low demands for labour) leads to many migrant workers being employed on short-term, insecure contracts. The nature of low-skill and low-paid work, which limits migrant workers’ bargaining power with employers. Complicated outsourcing and employment relationships, where migrant workers may be employed to work at a hotel but have no formal employment relationship with the hotel. Language and cultural barriers that prevent migrant workers from speaking out when exploitation occurs, coupled with a lack of awareness of their legal rights and protections. Visas that tie migrant workers to specific employers in some countries. This limits not only workers’ freedom to leave exploitative employment situations but also their capacity to report abuse for fear of deportation. Migrant workers who lack the necessary visa are less likely to report abuse for fear of deportation. The lack of effective grievance mechanisms in relation to migrant workers means that it is particularly difficult for migrant workers to access remedies when they have returned to their country of origin. Gaps and inconsistencies between and within countries regarding policies and laws governing labour migration.

Key risks to migrant workers include: •

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Charging recruitment fees and costs to workers, which often can be excessive and lead to debt bondage. In many cases, migrant workers have no choice but to take out loans, often with high interest rates, to cover these fees and costs. In practice, this can lead to workers not receiving a wage, or full wage, for many months or even years as their debt is taken from their wages. In many cases, the employer will be unaware that its

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•

•

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employees are forced to use a high percentage of their wages to pay back their recruitment-related debt. Workers often have little bargaining power and can find themselves at the mercy of unscrupulous labour recruiters and/or other intermediaries, such as subagents, training schools or medical facilities. Lack of transparency about the job on offer and recruitment process – for example, false promises about pay and conditions, working hours and the quality of accommodation available to workers. This can lead to contract substitution, where a contract signed in the country of origin is replaced with one with less favourable terms upon arrival in the country of destination. Withholding of personal documents as a means of control. This behaviour may limit or restrict the migrant worker in a number of ways. For example, it can prevent the worker from accepting a (better) job or prevent them from withdrawing their candidacy. Similarly, a migrant worker’s passport might be held in the country of destination to prevent the migrant worker from leaving their job. This is particularly common when the migrant worker has a high level of personal debt from their recruitment. Restricting migrant workers’ freedom of movement. Migrant workers might find themselves tied to employers by contracts, visas or fees, which prevent them from leaving or reporting abuses.

Principles on Forced Labour The Sustainable Hospitality Alliance launched a set of Principles on Forced Labour to prioritise action to address the primary drivers of forced labour within the hotel industry (see Figure 4.2). The principles state that (Sustainable Hospitality Alliance, 2018): 1

2

3

Every worker should have freedom of movement The ability of workers to move freely should not be restricted by their employer through abuse, threats and practices such as unlawful retention of passport and valuable possessions. No worker should pay for a job Fees and costs associated with recruitment and obtaining employment should not be paid by workers. No worker should be indebted or coerced to work Workers should work voluntarily, be informed of their employment terms and conditions in advance without misrepresentation, and be paid regularly as agreed and in accordance with any applicable laws and regulations.

Figure 4.2 Principles on Forced Labour, Sustainable Hospitality Alliance Source: Sustainable Hospitality Alliance

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Five essential elements of ethical recruitment All businesses are strongly encouraged to publicly commit to addressing human rights risks and implementing ethical recruitment within their operations and supply chains. This commitment should include clear timeframes for implementation and should be supported by robust management systems. It should be clearly displayed within hotel premises for the benefit of staff, customers and suppliers. It should also be visible on the business’s website and other online platforms and referenced in reporting requirements, such as annual reports. For a commitment to be meaningful, it must cover the five essential elements (see Figure 4.3) (IOM, 2022, p. 10):

1. Respect the rights of workers throughout the labour recruitment process The rights of workers are respected during their recruitment, deployment (when they travel from their home to the employment site in the country of destination), employment and return home. The business and its partners (e.g. labour recruiters, employment agencies, suppliers) must comply with all applicable laws and regulations in countries of origin, transit and destination relating to recruitment, migration and employment.

Figure 4.3 Five essential elements of ethical recruitment Source: Sustainable Hospitality Alliance

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In addition, the business enterprise and its business partners should comply with international human rights laws and labour standards. This includes prohibiting forced labour and child labour, respecting the right of freedom of association and collective bargaining, and equality of treatment and non-discrimination, as recognised in the ILO Declaration on Fundamental Principles and Rights at Work (ILO, 1998).

2. Adopt the Employer Pays Principle ( IHRB, 2022) The business prohibits the charging of recruitment fees and related costs to workers who are employed within their business operations and supply chain. This aligns with the Sustainable Hospitality Alliance’s Principles on Forced Labour that no worker should pay for a job and no worker should be indebted or forced to work (Sustainable Hospitality Alliance, 2018). Instead, the employer (e.g. individual hotel) covers the cost of recruiting workers. This includes making every effort to pay recruitment fees and related costs directly or through recruiters. If it is discovered that fees and costs have been paid by workers, employers should reimburse workers directly and in a timely manner. Businesses should follow the ILO definition of recruitment fees and costs (ILO, 2019).

3. Carry out human rights due diligence on business operations and supply chains The business carries out ongoing risk assessments to identify and prioritise risks to workers during their recruitment, deployment, employment and return home. This includes checking whether workers are being charged recruitment fees and costs, having their passports withheld or freedom limited, being misled about the job on offer and working in conditions of forced labour. The business implements action plans that are fit for purpose to prevent and mitigate identified risks to workers, and communicates relevant due diligence information to internal and external stakeholders to create transparency on how it addresses its risks.

4. Respect workers’ right to freedom of movement The business prohibits the withholding of workers’ identity documents (passports), bank books, bank cards and deeds to land by any party involved in the recruitment and employment process. (The only exception is when identity documents are legitimately needed to facilitate recruitment and employment, such as when applying for a visa. The migrant worker must provide informed written consent, and their identity document must be returned as soon as possible.) Additionally, all employment contracts include early termination clauses. This aligns with the Sustainable Hospitality Alliance’s Principles on Forced Labour that every worker should have freedom of movement (Sustainable Hospitality Alliance, 2018). When accommodation is provided to workers, the business provides a safe place for migrant workers to store their personal documents, which is accessible at all times.

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Additionally, the business does not restrict migrant workers’ freedom of movement, including through the imposition of curfews, locking of dormitory doors (unless keys are available) or other policies and practices that limit freedom of movement.

5. Provide access to remedy The business has a grievance mechanism in place that is fair and transparent and easily accessible to all workers. This can be run in‑house or in partnership with other stakeholders, such as civil society organisations. If the business identifies, through their human rights due diligence process or other means, that they have caused or contributed to an adverse human rights impact, the business has a responsibility to provide remediation by itself or in cooperation with others (United Nations, 2011).

Mitigating human rights risks: How to get started Developing policies This begins by developing clear policies and/or codes of conduct that set out the business enterprise’s commitment to human rights, ethical recruitment and sustainable sourcing. These should include expectations for employees and business partners, including labour recruiters, employment agencies and suppliers. Policies should be supported by comprehensive management systems and integrated into existing and new business contracts. Where applicable, it is strongly encouraged that policies on human rights also extend to franchisees and that the policies are specified in new franchise agreements. It is important that policies include reasonable time frames for implementation, noting that some business partners will need time to modify their business practices, including renegotiating some business relationships. The business enterprise should seek to support business partners by providing training on policies and by working with suppliers to address incidences of noncompliance when possible. The termination of business relationships should be seen as a last resort. Once developed (or updated), policies should be communicated to internal and external stakeholders. They should also be made available on the business’s website and displayed within hotel premises. All hotel employees should be trained on their roles and responsibilities in implementing the policies.

Carrying out due diligence Assessing human rights impacts means looking at who is, or could be, affected by a business and the consequences. This involves a company assessing its own operations as well as engaging directly with those whose human rights may be affected and companies

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it does business with – such as workers, suppliers, business partners, agencies and local communities. Hotels often rely on third parties to provide goods, services and workers, thereby increasing the risk of indirect association with human rights issues. This fragmented structure requires hotel companies to be particularly diligent in selecting and monitoring service providers and agencies to identify and mitigate potential risks. When performing due diligence, a number of areas should be considered. These include (but are not limited to): • • • • • • • • •

Policies Recruitment practices Contracts Worker identity documents Working conditions Worker accommodation Equality and non-discrimination Change of employer and return to country of origin Grievance mechanisms

Once due diligence standards are in place, regular and/or third-party audits can help hotels in their efforts to monitor the agreed conditions and help rectify any violation. Ongoing checks can also help hotels pre-emptively identify and mitigate risks. Engaging specialist external organisations to conduct this can help to ensure independence and transparency. Businesses should focus on both likelihood and impact, and where the business needs to take responsibility. Risk assessment and stakeholder dialogue should be ongoing rather than one-off, as risks do change over time.

Measuring and reporting Measuring performance is essential to know that policies and procedures are having an effective impact, so it should be ensured that the measures that are put in to embed human rights into business practices have performance indicators and reporting structures. Reporting is good practice, and in some legislations a requirement. Stakeholders, particularly investors, but also corporate clients and public guests, have an increasing focus on corporate responsibility, and providing accessible information will support them to make informed decisions on a brand.

Setting up grievance mechanisms and correcting unavoidable adverse human rights impacts Policies and procedures should state how negative human rights impacts will be addressed.

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An effective grievance mechanism can help a hotel monitor human rights risks, resolve disputes early, build trust with the workforce and meet the expectations of diverse stakeholders. Some practical suggestions for developing an effective grievance mechanism include: • • •

• •

Developing and implementing clear procedures that set out how the mechanism will work, including a plan for remediation. Ensuring the mechanism is available to, and known by, workers during all stages from recruitment, deployment, employment and after their return home or onward migration. Engaging with other business partners, such as recruiters or industry associations. It is better to work with partners to address any issues than to simply change supplier. This way, the learning and opportunities to improve practice are increased, rather than letting unethical practices continue. Investigating allegations and respecting confidentiality of those affected. Providing effective and prompt remediation where harm has been substantiated.

Joining forces Human rights issues are significant and complex, and cannot be addressed by any single stakeholder working in isolation. Rather, a collaborative effort is needed on the part of governments, civil society and the private sector. See the case study section for examples of multi-stakeholder cooperation on ethical recruitment in the hospitality industry. Hotels are encouraged to participate in business-led initiatives, such as the Sustainable Hospitality Alliance, and multi-stakeholder initiatives to build awareness and create an industry-wide demand for ethical recruitment. Where possible, hotels can also form relationships with trusted civil society organisations, including trade unions, to better identify and respond to the risks. As the UN Migration Agency, the International Organization for Migration (IOM) is well placed to support the hospitality industry in facilitating dialogue between different private sector stakeholders (including labour recruiters), civil society and government agencies. IOM can also provide technical support and training to assist hotels in incorporating ethical recruitment principles into their business operations and supply chain.

CASE STUDIES: EXAMPLES OF MULTISTAKEHOLDER COOPERATION BETWEEN GOVERNMENT, CIVIL SOCIETY AND THE HOSPITALITY SECTOR Case study 1: Promoting ethical recruitment in the hotel and tourism industry The IOM and the Sustainable Hospitality Alliance created a partnership to promote ethical recruitment in hospitality and tourism, funded by the US Department of State Bureau of Population, Refugees and Migration.

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The initiative brings together recruitment agencies in countries of origin, with hotel companies in countries of destination, and local governments to: • • • • •

Support recruitment agencies in adopting ethical recruitment practices Raise awareness and increase commitment across the sector Develop hospitality-specific trainings and tools on implementing ethical recruitment Create guidance for hotel companies operating in countries of destination Improve access to information for hotel workers throughout their recruitment journey

As part of the project, IOM and the Alliance developed training for key hospitality stakeholders in HR, Operations and Finance/Procurement at country level, hotel level and corporate level, with the aims to establish ethical recruitment standards in cross-border labour migration and make international recruitment fair for everyone involved. Training modules included content on: • • • •

Ethical recruitment principles Policies and commitment Implementation Grievance, remedy, and migrant voice

Staff from teams including HR, Procurement and Legal from corporate and regional hotel companies participated in pilot training sessions to provide feedback and input to aid usability from a hotel perspective. The resources have then been made available for free to the wider industry via the Sustainable Hospitality Alliance.

Case study 2: Aligning Lenses Towards Ethical Recruitment: The recruitment and migration journey between the Philippines and the GCC countries The IOM, in partnership with the Blas F. Ople Policy Centre and Training Institute, Inc., Diginex Solutions, the Sustainable Hospitality Alliance and hospitality companies formed a consortium on Aligning Lenses Towards Ethical Recruitment (ALTER), with the support of the Global Fund to End Modern Slavery. ALTER seeks to reduce the prevalence of human trafficking and labour exploitation among Overseas Filipino Workers through increased access to ethical recruitment channels. The project focused on the recruitment and migration journey of Overseas Filipino Workers between the Philippines and the Gulf Cooperation Council (GCC) countries to better understand their migrant journey. IOM engaged with the main stakeholders, including government, employers, recruitment agencies, civil society groups and workers, to identify systemic challenges and build capacity for both recruitment agencies and employers resulting in a detailed research report. Key recommendations from these findings include: • •

Enhance due diligence, transparency and oversight in recruitment phase Increase training and awareness of migrant workers’ rights

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•

Establish feedback and grievance mechanisms during the recruitment phase and upon arrival

Hotel companies, as well as their preferred recruitment agencies, participated in the pilot of a Labour Migration Mapping Process tool. This included completing a set of questionnaires to provide more information on their migrant labour workforce, recruitment practices and use of recruitment agencies. In addition to the hotel self-assessments, IOM carried out interviews directly with Filipino workers at the participating hotels. This resulted in IOM producing an analysis of hotel practices with reports for each participating hotel to help inform strategic planning and due diligence processes with recruitment providers.

Useful resources •

•

For further guidance on how to implement the steps outlined above, see the IOM and Sustainable Hospitality Alliance practical guidance on Establishing Ethical Recruitment Practices in the Hospitality Industry (IOM, 2022). For free trainings on risks of modern slavery in labour sourcing, establishing ethical recruitment practices and human trafficking, visit the Sustainable Hospitality Alliance website (Sustainable Hospitality Alliance, 2022).

References IHRB. (2022). The Employer Pays Principle. www.ihrb.org/employerpays/the-employerpays-principle ILO. (1998). Declaration on Fundamental Principles and Rights at Work. International Labour Organization. www.ilo.org/declaration/thedeclaration/textdeclaration/lang--en/index.htm ILO. (2017). ILO Global Estimates on International Migrant Workers. International Labour Organization. www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---publ/ documents/publication/wcms_652029.pdf ILO. (2019). General Principles and Operational Guidelines for Fair Recruitment and Definition of Recruitment Fees and Related Costs. International Labour Organization. www.ilo.org/ global/topics/labour-migration/publications/WCMS_536755/lang--en/index.htm IOM. (2022). Establishing Ethical Recruitment Practices in the Hospitality Industry. International Organization for Migration and Sustainable Hospitality Alliance. https:// sustainablehospitalityalliance.org/resource/establishing-ethical-recruitment Sustainable Hospitality Alliance. (2018). Principles on Forced Labour. https:// sustainablehospitalityalliance.org/our-work/human-rights/principles-on-forced-labour/ Sustainable Hospitality Alliance. (2022). Resources. https://sustainablehospitalityalliance. org/resources United Nations. (2011). Guiding Principles on Business and Human Rights. www.ohchr.org/ sites/default/files/documents/publications/guidingprinciplesbusinesshr_en.pdf WTTC. (2020). Travel and Tourism: Global Economic Impact and Trends 2020. https://wttc. org/Portals/0/Documents/Reports/2020/Global%20Economic%20Impact%20Trends %202020.pdf?ver=2021-02-25-183118-360

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5 Risk Management Leading question: How can the hospitality industry manage risks and build resilience towards pandemics, climate change and other threats? Trevor Girard and Bijan Khazai

Introduction The hospitality sector is regularly affected by various types of disturbances and stress. This includes natural hazards and climatic risks, such as floods, hurricanes and wildfires; other environmental risks, such as habitat destruction and biodiversity loss, health and hygiene risks including global pandemics, pollution and toxic chemical hazards, and political risks such as social unrest and terrorism are among the threats facing the hospitality and tourism sectors. These risks cannot be entirely prevented, but mitigation measures and adaptation strategies can effectively reduce the risk they present and increase the resilience of the affected systems and populations. Even in the absence of a global disease outbreak, investing in disaster preparedness in the tourism sector has finally come to be recognised in major global initiatives such as the Sendai Framework for Disaster Risk Reduction (SFDRR) (UNDRR, 2015). Disaster and climate resilience must be built into the network of tourism services where tourism is a significant contributor to the economy. Although some destinations are more likely to be affected by disasters than others, all tourism destinations face the virtual certainty of experiencing a disaster of one form or another at some point in their history (Faulkner, 2001). Some global hospitality companies have started investing in environmental, social and governance (ESG) assessments, which include detailed criteria on disaster resilience and climate action. However, most hotels still merely react to emergency situations, rather than proactively analysing risks. A recent study by the Pacific Asia Travel Association (PATA) found that over 60% of hotels do not have a disaster management plan. The COVID-19 pandemic has shown that hotels were able to make functional and operational

DOI: 10.4324/9781003218425-6

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shifts, and were able to accelerate the recovery of their destinations. This illustrates the positive impact resilient hotels could have if they were able to make similar shifts towards greater disaster and climate resilience. If hotels do not significantly move beyond ‘business as usual’ in managing their disaster risks, they cannot play an optimal role in contributing to resilience and sustainability in their communities.

What is disaster risk and how can it be managed? Risk from a crisis such as climate change or environmental hazards is defined as the probability of future damages and losses associated with the occurrence of these threats. In this sense, a hazard is something that can cause harm, but a risk is the chance that any hazard will actually cause loss of life or injury, or destroy or damage assets within a specific period of time. The real potential for any hazardous event to contribute to future loss and damage, and be transformed into risks, is directly related to the interactions between the hazardous events and the level of exposure and vulnerability of the social, economic and environmental systems. Therefore, it is in the latency of risk that the opportunity for risk management exists by employing a diverse set of adaptation or mitigation measures and strategies. Disasters and crises are often used interchangeably. Some authors argue, however, that crises are usually more predictable, man-made, with an observable build-up and of longer duration. Disasters, on the other hand, are generally large-scale, more sudden, less predictable, caused by natural forces and shorter in duration (COMCEC, 2017). Nevertheless, disasters, large or small, are the product of a complex relationship between the physical world, the natural and built environment, and society, its behaviour, functioning, organisation and development. As such, disasters are the result of unmanaged risk and may also be seen as representing unresolved development problems (Westgate & O’Keefe, 1976). Disaster risk management is defined as a process that aims to reduce, predict and control disaster risk drivers in a development framework, by means of the design and implementation of appropriate policies, strategies, instruments and mechanisms (Cardona & Barbat, 2000). Disaster risk management (DRM) is considered to be the application of: • • •

prospective strategies to prevent new or increased disaster risk (e.g. better land-use planning or disaster-resistant water supply systems) corrective strategies to reduce existing disaster risk (e.g. retrofitting of critical infrastructure or the relocation of exposed populations or assets) and compensatory strategies that strengthen the social and economic resilience of individuals and societies in the face of risks that cannot be effectively reduced.

What is resilience? Relevant to the more operational perspective of disaster risk management (DRM) are the concepts of vulnerability and resilience, which are closely related. In contrast to

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vulnerability, which focuses on the susceptibility of communities, assets and systems to the damaging effects of a particular hazard, resilience embraces the capacity of a system to cope with, adapt to and transform in the face of a threat or stress, giving greater consideration to the role of agents, institutions and human structures (Becken, 2013). Initially, resilience was used to describe the ability of ecosystems to cope with and withstand external stress – for example, the temperature rise a coral reef can withstand without dying off. Inherently, this refers to the ability to recover and to ‘bounce back’ after disturbances. This understanding of resilience, termed engineering resilience (Holling, 1973; Hollnagel et al., 2006), thus referred to stability, resistance and rigidness. Ecological resilience, on the other hand, is based on the understanding that recovery does not necessarily mean returning to the initial conditions but to new quasi-stable system states (‘bouncing forward’) (Hollnagel et al., 2006; Hollnagel, 2013). This concept of resilience was later extended to social-ecological systems, providing a conceptual framework of nested systems interacting with each other across scales (panarchy) (Holling & Gunderson, 2002). A strong focus is put on the transformations and interactions of systems across the various scales, which grow, mature, collapse and renew. Thus, resilience is rather understood as a process of transformation and adaptation, also facilitated by learning and remembering from past transformations. Today, the concept of resilience has gained acceptance in a variety of fields, including the fields of tourism and hospitality, and has become the de facto framework for decreasing disaster risk and enhancing disaster preparedness, response and recovery capacities (Cutter et al., 2014). Resilience has also become the guiding principle and explicit goal of multiple international frameworks – for example, the Sustainable Development Goals (United Nations, 2015a), the Paris Climate Agreement on Climate Change (United Nations, 2015b), the Sendai Framework for Disaster Risk Reduction 2015–2030 (UNDRR, 2015) and the New Urban Agenda (UN Habitat, 2016). Although the definitions differ slightly, they all share the understanding that resilience encompasses a set of capacities (UNDP, 2020) – that is, the capacity of a system to (i) absorb, (ii) adapt, (iii) anticipate, (iv) prevent and (v) transform in response to risks and crises.

Resilience in the hospitality sector The concept of resilience in the hospitality sector has been explored in several studies – for example, in relation to natural hazards and climate change (Becken & Khazai, 2017; Brown et al., 2017; and the Hotel Resilient Initiative); and in relation to organisational and strategic resilience (Dahles & Susilowati, 2015; H.IND.RE initiative). Organisational or business resilience has been another focus of tourism researchers. In the context of Indonesia, and as part of a longitudinal study, Dahles and Susilowati (2015) established three different resilience attributes, namely survival, adaptation and innovation. The ability to innovate was also of particular importance in the recovery of businesses following the Christchurch earthquake in New Zealand (Orchiston et al., 2016). Taking a slightly different approach, Biggs et al. (2012) aimed to measure the resilience of tourism businesses – for example, by assessing financial and social capital, and self-reported lifestyle benefits.

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Brown et al. (2017, p. 365) define resilience to disasters in the hospitality sector as ‘a dynamic condition describing the capacity of a hotel, together with its stakeholders (staff, guests, the local community), to assess, innovate, adapt, and overcome possible disruptions that are triggered by disaster’. Resilience is therefore a state of continuously expanding one’s knowledge of potential risk and improving capacity to withstand and overcome foreseen and unexpected threats. Proactive policymaking, planning and implementation of disaster risk reduction and resilience-building measures will reduce the hospitality sector’s vulnerability to a range of hazards and enhance the sector’s ability to recover from crises and disasters. There are two main approaches to designing a system, business or hotel to be resilient. One can focus on strength and resistance to impacts. In this approach, establishing strong buildings, efficient systems, qualified personnel and redundant resources can help to prevent or reduce disaster impacts. Another approach is to design the system, business or hotel to be adaptive to change. In this approach, monitoring and evaluating disaster risk is needed to inform change in the system, as is flexibility in disaster planning, response and recovery strategies. Becken (2013) argues that improving adaptive capacity is key to building resilience. Hotels and destinations will need to adapt to each specific disaster in a different way (Faulkner 2001; Hystad & Keller 2008). Naturally, a combined approach is recommended to improve a hotel’s ability to withstand known hazards and adapt to dynamic and unpredictable crises.

What unique challenges does the hotel industry face? In the context of the hospitality sector, a hotel that is vulnerable and has limited capacity to withstand, adapt to and cope with adverse impacts in a timely and efficient manner is less likely to recover from damaging events and is therefore less resilient. Hotels are particularly vulnerable to natural disasters due to their tendency to be in hazard-prone destinations (Faulkner 2001; Mahon et al., 2013). Single disaster events can cause widespread damage and economic disruption, affecting private and public investments in the hospitality sector, degrading hotel reputation, while also posing a threat to the lives of guests and staff. The immediate impact of a disaster event includes a decreased influx of tourists, the closing of hotels and other tourist facilities, the destruction of cultural attractions and a loss of jobs and revenue (Tuladhar, 2016). Disaster impacts can last for months or years as recovery is often slow. In addition, the hospitality industry is particularly vulnerable to climate change, due to its dependency on climate and environmental conditions (Agnew & Viner, 2001; Hein et al., 2009). Compounding the issue, changing climatic conditions will also lead to more severe and frequent extreme weather events, and bring about other changes including warmer temperatures, sea-level rise, ocean acidification and bleaching of coral reefs, which mean even greater impacts on the hospitality industry. The 2013 Global Assessment Report (GAR) stated that many hotels and resorts lack the know-how, resources and systems to reduce their risks and prepare for disasters (United Nations, 2013). The GAR report also found a lack of consistency in how the hospitality

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sector manages crises and highlighted the need for internationally supported, industryrecognised standards on crisis resilience that considers all hazards from a risk-based perspective. Despite the vulnerability of the hotel industry to disasters, few accommodations have adequate disaster management plans in place to cope with the risks (Faulkner, 2001). The result is that hotels typically react to disasters after the fact rather than proactively implementing measures to reduce their disaster risk (Drabek, 1995; Faulkner, 2001; Ritchie, 2008). Crisis prevention has clearly been a low priority for many hotels and tourism businesses (Hystad & Keller, 2008; Ritchie & Jiang, 2019). Attitudes and subjective norms have played a major factor in hotel owners’ perception and response to risk (Wang & Ritchie, 2012; Williams & Baláž, 2013). A lack of responsibility has been found to inhibit hotel owners’ engagement in disaster planning and response (Hystad & Keller, 2008). Small hotels have also been found to lack the capacity to properly analyse risk and develop disaster plans (Cushnahan, 2004; Cioccio & Michael, 2007; Wang & Ritchie, 2012). Hotel management staff often believe that they are too busy with daily operations to begin addressing long-term risk (Cioccio & Michael, 2007). If hotels do not significantly move beyond ‘business as usual’ in managing their disaster risks, they cannot play an optimal role in contributing to the resilience and sustainability in their community. Acknowledging the economic importance of the hospitality sector and the apparent risk the industry faces of disasters and climate change impacts, the Sendai Framework for Disaster Risk Reduction (UNDRR, 2015) stressed the need to ‘promote and integrate disaster risk management approaches throughout the tourism industry’.

Pandemics and the hospitality industry The hospitality industry is particularly vulnerable to pandemics, as evidenced by the recent COVID-19 pandemic, which saw large-scale border closures worldwide (Gössling et al., 2020). The hospitality industry is also disproportionately affected by pandemics because it has a high dependence on tourists and employees, which leads to vulnerability when changes occur (Malhotra & Venkatesh, 2009). Because of this vulnerability, crisis management in the hospitality industry is essential to minimise future impacts and speed up recovery following disaster events (Giannopoulou 2019, p. 1076). Pandemics, such as the outbreak of COVID-19, are global events and in this way different from other disasters which have a local or regional impact. Thus, pandemics affect all aspects of the hospitality industry from the grounding of international flights to the suspension of cross-border activities, disruption to supply chains and impact on employment and market demand. Many sectors are affected at the same time, and an interdisciplinary view is required to investigate resiliency from pandemics. COVID-19 has required the hospitality industry to quickly develop crisis management strategies under the stress and uncertainties of an evolving pandemic. Hotels have had to identify potential threats and make adjustments to their facilities and services in terms of

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enhanced standards for hygiene and physical distancing. The hotel response to COVID19 also had to work within a dynamic and uncertain environment, as government regulations and health advisories were constantly changing. Hotels have had to develop entirely new protocols, such as how to handle symptomatic guests and staff, care for an infected guest, or report a confirmed COVID-19 infection. The pandemic has provided an opportunity for hoteliers to recognise the importance of a robust disaster management plan and resilience strategy. With the COVID-19 pandemic resulting in global travel restrictions and shutdowns across the industry, from airlines to hotels and restaurants, the vulnerability of the tourism industry and its importance to disaster recovery has been thrust into the spotlight. Following the pandemic, there is an opportunity to address resilience and sustainability challenges in the hospitality industry in a more integrated way. While some travellers and hotels may want to go back to the way things were, there is a critical mass of customers who are seeking safe and responsible travel opportunities (Booking.com, 2021). At the same time, there are hotels looking at dealing with resilience in a more serious and holistic way.

Climate change and the hospitality industry Hospitality is a rapidly growing sector that is expected to increase rather than reduce emission levels. Furthermore, the hospitality industry faces greater risks to climate impacts than other sectors. The travel industry as a whole is not just at risk because of climate change, but it is one of the factors driving it due to the emission of greenhouse gases (GHG) associated with travel. Accelerating climate action in hospitality and tourism is therefore of utmost importance for the resilience of the sector. A critical component of climate action is greater emphasis on climate risk management through adaptation and mitigation strategies. The Glasgow Declaration aims to act as a catalyst for increased urgency about the need to accelerate climate action in tourism and to secure strong actions and commitment. The signatories of the Glasgow Declaration on Climate Action in Tourism are committing to act now and accelerate climate action to cut global tourism emissions by at least a half over the next decade and reach net-zero emissions as soon as possible before 2050. Their actions are aligned with five pathways defined in the Declaration as: measure, decarbonise, regenerate, collaborate, and finance.

Natural disasters and the hospitality sector The series of images presented in Figure 5.1 illustrate the impacts which hoteliers face from different hazards. Disaster impacts can be immediate and localised, but are often widespread and could last for a long period of time. Impacts may test or exceed the capacity of the hotel to cope using its own resources, and therefore may require assistance from external sources, including emergency services, government agencies, local businesses or even nearby hotels.

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Figure 5.1 Natural hazards faced by the hotel sector

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Terrorism and the hospitality sector Hotels are increasingly becoming targets of terrorist attacks, which, understandably, have devastating impacts on the tourism destination when tourists avoid travel to impacted destinations or countries. For instance, the 2002 Bali bombings, 2008 Mumbai attacks at the Taj Hotel and 2009 Jakarta Hotel bombing resulted in tourists avoiding travel to these destinations, leading to drastic losses for the local tourism industry (Dahles & Susilowati, 2015; Wang & Ritchie, 2019).

A Framework for Resilience and Sustainability in the hotel industry A holistic approach to sustainability in the hotel industry should not only focus on reducing impacts on the environment and the social and economic fabric of the community through responsible or green best practices. Resilience is a prerequisite of sustainability; it is a commitment to proactively future-proof against clear and present danger. This means that for a hotel to be responsible and sustainable, it must first be resilient. The accommodations sector will never be sustainable until hotels have the infrastructure and management capacity to mitigate negative impacts, implement national regulations and adapt global best practices. Targeted investments in the hospitality sector have high Sustainable Development Goal (SDG) impact potential and, more importantly, exponential impacts on local communities’ quality of life. Hotel resilience is a process that enables accommodations to withstand adversity and bounce forward from crises and disasters; it is foundational to developing a sustainability strategy for the hospitality sector. Hotel Resilient has developed a resiliency planning approach for accommodations, where the concepts of risk assessment, risk management and adaptive capacity are the springboard for leaving hotels better positioned for a sustainable future. This requires preventative actions in preparation for a crisis, responses during a crisis and recovery after a crisis. Once hotels have developed the organisational management structure and capacities in these three core areas, they have laid the foundation for resilience and ongoing sustainability. Planning for resilience in hospitality should take place as an interdisciplinary and fully participatory approach to engage and guide hotel stakeholders in formulating resilience strategies and structuring these strategies into short-term, medium-term and long-term resilience action plans that mobilise resources and action from across all levels of staff and hotel operators. Developing targeted assessments of business, environmental, health and safety, visitor and community resilience and their respective risks will be crucial for hotel managers and connected stakeholders. Hotel Resilient has developed an integrated qualitative and quantitative approach to planning for resilience, which includes a comprehensive risk assessment at its core. Understanding these risk factors is key to managing them and building adaptive capacities that lead to resilience. The Hotel Resilient approach is to conduct baseline resilience assessments on an accommodation’s crisis and climate resilience, sustainability and climate-friendly

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CRISIS & CLIMATE RESILIENCE

Risk Assessment

Measure risk to: • Natural hazards • Climate impacts • Pandemics • Technological • Cyber threats • Security

Risk Management

Manage risk through: • Crisis prevention • Crisis preparedness • Crisis response • Crisis communication • Business continuity • Risk transfer

Risk Adaptation

Reduce risk through: • Crisis adaptation measures • Climate adaptation measures • Training & capacity building

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SUSTAINABILITY

Climate Mitigation

Environmentally Responsible

Reduce emissions through: • Carbon measurement • Carbon planning • Green transport • Waste reduction • Renewable energy

Socially Responsible

Positive environmental impacts through: • Environmental policy • Nature conservation • Waste management • Sustainable products • Water protection

Positive community impacts through: • Strong labor & human rights policies • Cultural preservation • Local products • Community projects

Figure 5.2 Hotel Resilient framework for resiliency planning in the accommodation sector Source: Hotel Resilient

(carbon reduction) practices and responsible practices. The results of the baseline resilience assessments provide recommendations and guidelines for conducting a set of targeted resilience performance audits in each of these three areas connected to seven Critical Success Factors (CSF), which are fully anchored into the main global frameworks for sustainability and resilience, namely the United Nations Sustainable Development Goals (SDGs) and the Sendai Framework for Disaster Risk Reduction (SFDRR). The following are the seven CSFs towards resiliency and sustainability in the Hotel Resilient framework: • • • • • • •

CSF CSF CSF CSF CSF CSF CSF

1 2 3 4 5 6 7

– – – – – – –

Understanding risks Managing for resilience Investing in resilience Enhancing preparedness for effective crisis response and recovery Climate change mitigation and carbon emissions reduction Environmental awareness and conservation Local community engagement and responsible tourism offer

Good (resilience) practices for hotels Hotel industry response to the COVID-19 pandemic As travel slowly returned following the COVID-19 pandemic, tourists were cautious, with 70% of travellers booking only after confirming which health and hygiene

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policies were in place, according to a Booking.com (2020) survey of 20,000 travellers. In choosing accommodations, hotels with a comprehensive COVID-19 safety strategy were in high demand. To improve safety and guest confidence, many hotels quickly established a disaster management plan under the stress and uncertainty of an evolving pandemic. Hotels had to identify potential transmission pathways and business risks to make adjustments to their amenities and services. Quickly becoming the norm were procedures to ensure physical distancing, enhanced cleaning and safe hygiene. Less standardised but just as important were policies and procedures for screening guests and staff, handling symptomatic cases, self-isolating, reporting infections, supporting contact tracing and communicating COVID-19 information to stakeholders. The process of developing and implementing COVID-19 safety measures has had the added benefit of improving hoteliers’ perception of risk and understanding of the importance of implementing disaster management plans and further measures to increase resilience.

Beyond COVID The impacts of COVID-19 underline the importance of the hospitality industry to the hundreds of millions of tourism jobs, including the small and medium-sized enterprises (SMEs), vulnerable populations and low-wage workers that were hardest hit. While this proves that disruptions to the industry can have devastating and far-reaching impacts, it reminds us of the potential benefits of improving the resilience of hotels. The COVID-19 pandemic has shown that hotels were able to make functional and operational shifts that accelerated the recovery of their destinations. Further positive impacts could be realised if hotels extended their adaptation strategy to build greater disaster and climate resilience. Tourism beyond COVID therefore represents an opportunity to build back better, supported by the newfound global understanding that the tourism industry must become more resilient to external impacts.

Tackling climate change There are a variety of measures that hotels can implement to reduce carbon emissions and address impacts of climate change. A key first step is to measure greenhouse gas (GHG) emissions in order to obtain a baseline to compare future reductions. Emissions should include those from the generation of purchased electricity, steam, heating and cooling consumed by the hotel. Hotels should then develop a climate plan to manage, reduce or offset GHG emissions. Strategies may include: • • • • • • •

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Reducing GHG emissions through green transportation Reducing food waste that produces methane in landfills Minimising the use of paper and using only certified recycled paper Eliminating single-use plastics Sourcing locally produced food with a variety of vegetarian and vegan options Sourcing or producing renewable energy Supporting tree-planting programmes

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Providing incentives to guests who take trains over planes Implementing water and energy conservation in guestrooms

Standards on disaster risk management and climate change adaptation Hotels can now utilise standards on disaster risk management that target the hospitality industry. Disaster Risk Management and Climate Change Adaptation Standards for Hotels and Resorts were developed by Hotel Resilient. The Hotel Resilient Standards are the first coordinated effort by tourism regulators, hotel operators, the insurance industry and leading scientists to develop multi-hazard disaster management and climate adaptation standards specifically designed for hotels and resorts. The standards were developed as part of the Hotel Resilient Initiative under the Global Initiative for Disaster Risk Management (GIDRM) – a partnership between the Pacific Asia Travel Association (PATA), the United Nations Office for Disaster Risk Reduction (UNDRR) and the German Corporation for International Cooperation (GIZ).

Software-supported resilience assessments The Hotel Resilient Standards and criteria are the basis for the development of sciencebased measurements, hotel-specific guidance and web-based software solutions to support hotels on their pathway towards becoming more resilient. The online platform offers risk analytics and performance metrics for multiple hazards and future climate scenarios. Hotel-specific information is combined with hazard models. The result is a performancebased resilience rating, as well as a detailed risk profile from each hazard, including impacts of climate change.

Figure 5.3 The Hotel Resilient Standards and web-based software Source: Hotel Resilient

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Conclusion – Hotels as key agents in disaster resilience Although hotels have been reluctant to invest their time, effort and resources into comprehensive disaster planning, there is growing evidence that doing so will not only increase the safety, reputation and profit of hotels, but can also strengthen community resilience (Brown et al., 2017). Just as hotels and resorts can be the focal point for economic and social activity in communities, they can also play a vital role when disaster strikes by providing security, refuge and a range of services (Becken and Khazai, 2017; Brandler, 2020; Johanson, 2020; McGrath, 2020; Orlov, 2017). Hotels typically possess resources that are critical to disaster preparedness and response, such as power generators, water tanks, food and cooking supplies, bedding material, medical supplies, transportation and communication equipment. Resilient hotels and resorts can act like mini emergency operations centres in times of crisis, providing critical information and resources to both guests and nearby communities. Moreover, much of the infrastructure to run disaster response operations is on site, supported by a robust supply-chain network. Strengthening the disaster preparedness of hotels and increasing their capacity to contribute to disaster response efforts benefit guests, staff and disaster-affected communities and help tourism destinations as a whole withstand and recover from disasters. Hotels in disaster-prone areas can be transformed from vulnerable and isolated businesses to resilient sanctuaries for their local communities, or ‘islands of resilience’ as characterised by Becken (2013).

References Agnew, M.D., & Viner, D. (2001). Potential impacts of climate change on international tourism. Tourism and Hospitality Research, 3(1), 37–60. Becken, S. (2013). Developing a framework for assessing resilience of tourism sub-systems to climatic factors. Annals of Tourism Research, 43, 506–528. Becken, S., & Khazai, B. (2017). Resilience, Tourism and Disasters. In: R.W. Butler (Ed.), Tourism and Resilience (pp. 96–102). Boston, MA: CAB International. Biggs, D., Hall, C., & Stoeckl, N. (2012). The resilience of formal and informal enterprises to disasters: Reef tourism in Phuket, Thailand. Journal of Sustainable Tourism, 20(5), 645–665. Booking.com. (2020, October 20). Smarter, Kinder, Safer: Booking.com Reveals Nine Predictions For The Future of Travel. https://globalnews.booking.com/smarter-kindersafer-bookingcom-reveals-nine-predictions-for-the-future-of-travel Brandler, H. (2020, April 29). Hotels and apartments open to medical staff. Business Traveller. www.businesstraveller.com/features/hotels-and-apartments-open-to-medical-staff Brown, N.A., Rovins, J.E., Feldmann-Jensen, S., Orchiston, C., & Johnston, D. (2017). Exploring disaster resilience within the hotel sector: A systematic review of literature. International Journal of Disaster Risk Reduction, 22, 362–370. Cardona, O.D., & Barbat, A.H. (2000). El Riesgo Sísmico y su Prevención. Madrid: Calidad Siderúrgica. Cioccio, L., & Michael, E.J. (2007). Hazard or disaster: Tourism management for the inevitable in Northeast Victoria. Tourism Management, 28(1), 1–11. COMCEC. (2017). Crisis Management in Tourism Sector: Recovery From Crisis in the OIC Member Countries. Standing Committee for Economic and Commercial Cooperation of the Organization of Islamic Cooperation (COMCEC).

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Cushnahan, G. (2004). Crisis management in small-scale tourism. Journal of Travel & Tourism Marketing, 15(4), 323–338. Cutter, S.L., Ash, K.D., & Emrich, C.T. (2014). The geographies of community disaster resilience. Global Environmental Change, 29, 65–77. Dahles, H., & Susilowati, T.P. (2015). Business resilience in times of growth and crisis. Annals of Tourism Research, 51, 34–50. Drabek, T.E. (1995). Disaster planning and response by tourist business executives. Cornell Hotel and Restaurant Administration Quarterly, 36(3), 86–96. Faulkner, B. (2001). Towards a framework for tourism disaster management. Tourism Management, 22(2), 135–147. Giannopoulou, F. (2019). Crisis Management Within the Hotel Industry: The Case of Luxury Hotels and Resorts in Popular Greek Tourism Destinations. In: A. Kavoura, E. Kefallonitis & A. Giovanis (Eds.), Strategic Innovative Marketing and Tourism (pp. 1075–1083). Springer Proceedings in Business and Economics. Cham: Springer. 10.1007/978-3-030-12453-3_124 Gössling, S., Scott, D., & Hall, C. M. (2020). Pandemics, tourism and global change: A rapid assessment of COVID-19. Journal of Sustainable Tourism, 29(1), 1–20. Hein, L., Metzger, M.J., & Moreno, A. (2009). Potential impacts of climate change on tourism: A case study for Spain. Current Opinion in Environmental Sustainability, 1(2), 170–178. Holling, C.S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics, 4(1), 1–23. Holling, C.S., & Gunderson, L.H. (2002). Panarchy: Understanding Transformations in Human and Natural Systems. Washington, DC: Island Press. Hollnagel, E. (2013). Resilience Engineering in Practice: A Guidebook. Ashgate Publishing. Hollnagel, E., Woods, D.D., & Leveson, N. (2006). Resilience engineering: Concepts and precepts. Ashgate Publishing. Hystad, P.W., & Keller, P.C. (2008). Towards a destination tourism disaster management framework: Long-term lessons from a forest fire disaster. Tourism Management, 29(1), 151–162. Johanson, M. (2020, March 25). Today’s hotel is tomorrow’s coronavirus hospital, CNN Travel. https://edition.cnn.com/travel/article/hotels-turned-hospitals-coronavirus/index. html McGrath, K. (2020, 26 March). Hotels Around the world offer free lodging to protect medical workers, Architectural Digest. www.architecturaldigest.com/story/the-fourseasons-offers-free-lodging-to-medical-workers-in-new-york-city Mahon, R., Becken, S., & Rennie, H. (2013). Evaluating the Business Case for Investment in the Resilience of the Tourism Sector of small island developing states. Christchurch: Lincoln University. Malhotra, R., & Venkatesh, U. (2009). Pre-crisis period planning: Lessons for hospitality and tourism. Worldwide Hospitality and Tourism Themes, 1(1), 66–74. 10.1108/1755421 0910949896 Orchiston, C., Prayag, G., & Brown, C. (2016). Organizational resilience in the tourism sector. Annals of Tourism Research, 56, 145–148. Orlov, A. (2017). How hotels play an integral role in natural disaster relief, MIC. www. mic.com/articles/184102/how-hotels-play-an-integral-role-in-natural-disaster-relief Ritchie, B. (2008). Tourism disaster planning and management: From response and recovery to reduction and readiness. Current Issues in Tourism, 11(4), 315–348. Ritchie, B., & Jiang, Y. (2019). A review of research on tourism risk, crisis and disaster management: Launching the annals of tourism research curated collection on tourism risk, crisis and disaster management. Annals of Tourism Research, 79, 102812. Tuladhar, S. (2016). Impact of the great earthquake-2015 on hospitality industry of Nepal. The Gaze: Journal of Tourism and Hospitality, 7, 87–115. 10.3126/gaze.v7i0.15121

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UN Habitat. (2016). New Urban Agenda. https://unhabitat.org/sites/default/files/2019/05/ nua-english.pdf UNDP. (2020). UN Common Guidance on Helping Build Resilient Societies. https:// unsdg.un.org/resources/executive-summary-un-common-guidance-helping-buildresilient-societies UNDRR. (2015). Sendai Framework for Disaster Risk Reduction 2015–2030. www.undrr.org/ publication/sendai-framework-disaster-risk-reduction-2015-2030 United Nations. (2013). Global Assessment Report on Disaster Risk Reduction. www.undrr. org/publication/global-assessment-report-disaster-risk-reduction-2013 United Nations. (2015a). Transforming Our World: The 2030 Agenda for Sustainable Development. https://sustainabledevelopment.un.org/content/documents/21252030%20Agenda%20for %20Sustainable%20Development%20web.pdf United Nations. (2015b). Paris Agreement. https://unfccc.int/sites/default/files/english_ paris_agreement.pdf Wang, J., & Ritchie, B.W. (2012). Understanding accommodation managers’ crisis planning intention: An application of the theory of planned behaviour. Tourism Management, 33(5), 1057–1067. Westgate, K.N., & O’Keefe, P. (1976): Some Definitions of Disaster. Occasional Paper 4. Bradford: University of Bradford, Disaster Research Unit. Williams, A.M., & Baláž, V. (2013). Tourism, risk tolerance and competences: Travel organization and tourism hazards. Tourism Management, 35, 209–221.

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Source: Danica Badovinac, iStock.com

PART

II Operational Sustainability in Hospitality Part II is dedicated to specific hospitality functions, departments or challenges. Each chapter aims to provide a short context to that function, department or challenge, and to offer an answer to the leading question supported with industry examples or proven solutions.

DOI: 10.4324/9781003218425-7

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6 Food Waste and Net Zero Ambitions Leading question: What is the importance of food waste prevention for net zero ambitions? Rebecca Hawkins, Gaurav Chawla, Peter Lugosi, and Van Thi Nguyen

Introduction Surveys of public opinion demonstrate a consistently high level of concern about environmental degradation worldwide. The European Commission (2019), for example, report that nine out of ten Europeans consider protection of the environment to be very important to them, and a growing proportion want more action to be taken to ensure the environment is protected. Research undertaken by the Pew Research Center states that more than 70% of Chinese nationals rank themselves as moderately or very concerned about air and water pollution or food safety (Wike & Parker, 2015). Concerns about environmental protection in the USA lag behind those in Europe (especially when it comes to the issue of climate change). Nevertheless, the Pew Research Center reported in 2020 that, given a choice, the majority of Americans think protecting the environment should take precedence over developing more energy supplies, even at the risk of limiting the amount of traditional supplies the USA produces (Tyson & Kennedy, 2020). When it comes to reducing the environmental impact of humans, consideration of the way in which food is produced, processed, distributed, served and disposed of will be essential. According to the UN Food and Agricultural Organization (UNFAO), food is responsible for 34% of carbon emissions globally (UNFAO, 2021a). Moreover, global agricultural systems are responsible for almost half of global water pollution and around 72% of fresh water consumption (UNFAO, 2021b). Over and above these impacts, the global food system contributes towards a range of other environmental issues, many of which interface with climate change, including soil degradation, biodiversity loss, desertification and deforestation. Although carbon emissions associated with food have

DOI: 10.4324/9781003218425-8

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declined against a 1990 baseline relative to the contribution of other sectors, total emissions have increased. Spanning from land-use change and agricultural production to packaging and waste management, food system emissions were estimated at 18 billion tonnes of carbon dioxide equivalent in 2015. That’s 34 percent of the total, a share that is gradually declining – it was 44 percent in 1990 – even as food systems emissions kept increasing in absolute amounts. (UNFAO, 2021a) Hospitality is often overlooked in reports that are focused on the environmental impacts of food, but the sector is a significant consumer of food products. In the USA, for example, the average consumer unit (similar to a household) spent nearly half of its food dollars on food away from home in 2018 (U.S. Bureau of Labor Statistics, 2018). In Spain, the comparable figure was 34% (World Health Organization, 2021). Despite the scale of impacts associated with food production and the relationship between these and climate change, a high proportion of food that is produced continues to be wasted. UNEP estimate that as much as one-third of all food produced worldwide is wasted (UNEP, 2021) and research by WRAP (2013) indicates that hospitality businesses across the UK are responsible for around 0.92 million tonnes of food waste per year. In the UK, the hotel industry is directly responsible for 79,000 tonnes of food waste (WRAP, 2013). In total, it is estimated that the hospitality sector in the UK creates 12% of all food waste arisings, significantly more than the 3% that are attributed to the retail sector (Dray, 2021). Much attention will rightly be paid to energy generation and transport at COP26, but we ignore the food system at our peril [ … ] There is little talk about the contribution that strategies around food and drink can have to climate action, and it is vital we raise awareness and drive action among policymakers and businesses at COP26. (Michael Gover, CEO of WRAP as quoted in Food Service Footprint, 2021) There is a growing recognition that a failure to address food consumption and food waste in sectors including hospitality will undermine efforts to achieve targets for broader environmental issues, including those related to reducing carbon emissions. Food waste is becoming more significant as an issue in hospitality businesses (see e.g. the quote below from Aramark) and there are a range of government initiatives that have been set up to help businesses reduce their impacts, including the Courtauld Commitment (managed by WRAP in England and Wales), Scotland’s Zero Waste initiatives and the U.S. Department of Agriculture Food Loss and Waste champion programme. We work to continuously minimize our footprint through our waste reduction efforts. Reducing waste is a core commitment for Aramark and as a U.S. Department of Agriculture Food Loss and Waste 2030 Champion, we are committed to reducing food waste in the U.S. by 50% by 2030 from our 2015 baseline. (Aramark, 2021)

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Nevertheless, food waste within the sector has a lower profile than the associated issues of energy and water consumption. At a time when the interlinked issues of climate change and food security are topping the political agenda and global hunger is on the rise for the first time in a decade – 9.9% of people globally are thought to go hungry (Nguyen, 2020) – there are moral as well as environmental dimensions to this debate. There are also very practical issues at a time when food procurement costs are rising and there are obvious opportunities for reducing these by tackling waste. This has specific significance as hospitality organisations emerge from COVID-19 with depleted capital reserves because food is one of the most significant costs associated with running a hospitality business. These make addressing the issue of food in general and food waste in hospitality of critical significance for the future.

Key concepts in the climate, food and waste narrative There is consensus among the scientific community that climate change is an existential threat to the future of the human race. Scientists estimate that, as at 2022, there are 12 years in which to stop the planet from warming above 1.5°C. This is the point at which 70–90% of coral reefs are likely to die off worldwide (this may sound bad, but it is better than the 99% that are predicted to be lost at a warming of 2°C). It is also the point at which weather events that are even now extremely rare become more common and at which popular tourist destinations may begin to feel the pressure from sea-level rise, popular ski resorts may fail to have reliable snow, and many of the species on which ecotourism depends are likely to come under more pressure. To put it bluntly, climate change is no longer something that can be discussed in the future tense. It is happening and now and is already impacting on the global tourism system.

Climate change and greenhouse gas emission reporting Under international regulatory frameworks, most very large companies report on their contribution towards climate change by measuring their emissions of greenhouse gases (GHGs). These emissions are typically reported in tonnes of carbon equivalent (TCO2e) or millions of tonnes of carbon equivalent (MTCO2e). Within most reporting frameworks, companies are able to choose whether they report on Scope 1, 2 or 3 emissions. Scope 1 emissions come from sources that are owned or controlled by the company (e.g. energy produced by generators on site and/or company owned vehicles). Scope 2 emissions include energy generated off site but consumed by the company when creating its core products or services (e.g. electricity purchased by a company from an energy supplier). Scope 3 emissions include all other indirect emissions that occur in a company’s value chain (e.g. emissions created by agricultural businesses who supply food to a company) (adapted from Carbon Trust, 2022). In hospitality businesses, food production and food waste disposal often fall into Scope 3 emissions and are set out of scope for reporting. Examples from businesses that have reported on the footprint of Scope 1, 2 and 3 emissions indicate that the discourse around climate change is often divorced from the narrative around the associated issue of food consumption and food waste in tourism and

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especially hospitality. Accor, for example, reported in 2016 that much of its water footprint comes from the agricultural supply chain rather than the food preparation activities that are associated with the business itself. In the same report, they identify 11% of their carbon footprint is food and drink related: ‘of the 544 million m3 of water consumed by the Group, 86% is used for agriculture and 10% is directly consumed in hotels’ (Accor Hotel Group, 2016, p. 8). The World Travel and Tourism Council (WTTC) estimates that Scope 1 and 2 emissions associated with the accommodation sector totalled 324 million TCO2e in 2019 (WTTC, 2021). When Scope 3 emissions are included, they estimate that agriculture accounts for 8% of total carbon emissions related to travel and tourism, and food and beverage activities around 9%. It is the case that many hospitality businesses have made efforts that go over and above regulatory requirements to reduce their carbon footprint (primarily Scope 1 and 2 emissions), in some instances reporting impressive results. IHG, for example, reported energy consumption reductions of up to 25% between 2013 and 2017 as a result of its ‘Green Engage’ sustainability programme. Commitments to reducing emissions are generally very specific, focused around reducing energy consumption and enabled by technology. Initiatives to tackle emissions related to food and food waste are, however, often less specific. Hilton, for example, state in their 2021 Environment and Social Governance Report that they have established a ‘global food waste reduction program’ and ‘collaborated with WWF and the hotel industry to develop a standardized waste measurement methodology’ (Hilton, 2021, p. 17). Targets on the issue of food waste are less specific and reporting less consistent, and the process of change typically depends on adapting the behaviours of employees rather than technology.

Defining food and food waste Food is the term used to describe any substance that was produced with the intention that it would be consumed by humans. Food waste is the term that is used to describe any substance that was at some point intended for human consumption and that is disposed of regardless of the choice of disposal route (i.e. foods that are composted and those sent to landfill are both considered waste). It is important to acknowledge that some waste is inevitable. WRAP (2013) divide food waste into two categories; hospitality businesses are usually referring to the latter when they speak of food waste: •

•

Unavoidable wastes, comprised of items that arise from food or drink preparation and that are not, and have not been, edible in normal circumstances. These items include meat bones, egg shells, pineapple skin, vegetable peelings and tea bags. Avoidable wastes, comprised of food and drink items that were once suitable for human consumption but thrown away (e.g. slices of bread, apples, meat).

Essential to the narrative about food and food waste is the concept of waste prevention. Waste prevention is typically presented as the most favourable environmental option within the waste hierarchy as indicated in Figure 6.1. Waste prevention focuses on taking measures to ensure that food does not become waste by, for example, better matching the

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Figure 6.1 The food and drink material hierarchy, obtained from WRAP (2018, p. 14) Source: Contains Parliamentary information licensed under the Open Parliament Licence v3.0

quantity of items purchased to those that are likely to be used, finding ways to extend the life of items or taking steps to find new uses for those items beyond their initial and intended use. Only once waste prevention options have been exhausted should sustainable waste disposal options be considered. In an industry that has as its core premise the concept of plenty and in which the regulatory environment to protect human health from food contamination is rigid, the concept of prevention is not always easy to progress and much reporting in the sector is based on food waste disposal, rather than food consumption per se.

Food, food waste and the concept of value There is a disconnect at the core of the narrative around food and food waste in hospitality environments and the way in which value is ascribed. Food in its fresh state is ascribed a value that significantly exceeds its nutritional qualities or financial cost. It is the key element of the selling proposition, often used as a way to differentiate between competitor businesses, and the recipes that are used to produce it can be the subject of costly intellectual property disputes (see e.g. the controversy that arose in Austria over the recipe for and right to produce the Sacher torte). For some hospitality businesses, food

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Figure 6.2 The food process in hospitality businesses Source: RHP Ltd combined with WRAP, 2011

also provides an expression of the culture of the place in which the business is located or is a source of pride that is associated with the origin of the business owners. For others, food is an art form, created by professional chefs who command annual salaries that are many multiples of the average annual wage in a hospitality environment. Food waste, on the other hand, is perceived as something that lacks any value. It is often managed by kitchen porters who are among the lowest-paid hospitality employees. It is considered to be something that is dirty, potentially hazardous and needs to be disposed of as cheaply and quickly as possible. Given the relative dissonance between perceptions of the value of food as a commodity and as waste, it is surprising just how quickly the former transitions into the latter. Figure 6.2 describes the stages through which food passes in a typical hospitality business as it transitions from an item that has value (food) to one that does not (waste). As is evident in Figure 6.2, food can transition into waste at multiple stages. The point at which the transition happens largely depends upon a number of factors, most notably: •

•

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The way menus are planned. A business that has multiple units, each of which serve a standardised menu will have a different food waste profile to a single business that procures as much of its produce as possible from highly localised sources. Food procurement choices. Organisations that have multiple units and for which all food is purchased by a centralised procurement team that sources most products in large volumes and from a global supply chain months in advance of actual consumption will have a different waste profile to those that have an in-house team that makes all of the buying decisions based on their perception of likely need in the days or weeks before it is consumed. The processes that are in place for receiving food deliveries and moving food stuffs from the point of delivery and into fridges, freezers and store cupboards. Some businesses have highly routinised food ordering and delivery processes, whereas others have more flexible arrangements. The number of deliveries and nature of these arrangements will influence the amount of food that is wasted within the business.

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The way in which food is prepared and cooked. The use of fresh versus frozen or preprepared ingredients and the skill levels of food preparation teams will all have an impact on the food waste profile of the business. Processes such as pre-preparation and bulk cooking in advance of actual orders being received can ensure that customer wait times are minimised but can create food waste in those instances in which customer volumes do not match predictions. Conversely, cooking from fresh upon receipt of orders can support the achievement of food waste reduction ambitions but increase the amount of time customers need to wait to receive those orders, with potential negative implications for perceptions of service quality. The style of food service will play a critical role in how much food is wasted. Businesses with buffet-style operations will have a different (and often higher) food waste profile to those that provide an at-table service. The food waste disposal mechanism. Research by Chawla (2019) indicated that the end destination of food once it becomes waste could influence the extent to which employees in hospitality contexts seek to implement prevention measures. Food waste disposal to non-landfill sources (such as composting) can be perceived by some staff as of equivalent value to waste prevention initiatives and – as a result – they make less effort to prevent waste from occurring.

All hospitality businesses can take steps to reduce food waste at each of these stages as indicated in Table 6.1. It is clear that there is a great deal of knowledge about waste prevention options at each of these stages. There are, however, a significant number of barriers to their implementation as explored below.

Barriers to preventing food waste Barriers can be categorised into five broad areas. Although described separately, these barriers can combine in hospitality businesses to create an operating culture in which waste is considered a cost of doing business, rather than the loss of a valued resource that has implications for climate change.

Structural barriers These largely relate to issues that lie outside the direct control of the hospitality business itself, but that influence its waste profile. They include: •

•

Regulatory frameworks that have unintended consequence (e.g. those that make donation of edible but unpackaged food from hospitality businesses to charities illegal or place the duty of care for food donated through these systems on the hospitality businesses that provide the food rather than the charity that redistributes it). Mechanisms that do not include the environmental costs of food production in the price charged at point of sale. These can incentivise procurement of food from

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Food deliveries are generally made on a regular basis and need to follow routine processes such as those that require chilled foods to be stored in a fridge within a specific timeline. Many businesses have effective systems that ensure that: new food deliveries are placed behind older stock on shelves (known as ‘first in first out’ or FIFO); damaged goods are returned to the supplier; and deliveries are streamlined to ensure staff have enough time to store new products.

Food preparation and cooking systems will be dictated by whether food items are cooked from scratch, in batches or from preprepared products. In any instance, food waste can arise if: the kitchen team do not have the skills to cook the items on the menu; the volume of food that is pre-prepared does not match customer demand; staff are not provided with sufficient time for food preparation; and/or equipment fails to perform adequately.

Food service can significantly influence the food waste profile of a business. Table service can help prevent food waste, especially in environments in which staff are able to adjust the food offer to meet specific client needs (e.g. small portion offers). Plate size can play a role in buffet environments, and there are a range of studies that indicate that the volume of food taken by consumers can be reduced by changing plate sizes and/or providing guidance on what constitutes a portion (see e.g. Matzembacher et al., 2020). Apparently, simple choices like the type of garnish provided can influence food waste as can brand standards and/or standard operating procedures that dictate portion size, fill level for buffets and so on.

Research by Chawla (2019) demonstrates that staff are often not able to trade off the relative environmental benefits of food waste prevention and non-landfill food disposal options. In a study in UK and German hotels, it was evident where compost or waste-to-energy solutions are installed to ensure that food waste is not sent to landfill, employees perceive that environmental issues are already being managed and thus they do not need to act.

Food preparation and cooking

Food service

Food disposal

Streamlined menu-planning processes feed into food procurement decisions. They enable food procurement teams to buy ingredients in the right quantities and at the right time (informed by knowledge about what is in stock); order pack sizes that are appropriate for each business unit; and trade-off decisions about whether it is better to buy fresh ingredients or to source those that are pre-prepared.

Many businesses will make menu-planning decisions significantly in advance of the date on which food is actually served to customers. Large businesses, for example, will plan menus that rotate for each season some six months to a year in advance of the menu being visible to customers. Smaller businesses will plan menus on a more ad hoc basis. Whichever approach is taken, goodquality information is critical to match menu choices to customer demand and prevent waste. Information which can help menu planners reduce waste includes information about: menu choices that are popular with customers; menu items that have been particularly unpopular with customers; the number of ingredients (or stock keeping units – SKUs) required to create menus; items that create waste because they are complicated to cook or the kitchen team lack the skills, or use a large number of highly perishable ingredients; weather conditions that are typical over the period for which the menu will be current; the costs of producing each menu choice (ideally including the costs of energy and water consumption, the ingredients and the staff time taken to prepare the item).

Food deliveries

Menu planning and food procurement

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Table 6.1 Food waste prevention options according to specific stages

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production systems that produce food cheaply because they treat the environment as a free resource. There is a long-running debate about this issue (see e.g. Pieper et al., 2020). Food systems designed to stimulate growth in demand – for example, by providing multiple variations of the same product (e.g. mayonnaise flavoured with garlic, chilli, etc.), thus encouraging purchases of multiple items that may perish before being used to service customers. A system in which it is common for ingredients that are purchased in bulk to be charged at a lower unit price than those that are purchased in smaller quantities. Thus, a small volume of a product can cost more than a larger volume of the same product.

These structural factors combine with the very low cost of waste disposal in many countries to hasten the transition of food from something that is perceived as of great value to a waste product.

Infrastructural barriers These relate to the range, age and adequacy of equipment essential for maintaining food quality. It includes within its scope: •

•

•

The efficiency of equipment, including investment in items that can extend the shelf life of foods (e.g. blast chillers, which can quickly and efficiently reduce the temperature of hot and warm food). The use of equipment that can reduce the life span for foods (e.g. buffet systems in which the lighting creates heat close to the food, shortening the length of time for which it can be displayed). Technologies such as food composting. As reported above, these were found by Chawla (2019) to have the unintended consequence of undermining staff enthusiasm for individual behaviours that prevent food waste from occurring in hotels, despite the environmental and cost benefits from food waste prevention.

Organisational barriers Organisational barriers relate to practices that have been introduced into hospitality businesses and that are embedded into written brand standards and/or written or informal operating procedures. Typically, the aim of these is to ensure that service quality is maintained, but they can include provisions that are contrary to food waste prevention measures. In buffet service systems, they may, for example, state that a pre-specified minimum fill rate will be maintained throughout the entire period of food service regardless of the flow of customers. They can also specify the length of time that customers should wait for food to be served (thus encouraging excessive pre-preparation of foods), standardised portion sizes that exceed customer expectations, diktats that all items on the menu must be available for customers to choose from at all times and/or that a large range of items should be available on the menu at all times (thus encouraging the purchase of ingredients to service those items even if they are rarely ordered).

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Cost barriers Like other businesses, in hospitality organisations there is often trade-off between cost, environment and service quality factors on an ongoing basis. Buffet-style food service systems are perceived to be cheaper to operate because staffing is perceived to be more expensive than food waste.

Behavioural barriers These relate to practices that become embedded into hospitality organisations and shape routinised behaviours. Critical among the behavioural barriers and reported by numerous research papers (e.g. Chawla et al., 2021) is a perception among employees in hospitality businesses that food waste is inevitable and thus, despite their individual beliefs that food should not be wasted, they are not empowered to prevent it. Moreover, division of responsibility for mandating and implementing behaviour change around food waste in hospitality workplaces presents a situation in which employees are asked by managers to engage in tasks that may match their personal values but are unpleasant – for example, sorting of waste for recycling (Ones & Dilchert, 2012). These behaviours are often reinforced by a culture in which there are conflicts between messages concerning food waste prevention and customer satisfaction. It is widely acknowledged that the timeline to address regulatory and infrastructural barriers is likely to exceed the 12 years that remain in which the human race needs to take substantive action to reduce climate change. In 2011, for example, Morris et al. stated that it took an average of 17 years to implement a UN Resolution. There is a growing recognition, therefore, that the best hope lies in changing human behaviours (Stern & Dietz, 1994; Steg, 2007); in the case of hospitality, this means addressing the organisational, behavioural and cost barriers listed above as a priority.

The art of changing human behaviours Over the last 20 years, a significant body of literature has emerged on the art of changing human behaviours, led by the ground-breaking research of Stern et al. (1999). The term ‘pro-environmental behaviours’ (PEBs) is used below, defined as ‘Behaviour that is taken with the intention to change (normally, to benefit) the environment’ (Stern et al., 1999). Much of what is known about PEB comes from domestic and public environments. Studies by Young et al. (2015) and Staddon et al. (2016) among others recognise that workplaces have different characteristics to households and interventions to change behaviours in these environments will differ from those in the domestic sphere. Knowledge about the implementation of PEBs in hospitality environments is nascent. The general literature provides some insights into factors (some contradictory) that may be important when seeking to stimulate PEBs in the workplace. These include:

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Positive personal pro-environmental values and congruence between these values and those of the organisation (Steg et al., 2014; Yoon et al., 2016). Strong environmental underpinnings to the organisational culture that engage employees in enacting PEBs (Chan & Hawkins, 2012; Zhang et al., 2013). Positive leadership attitudes towards the environment, which influence employees’ propensity to take action (Wesselink et el., 2017). A set of formal and informal rules of behaviour that are consistent and accepted as legitimate by all members of the organisation (Haire, 1962) and that govern employees’ behaviours (Tudor et al., 2008). Social or financial sanctions for those who fail to comply with the stated behaviours (Owens & Steinhoff, 1989). Shared meanings that recognise the various perspectives of stakeholders who are being asked to act, regard different perspectives as legitimate and explore options to create a desired future (Afsar & Umrani, 2020).

Within the context of changing behaviours to favour waste prevention in the workplace, it seems likely that hospitality businesses have some of these elements in place, most notably corporate statements of environmental values that are important to the organisation. However, their effectiveness when it comes to food waste prevention is largely underexplored, and the way in which these statements interface with operational and cost barriers requires more evaluation to provide a framework for change.

In conclusion Many tourism and hospitality businesses have introduced programmes to deliver reductions in carbon emissions, with many making claims to achieve net zero within the next decade or so. Most of the action to deliver on net zero ambitions to date has focused on reducing energy consumption, mainly relying on technological interventions that, for example, switch equipment off when not in use. The contribution that food production makes to climate change is significant, and hospitality is a significant consumer of food. At the current time, however, too few hospitality companies recognise the scale of carbon impacts associated with food consumption and food waste or take steps to account for this in carbon reporting. Indeed, many continue to accept the carbon footprint of food procurement and food waste as an inevitable consequence of operations. The high visibility of food waste in particular presents a significant reputational risk to those companies that continue to perpetuate the status quo vis-à-vis food waste while also laying claim to net zero. As the data provided in this chapter demonstrates, consumers are increasingly aware of the climate crisis and willing to take direct action against those companies that they perceive to be making misleading green claims. To answer the question posed at the start of this text, therefore, it is clear that a reevaluation of attitudes towards food will be necessary to deliver on net zero claims. Even

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in the current climate, in which public concern about the environment and food costs are at an all-time high, however, the scale of the challenge should not be underestimated. The root causes of food waste in the sector are complex and multifaceted. Delivering change will require determination and a genuine commitment that extends significantly beyond the boundaries of ‘business as usual’ and engages hospitality companies in rethinking all aspects of their product offer.

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Owens, C., & Steinhoff, R. (1989). Towards a theory of organisational culture. Journal of Educational Administration, 27(3), 6–16. 10.1108/EUM0000000002462 Pieper, M., Michalke, A., & Gaugler, T. (2020). Calculation of external climate costs for food highlights inadequate pricing of animal products. Nature Communications, 11, 6117. www.nature.com/articles/s41467-020-19474-6 Staddon, S.C., Cycil, C., Houlden, M., Leygue, C., & Spence, A. (2016). Intervening to change behaviour and save energy in the workplace: A systematic review of available evidence. Energy Research and Social Science, 17, 30–51. 10.1016/j.erss.2016.03.027 Steg, L. (2007). Value orientations and environmental beliefs in five countries: Validity of an Instrument to Measure Egoistic, Altruistic and Biospheric Value Orientations. Journal of Cross – Cultural Psychology, 38(3), 318–332. 10.1177/0022022107300278 Steg, L., Bolderdijk, J.W., Keizer, K., & Perlaviciute, G. (2014). An integrated framework for encouraging pro-environmental behaviour: The role of values, situational factors and goals. Journal of Environmental Psychology, 38, 104–115. 10.1016/j.jenvp.2014. 01.002 Stern, P., & Dietz, T. (1994). The value basis of environmental concern. Journal of Social Issues, 50, 65–84. 10.1111/j.1540-4560.1994.tb02420.x Stern, P.C., Dietz, T., Abel, T., Guagnano, G.A., & Kalof, L. (1999). A value-belief-norm theory of support for social movements: The case of environmentalism. Human Ecology Review, 6(2), 81–97. Tudor, T.L., Barr, S.W., & Gilg, A.W. (2008). A novel conceptual framework for examining environmental behavior in large organizations. Environment and Behavior, 40(3), 426–450. 10.1177/0013916507300664 Tyson, A., & Kennedy, B. (2020, June 23). Two-thirds of Americans think government should do more on climate. Pew Research Center. www.pewresearch.org/science/2020/06/23/ two-thirds-of-americans-think-government-should-do-more-on-climate UNEP. (2021). Think Eat Save: Worldwide Food Waste. www.unep.org/thinkeatsave/getinformed/worldwide-food-waste#:~:text=Roughly%20one%2Dthird%20of%20the, tonnes%20%2D%20gets%20lost%20or%20wasted UNFAO. (2021a). Food systems account for more than one third of global greenhouse gas emissions. www.fao.org/news/story/en/item/1379373/icode/ UNFAO. (2021b). Land & Water – Facts and Figures. www.fao.org/land-water/solaw2021/ facts/en US Bureau of Labor Statistics. (2018). Spotlight on Statistics. www.bls.gov/spotlight/ 2020/food-away-from-home/home.htm World Health Organization. (2021). The out-of-home food sector – exponential growth in an unregulated market. www.who.int/europe/news/item/20-09-2021-the-out-ofhome-food-sector-exponential-growth-in-an-unregulated-market World Travel & Tourism Council. (2021). A Net Zero Roadmap for Travel & Tourism: Proposing a new Target Framework for the Travel & Tourism Sector. https://wttc.org/ Portals/0/Documents/Reports/2021/WTTC_Net_Zero_Roadmap.pdf WRAP. (2013). Overview of Waste in the UK Hospitality and Food Service Sector. Waste Resource Action Programme. https://wrap.org.uk/resources/report/overview-wastehospitality-and-food-service-sector WRAP. (2018). Food Waste Measurement Principles and Resources Guide. https://food.ec. europa.eu/system/files/2018-04/fw_lib_fwp-guide_food-waste-measurement_wrap2018.pdf Wesselink, R., Blok, V., & Ringersma, J. (2017). Pro-environmental behaviour in the workplace and the role of managers and organization. Journal of Cleaner Production, 168, 1679–1687. 10.1016/j.jclepro.2017.08.214 Wike, R., & Parker, B. (2015, September 24). Corruption, pollution inequality are top concerns in China. Pew Research Center. www.pewresearch.org/global/2015/09/24/ corruption-pollution-inequality-are-top-concerns-in-china

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Yoon, D., Jang, J. & Lee, J.(J). (2016). Environmental management strategy and organizational citizenship behaviors in the hotel industry: The mediating role of organizational trust and commitment. International Journal of Contemporary Hospitality Management, 28(8), 1577–1597. 10.1108/IJCHM-10-2014-0498 Young, W., Davis, M., McNeill, I.M., Malhotra, B., Russell, S., Unsworth, K., & Clegg, C.W. (2015). Changing behavior: Successful environmental programmes in the workplace. Business Strategy and the Environment, 24(8), 689–703. 10.1002/bse.1836 Zhang, Y., Wang, Z., & Zhou, G. (2013). Antecedents of employee electricity saving behavior in organizations: An empirical study based on norm activation model. Energy Policy, 62, 1120–1127. 10.1016/j.enpol.2013.07.036

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7 Food and Beverage Sustainability Criteria Leading question: What are the food and beverage criteria necessary to operate sustainably? Ernst Jonker and Elena Cavagnaro

Introduction Several sources worldwide acknowledge it: 100% plant-based/vegan food items should be considered mainstream since an increasing amount of non-vegan/non-vegetarian guests chooses vegan options in restaurants. A growing number of these guests make this choice out of concern for the planet/climate change (Sutherland, 2019; Kateman, 2019; Hoga, 2022). As a result, it becomes increasingly difficult for restaurant operators and chefs to distinguish themselves in a market in which guests make more and more conscious (i.e. healthy/sustainable) food choices. In other words, having a significant number of plant-based items on your menu will no longer be enough to position yourself as a sustainable restaurant. What other criteria can food and beverage (F&B) operations use to prove to the world that they operate sustainably? To answer this question and explore whether consensus is building on the aspects of sustainability on which they should focus, interviews were held with 13 experts: hotel/restaurant operators and their advisors. Some interviewees work for independent restaurants or internationally operating hotel chains. Others are academics and food consultants. They are based in Europe and Asia. An overview of interviewees is provided in Table 7.1. The main questions they had to answer during the interviews were about the criteria they use for determining the sustainability level of F&B operations, on which vision of sustainability these criteria are based, plus the relative weight/priority they attach to these criteria – and their reasons for doing so. After coding, these answers were interpreted in

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Function

Sustainable Development Manager Northern Europe

Founder

Head of Research

Impact Coach, Product Developer

Executive Chef/Co-founder

Culinary and F&B Specialist

Vice President F&B Northern Europe

Co-founder, Executive Chef

Product Manager, Impact Analyst

Senior Scientist

Project Manager Corporate Social Responsibility Northern Europe

General Manager

Chief Regenerative Officer

Leontine van Eerden

Merijn Everaarts

Gustaaf Haan

Rosjalie Jansen

Albert Kooy

Fariz Mambu

Shane Munro

Eelke Plasmeijer

Jesse van de Sande

Peter Voshol

Renée Nicole Wagner

Jolijn Zeeuwen

Piet van Zyl

Selo Group

Hilton Rotterdam

Accor

Louis Bolk Institute

Greendish

Locavore Restaurants

Accor

Self-employed

Notiz, NHL Stenden/Dutch Cuisine

Greendish

Question Mark

Mama Gaia Plant-based restaurants

Accor

Organisation

Indonesia

Netherlands

Switzerland

Netherlands

Netherlands

Indonesia

United Kingdom

Indonesia

Netherlands

Netherlands

Netherlands

Netherlands

Netherlands

Country

Piet van Zyl

Jolijn Zeeuwen

Renée Nicole Wagner

Peter Voshol

Jesse van de Sande

Eelke Plasmeijer

Shane Munro

Fariz Mambu

Albert Kooy

Rosjalie Jansen

Gustaaf Haan

Merijn Everaarts

Leontine van Eerden

Name

7

Name

Table 7.1 Experts interviewed

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the light of existing academic and professional literature on sustainable F&B. These led to the following organisation of this chapter: • • •

Sustainability approaches within the hospitality industry. Based on these approaches: criteria to assess sustainability efforts (in F&B operations). How to benchmark sustainability efforts within F&B.

In the rest of this chapter, these questions are discussed by combining results from the interviews and analysis of relevant literature and documents. A reflection on whether and how to compare F&B sustainability efforts in hospitality concludes the chapter.

Sustainability approaches within the hospitality industry (and the criteria derived from them) Corporate social responsibility (CSR) With CSR, companies take into account the effect of their operations on society. For that, they should monitor their financial sustainability, legal compliance, ethical standards, environmental and social impacts, and report on them publicly (Carroll, 1991; Castka et al., 2004). To be able to do so, they should integrate sustainability into their mission, vision, strategy, operations and culture – on all three dimensions: the environmental, social and economic (Cavagnaro & Curiel, 2012). In the past few decades, most leading hotel chains in the world have created CSR programmes. Holcomb et al. (2007) reviewed websites of all leading hotel groups in the world and concluded that 80% of them covered the CSR aspects as mentioned above. There are several reasons for hotel operators to implement CSR. In their 2020 CSR presentation, Accor stated that around half of all travellers (leisure and business) use sustainability or CSR as a criterion to choose a hotel. In the same publication, growing pressure from society, legal constraints and challenges in managing corporate reputation are mentioned as reasons for having a CSR programme (BCD Travel, 2022). Two out of four aspects of Archie Carroll’s approach to CSR are covered in Accor’s presentation: the economic and legal responsibilities – continuity, financial health and staying within the framework of laws and regulations. To establish a company’s legitimacy towards society, however, meeting ethical standards is also necessary (Carroll, 1991; Cavagnaro & Curiel, 2012). Within Accor, these have been formulated in an ethical charter (Accor, 2022). It seems that ethical standards drive small and medium-sized enterprises (SMEs) in hospitality even more than their bigger counterparts. The interviews with the founders of Mama Gaia plant-based restaurants and Locavore restaurants, as well as with the chief regenerative officer of the Selo Group, made clear that these companies take principles like ‘cradle to cradle’, 100% circular/regenerative and ‘healthy world for yourself and others’ as starting points. These principles are not only driven by profit or laws and regulations but include a vision on how the world – as being the

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‘big environment’ – needs to be addressed. Moreover, interviewees share examples of how they put these principles into impactful actions: from building with local materials by local contractors to 100% energy-neutral operations.

Environmental/social/governance programmes (ESG) Whereas CSR aims to show a company’s impact on all its partners within the ‘human environment’, ESG merely focuses on investors. With the increasing need by investors to entrust their money to companies with a sustainable corporate image, an increasing number of companies – including those in hospitality – put up an ESG programme in order to attract solid investors (Henisz, 2019). For example, since the real estate of most of its hotels is owned by third parties, Hilton wants to be attractive to investors. In its 2021 yearly ESG report, Hilton elaborates on its efforts in all three areas of ESG. In the environmental area, Hilton has set emission, water and energy reduction goals. These goals can easily be compared to those formulated by Accor in their CSR programme. As with Accor, the only F&B-specific objective mentioned is reducing food waste, although it is indicated that F&B can contribute highly to reducing use of single-use plastics as well (Hilton, 2021). Overall, the CSR/ESG programmes reviewed do include sustainability measures that go beyond cost-saving/ maximising profit by saving energy and preventing waste/other emissions. For instance, Hilton’s Effect Foundation supports skills development with youngsters through the International Youth Foundation (Hilton, 2021) and Accor’s Solidarity Endowment Fund aims to fight the economic and social exclusion of vulnerable people through training and vocational activities (Accor, 2022). Reflecting on information disclosed in CSR and ESG programmes, one might wonder whether it will be enough in the long term to convince their guests and other stakeholders that their sustainability efforts – especially within F&B – are sufficient. It is doubtful, since ‘hotel guests are more interested in sustainable development and have a much broader perspective on this societal challenge than would be expected from socalled purely pleasure-seeking people’ (Cavagnaro et al., 2018, p. 24). Moreover, it seems that smaller and medium-sized restaurant and hotel concepts that aim to position themselves as sustainable are embracing sustainability on the basis of their own values and beliefs, whereas the bigger hotel chains seem to embrace it due to external factors – such as rising costs, legal restraints, public pressure, etc. Since an increasing amount of – especially young – investors, potential employees, guests and other stakeholders have sustainability as the leading principle of their actions and partnerships (in other words, based on strong values and beliefs), the external pressure is expected to rise in the coming years. Companies that explicitly communicate the values and beliefs on which they base their concept of sustainability are bound to attract investors, employees and guests who share these values and beliefs (Henisz, 2019). F&B, being the core of hospitality and highly visible to guests, could be the place to focus on in order to strengthen the implementation of sustainability principles for both SMEs and international hotel chains.

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Criteria to assess sustainability efforts in F&B Measuring/showcasing specific sustainability efforts in F&B can be challenging. Overall, most objectives that companies set themselves in the framework of CSR and/or ESG do not specifically concern F&B activities. For example: suppliers that want to deliver to Accor hotels need to sign an ethical charter. In this charter, Accor confirms its commitment to respecting fundamental principles, particularly human rights, health and safety of individuals, and the environment. Only one specific F&B aspect is explicitly mentioned in this charter: food safety (Accor, 2022). However, this does not mean there are no relevant CSR/ESG areas that could be considered in F&B. On the contrary, restaurants and F&B departments of hotels could showcase their efforts in areas such as human rights and health and safety as well. For example, if Accor, within its inclusivity policy, aims for 35% female managers worldwide (Accor, 2021) and, considering that the number of women in management positions in restaurants has not been growing in the past decade (McKinsey & Co, 2020), F&B should engage with this goal openly. The same goes for the ‘Plant for the Planet project’, with which Accor stimulates local farmers in their transition to agroecology (Accor, 2019): what role do the F&B departments of their hotels play in this? F&B departments within hotels could, by reporting on their contribution to these social areas of sustainability, convince increasingly critical guests and other stakeholders that their efforts go (way) beyond ‘economy’ (Cavagnaro et al., 2018). But there is more. During the interview with the vice president F&B Northern Europe of Accor, he stated: [M]onitoring/measuring the contribution of a specific department of a certain hotel is quite difficult. For instance, the amount of energy used specifically by the main kitchen is not known by many hotels nor the amount of (different types of) waste – other than food waste – that an F&B department particularly produces. Accor, however, started implementing several registration and monitoring systems (for food waste, it is already implemented on experimental basis) to make these specific contributions visible. Within Hilton, similar developments are going on. However, until these systems are in place, the F&B departments within these hotels cannot be – at least not entirely – conscious of their contribution to the corporate sustainability objectives. Therefore, they will be not fully able to make their sustainability efforts and the effect of them visible to their guests.

Sustainable and healthy food (procurement, production, consumption, etc.) The interviewees with academic backgrounds agree that achieving the goals set by the EAT-Lancet Commission is necessary to achieve a sustainable system of food production, distribution and consumption.

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In its 2019 report, this commission introduces five main strategies: 1

2 3 4 5

National and international commitment towards healthy diets. More healthy diets could be created by adapting portion sizes within dishes, and by prioritising the categories of proteins: more vegan/vegetarian, less fish/poultry, even less other meat. Shifting priorities in agriculture from producing high quantities of food to producing healthy food. Sustainably intensifying food production for high-quality output. Strong and coordinated governance of land & ocean. At least halve food loss and waste. (Willet & Röckström, 2019)

The EAT-Lancet report, as well as most other publications in the field of sustainable and healthy food, do not specifically address sustainable and healthy beverages (RodriguesSanchez & Sellers-Rubio, 2020). Henceforth, this section will focus on food. Strategies 1 and 5 directly involve food management in hospitality: hotel and restaurant operators can adapt portion sizes and divide sources of proteins differently in order to make their dishes healthier for their guests. At the same time, preventing food waste can make their operations more sustainable. However, restaurants can also positively influence areas 2, 3 and 4 – for instance, by procurement of certified ingredients (MSC/ASC, Eco, Fairtrade, animal welfare, etc.), local and seasonal products (Willet & Röckström, 2019). Already in 2006, Rimmington et al. developed a set of criteria for procurement of sustainable ingredients: locally sourced – preferably from small producers – informed guests, no food that damages human health or the environment, efficient facilities, sustainable transport, animal welfare, minimum additives and salt/sugar, informing guests on additives. Legrand et al. (2010) developed a set of sustainable F&B indicators, including organic/fairtrade, locally sourced and seasonal ingredients, vegetarian choices and vegan wines on the menu, staff training and transparent communication with guests. Several F&B consultants and researchers translated/adapted the EAT/Lancet principles into a measurable set of criteria. Some examples. Greendish is a consultancy firm that provides a research-based framework for restaurants to operate sustainably. In its guidelines, Greendish defines the ratio of dishes on a healthy and sustainable menu as indicated in Table 7.2.

Table 7.2 Greendish ratios Dishes Vegetarian

(Shell)fish

Meat

Lunch

42%

29%

29% poultry only

Dinner

57%

14%

14% poultry 14% lamb/beef/pork

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On top of this, the following sizes of portions are advised: 49–52 grams for fish and poultry at lunch, 98 grams for all types of animal-based proteins for main courses. Other aspects such as locally grown, certified (e.g. MSC, eco, Fairtrade) are included but with no specific standards (Greendish, 2022). Dutch Cuisine, a movement of chefs and other food professionals, wants to put local cuisine and food culture on the map nationally and internationally for a wide audience. In its manifest, it defines 80% local and seasonal products, 80% plant-based ingredients, no artificial additives, organic/fair-trade/animal-friendly and fresh ingredients as the ‘ideal target’. Anyone who wants to put effort in getting close to this ideal is welcome to join the movement. By 2022, more than 1,000 restaurants in the Netherlands joined the movement (Dutch Cuisine, 2022). During personal communication with one of the founders of Dutch Cuisine, Albert Kooy, a specific goal within this movement was revealed: stewardship. During the interview, he stated: ‘This is important. Not alone to preserve the earth and the food opportunities it brings us, but also to transfer culinary knowledge to next generations.’ Greendish and Dutch Cuisine base themselves on the same academic sources, mainly the EAT/Lancet report. However, the criteria they derived from it are different, and these criteria are approached differently as well. This points toward a lack of consensus about what it means for F&B to be sustainable. A lack of consensus emerges also from other data gathered in this study. In 2019, Accor defined a specific Food Charter, containing nine areas: 1 2 3 4 5 6 7 8 9

Reducing food waste (by 30%). Favouring local and seasonal food. Increasing organic food share and stimulating agroecology. Preferring suppliers that committed to animal welfare. Banning endangered fish species and promoting responsible fishing. Eliminating single-use plastics. Remove controversial additives, lowering sugar and fat. Serving responsible coffee and tea. Catering for a range of dietary needs.

With these areas, two out of five of the EAT/Lancet strategies (1 and 5) are directly covered, the fourth strategy (governance of land and ocean) indirectly. However, apart from the food waste objective, the Accor Food Charter does not indicate to what extent these objectives need to be met, and in which time frame. One of the reasons Accor’s Vice President F&B Northern Europe gives for this during the interview, is that ‘agricultural systems, legislation etcetera differ a lot between all 110 countries the chain is operating in’. Significantly, a higher amount of plant-based ingredients is not explicitly mentioned in the charter, while, in the view of almost all experts mentioned above, this is a crucial aspect of sustainable and healthy food. Interestingly, the interview with one of Mama Gaia’s founders show that they are on the other side of the spectrum. They operate 100% plant-based restaurants in a 100% circular environment, and strive for ‘the healthiest

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possible context for their guests and staff’. Mama Gaia started recently and was able to take their strong values – such as, leave the world in a better state than it was when you were born – as starting point. In Indonesia, Locavore and Selo Group nurture similar values. During the interviews with them, they mentioned use of local craftmanship, organising local education, a zero waste/regenerative strategy, and use of local building materials.

How to benchmark sustainability efforts in F&B? Reflecting on the outcomes of this study, it appears that the understanding of sustainable F&B varies substantially. This variation may be explained with reference to local circumstances. For instance, while the Dutch Cuisine standard of striving for 80% local ingredients must be reasonably achievable in the Netherlands, interviewees from Bali, Indonesia, state that on small islands that attract a lot of tourists, it can be challenging to obtain all necessary goods locally. Arguably, however, notwithstanding its location, a restaurant could communicate to its stakeholders which percentage they strive for and make visible (e.g. on their menus) where the ingredients were purchased/produced. In this way, they can prove their sustainability efforts even though their criteria are different from internationally set or general criteria. In short, the criteria that could/should be used to establish the level of the sustainability efforts of a F&B operation should be part of a local benchmark system, rather than based on an international set of generic sustainability criteria. To facilitate the development of these local/regional benchmarks, the authors developed a framework (See Figure 7.1).

Figure 7.1 Framework F&B sustainability benchmark

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This model tries to make the different areas of sustainability in F&B and their mutual relations visible, including: 1 2 3 4

Generic goals vs. specific F&B goals. ESG and CSR. Minimising impact on/involve society and/or minimising impact on the environment. Intrinsic values and beliefs on which the sustainability vision has been built.

We envision that bigger companies could use the framework starting with generic goals, based on signals in the human environment/the market – in other words, their investors, partners and other stakeholders. These generic goals are then translated into CSR and/or ESG policies, leaving local/regional hotels/F&B departments to convert these into specific F&B goals – such as choosing local producers/suppliers where possible. These specific goals could then be compared with international (such as EAT/Lancet report) and/or locally developed criteria (such as Greendish and Dutch Cuisine in the Netherlands). In the case of both Accor and Hilton, the comparison could lead to addressing the (minimum) amount of plant-based ingredients or vegetarian/vegan items on the menu. SMEs that want to position themselves as operating sustainably based on intrinsic values and beliefs, will probably start from the more specific F&B sustainability goals, such as minimising the impact on the environment. By measuring the level of achievement of these goals, they can easily compare themselves to other local SMEs. If, however, they want to compare themselves to big hotel or restaurant operators, they will need to develop more generic sustainability goals such as objectives in the area of governance like ‘not working with undeclared labour’ (Accor, 2022, p. 9). By benchmarking themselves with the bigger players on the market with generic sustainability goals, SMEs in the restaurant sector and F&B departments in smaller hotels can strengthen their sustainable profile, whereas big hotel and restaurant chains can distinguish themselves by reporting on their specific F&B sustainability efforts. Not only in the field of preventing food waste – since this is hardly a unique area anymore – but also, for example, on their specific role in preventing other types of waste. Concluding, this study’s main recommendation to F&B operations that wish to show how sustainable they are is to develop – alongside a possibly already existing general sustainability policy – a regional and more specific benchmark. After choosing a set of regional/local companies they want to compare themselves with, they could approach sustainability experts to help them set up the regional benchmark. These experts can help to select the relevant criteria and gather and disclose the necessary information. A regional benchmark accommodates the variety in circumstances while still disclosing the sustainability efforts of a F&B operation to its stakeholders.

References Accor. (2019). 2019 Food Charter. https://group.accor.com/en/commitment/planet-21/ food

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Accor. (2021, June 14). Working for more inclusive hospitality. https://group.accor.com/ en/Actualites/2021/06/diversity-inclusion-week Accor. (2022). Accor Ethics and Compliance. https://group.accor.com/en/group/ourcommitments/accor-ethics-and-compliance BCD Travel. (2022). Acting for Good: Planet 21. www.bcdtravel.com/it/wp-content/ uploads/sites/61/Accor_Planet-21-Presentation_2020_EN.pdf Carroll, A.B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39–48. Castka, P., Balzarova, M.A., Bamber, C.J., & Sharp, J.M. (2004). How can SMEs effectively implement the CSR agenda? A UK case study perspective. Corporate Social Responsibility and Environmental Management, 11(3), 140–149. Cavagnaro, E., & Curiel, G. (2012). The Three Levels of Sustainability. Sheffield: Greenleaf. Cavagnaro, E., Düweke, A., & Melissen, F. (2018). The host-guest relationship is the key to sustainable hospitality: Lessons learned from a Dutch case study. Hospitality & Society, 8(1), 23–44. 10.1386/hosp.8.1.23_1 Dutch Cuisine. (2022). DC-manifest. https://dutchcuisine.nl/DC2017/wp-content/ uploads/2017/10/DC-manifest.pdf Greendish. (2022). Greendish 2050 Guidelines. https://greendish.com/greendish-2050guidelines Henisz, W. (2019, November). Five ways that ESG creates value. McKinsey Quarterly, 6–8. www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/ five-ways-that-esg-creates-value Hilton. (2021). ESG Report 2021. https://esg.hilton.com/wp-content/uploads/sites/3/ 2022/05/2021-ESG-Report-Updated.pdf Hoga. (2022). Was bestellen die meisten Restaurantgaeste. www.hogapage.de/nachrichten/ ausstattung/gastrokonzepte/was-bestellen-die-meisten-restaurantgaeste Holcomb, J.L., Upchurch, R.S., & Okumus, F. (2007). Corporate social responsibility: What are top hotel companies reporting? International Journal of Contemporary Hospitality Management, 19(6), 461–475. Kateman, B. (2019, August 21). Vegan restaurants are on the rise. Forbes. www.forbes.com/ sites/briankateman/2019/08/21/vegan-restaurants-are-on-the-rise/?sh=6365adc51e80 Legrand, W., Sloan, P., Simons-Kaufmann, C., & Fleischer, S. (2010). A Review of Restaurant Sustainable Indicators. In J.S. Chen (Ed.), Advances in Hospitality and Leisure Vol. 6 (pp. 167–183). Emerald Group Publishing. McKinsey & Co. (2020). Women in the Workplace 2019. https://wiw-report.s3.amazonaws. com/Women_in_the_Workplace_2019.pdf Rimmington, M., Smith, J.C., & Hawkins, R. (2006). Corporate social responsibility and sustainable food procurement. British Food Journal, 108, 824–837. Rodriguez-Sanchez, C., & Sellers-Rubio, R. (2020). Sustainability in the beverage industry: A research agenda from the demand side. Sustainability, 13(1), 186. 10.3390/su13010186 Sutherland, R. (2019, November 9). How veganism became mainstream. The Spectator, 29. Willet, W., & Röckström, J. (2019). Food Planet Health. Stockholm: EAT/Lancet.

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8 Future of Food and Menu Design Leading question: What does the menu of the future look like? Malu Boerwinkel, Sílvia Gabriela Abreu e Silva, Maud Meijers, and Dai-In Danny Han

Introduction Anticipating the menu of the future – ultimately answering the question ‘What will be on our plate?’ – is a recurring question that has occupied scientists, chefs, foodies, designers and anyone interested in the future of food. In an attempt to provide an answer, it is helpful to look back to the historical events of food and gastronomy, the discovery of fire (790,000 BC) being the starting point that changed how we consume food. In 3000 BC, ice cream was invented; the 7th century AD was the time for kimchi; the 13th century, the loved ones: lasagna and mozzarella cheese. The 19th century was the time for cocoa and chocolate, and for the taste enhancer monosodium glutamate (Olver, n.d.). Such fundamental innovations offer indications of directions that will encompass the plate of the future. However, in today’s dynamic environment, determining the direction of food in the menu of the future is not immediately posssible. Developments in changing consumer demands, emerging technologies and a continuous effort for personalisation offer promising avenues for research and development in this field. This chapter aims to provide a discourse on current trends and future anticipation of what we can expect to encounter in the ‘menu of the future’. In the scope of this chapter, we take stock of three key developments in the food environment: (1) the need for personalised gastronomy, (2) sustainable developments and (3) implications of emerging technologies in food science as well as the consumer market that will influence future food experiences. This chapter discusses these trends and developments in the food science and service sector which are conceptualised into an encompassing framework to be used as reference point for industry practitioners and future studies. The framework offers an integrated approach of how current developments are interlinked and specifically positions personalised gastronomy as the foundation to give direction to the menu of the future.

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Personalised gastronomy Food personalisation is not a new concept; humans have been customising foods and diets for as long as we can remember. Personalised gastronomy was defined as ‘the next revolution on what we eat and how we eat it’ (BCCInnovation, 2019). It provides guidelines for consumers to take a proactive approach towards taking responsibility for their own health through understanding the relationship between food and their unique bodily responses. As such, personalised gastronomy aims to uncover interpersonal differences between individuals that dictate how our bodies might react differently towards certain foods. The process leading to personalised gastronomy involves the whole food system: from product design to consumer demands. With increasing food knowledge and options, consumers are more likely to demand personalised solutions that match their tastes, values, health needs and sensory desires. At present, upscaling personalised food products for individuals or small groups of people is unfeasible due to issues of scale (Lisitsyn et al., 2020). However, integrating data on public food and consumers’ taste profiles to make food preference predictions and thereby guiding food choices was regarded as a promising opportunity towards the next step in personalisation (BCCInnovation, 2019). The food service and hotel industries may find personalised gastronomy to be particularly beneficial and relevant. For instance, chefs are provided with new input to create healthier and more sustainable meals that are more likely to appeal to specific clients and fit consumer wants. Societal problems such as obesity could be tackled through restaurants monitoring their customers’ individual sensory preferences. Similarly, caterers can tailor offerings and design healthier and more sustainable food alternatives to their clients’ preferences (e.g. in school cafeterias, hospitals or catering businesses). Chefs in the future will be able to create menus with limited but targeted options that offer customers a wide variety of sensory experiences to choose from, instead of expanding current menus to offer a variety of options, many of which are failing to fit consumer preferences. Peters and Hervé Remaud (2020) examined the impact of customers’ level of food engagement and the social setting on the attributes that influence menu-item selection. The study’s findings show that the combination of ingredients in a dish is the most important reason to choose it, for people with high food involvement, whereas a known and liked taste dish, for people with low food involvement, has a 94.5% chance of being chosen. Thus far, several practical attempts at personalisation of food have been reported in literature. Nag (2020), for instance, proposed developing a personalised taste and cuisine preference using photos of foods and meals to address food personalisation in practice. Klosse (2013) revealed that food and beverage taste profiles can be established based on an individual’s self-expressed preferences for mouthfeel qualities and flavour intensity. Similarly, Rostami et al. (2020) presented a personal food model that aids in the creation of a taste profile allowing a food product to be tailored to a person’s tastes. However, there is a lack of empirical evidence to back up these broad assertions. Consequently, further investigation of personalisation based on taste profiles to test the effectiveness of proposed methods for food personalisation is needed. It is evident that personalisation of food has thus far been regarded in a limited way in the relationship between the food item and the individual, which we describe as a ‘Level 1’ relationship. However, we posit

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that personalisation goes beyond this and argue that a more comprehensive approach to personalised gastronomy needs to consider additional levels, including the individual’s direct physical, social and digital environments, in which we spend a large proportion of our time (Level 2). In light of increasing outcries for sustainable practices across the food system, driving personalised gastronomy practices further cannot ignore the implications for the societal and natural environment (Level 3). With this, we expand current approaches of integrating sustainability by driving sustainable development in food consumption through personalised gastronomy. To illustrate the interdependence of levels, the following section will provide a discussion on the macro perspective (Level 3) and how it relates to lower levels of personalised gastronomy.

Sustainable developments in the menu of the future In the past decades, industrial livestock’s significant contribution to anthropogenic greenhouse gas emissions, environmental degradation, pollution, biodiversity loss and overexploitation of finite resources has become well known (Leip et al., 2015). Consequently, companies and consumers began searching for more sustainable alternatives to conventionally produced animal protein (Austgulen et al., 2018; North et al., 2021). In addition to the environmental impact of livestock, conventional intensive agriculture, which focuses on creating the highest yield possible, has negative effects on the natural environment as well. Its damage to soil health, destruction of biodiversity and extensive water and land usage puts notable pressure on our planetary boundaries (German et al., 2017). In the following paragraph, we recognise two components in future food opportunities on the menu of the future: sustainable protein alternatives to conventionally produced animal protein, and alternative agricultural practices.

Moving away from traditional animal protein Increasing global meat consumption has triggered concerns related to the environment, human health and animal welfare (Van der Weele et al., 2019). These developments have resulted in a shift from mainly animal-derived proteins to more plant-derived proteins in the diets of people in the Western world: the so-called protein transition (Aiking & de Boer, 2020). This shift is evident in the replacement of animal-derived by plant-derived proteins as (functional) ingredients in the production of food, but also in the increasing interest in plant-based meat alternatives, cultured meat, algae- and insect-based food (Van der Weele et al., 2019). Researchers and the food industry initially mainly focused on plant-derived proteins from soy as food ingredients (e.g. Kinsella, 1979). In recent years, proteins from different legumes such as pea, lentil, fava bean and chickpea (Boye et al., 2010; Lam et al., 2018), as well as plant proteins from different sources such as oilseeds and microalgae, have received increasingly more interest (Ntone et al., 2020; González‐Pérez, 2007; Schwenzfeier et al., 2011). Besides functional ingredients (e.g. emulsifiers), plant-derived proteins can also be used to produce plant-based meat analogues through thermo-mechanical or shear-cell processing

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(Cornet et al., 2022). Meat analogues are already produced and sold on a commercial scale, for example, by Beyond Meat (USA) and the Vegetarian Butcher (Netherlands) (Sun et al., 2021). Besides plant-based meat analogues, ‘cultured’ or ‘cultivated meat’ is also an alternative for traditional meat products (Tuomi et al., 2022). Some authors refer to cultured meat as the practices of tissue engineering to produce muscle for consumption as food (Stephens et al., 2018), whereas others are stricter and only use the term ‘cultured meat’ when the ‘meat’ is produced by the proliferation and differentiation of stem cells into mature muscle fibres without the use of animal-derived components (Messmer et al., 2022). Currently, cultured meat is only produced on a small scale and the scale-up to a commercial level will come with many technical challenges. Despite high uncertainties in the estimation, it can be concluded that the overall environmental impacts of cultured meat production are most likely lower than those of conventionally produced meat (Tuomisto & Teixeira de Mattos, 2011). This largely depends, however, on the type of bioreactor used (Munteanu et al., 2021). In addition to the research and development into the production scale-up, cultured meat advocates should address erroneous consumer concerns related to food safety and concerns regarding taste and price. Although addressing concerns regarding food safety might be the most difficult, this is inevitable as it will pose a barrier to the willingness of consumers to even try cultured meat (Bryant & Barnett, 2018). In addition to the use of plant-derived protein and cultured meat, the consumption of insects can also provide an alternative to traditional animal protein in our diets. Entomophagy, the consumption of insects, has been a traditional part of Asian, African, South and Central American cultures. Although there is evidence of the significant environmental and health-related benefits of entomophagy compared to conventionally produced livestock meat, neophobia and disgust remain two significant barriers to be overcome in order to encourage the Western consumer to consume insects as an alternative source of protein (La Barbera et al., 2018). Earlier studies have found that presenting insects in familiar, popular and conventional food forms and flavours (Hoek et al., 2011; Caparros Megido et al., 2014), in a processed or ground form rather than having the insect be visible (Barsics et al., 2017; Caparros Megido et al., 2016), and embedded in positive gastronomic and sensory experiences (La Barbera et al., 2018; Hartmann et al., 2018) can help to overcome these barriers of disgust and neophobia successfully. We therefore conclude that the menu of the future could offer insect-based protein alternatives even for Western consumers, if the insect protein alternatives are presented in a familiar, popular food form where the insects are unrecognisable. However, as consumers that have tried insect protein alternatives once are much more likely to consume them again (Caparros Megido et al., 2014), these conditions to overcome the neophobic and disgust barriers might not be so necessary once there is increased familiarity and food-appropriateness associated with insect-based protein sources (Looy & Wood, 2016).

Sustainable agriculture alternatives Where current versions of sustainable agriculture practices aim mostly at decreasing the harmful effects of synthetic fertilisers and pesticides either by increased efficiency

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or bio-based substitution (German et al., 2017), they have yet to ensure sustainable systemic change (Plumecocq et al., 2018). Newer versions of sustainable agriculture such as regenerative agriculture, agroecological forms or circular agriculture practices are expected to thrive in the future, significantly reducing the negative environmental impact of conventional intensive agriculture such as soil degradation, finite resource usage and threat to biodiversity (Cucurachi et al., 2019). These three forms of sustainable agriculture all strive for the redesign of agro-systems, with a focus on working with the services and processes of the ecosystems they are part of, rather than against them, going beyond minimising harm and working actively to restore soil quality, ecosystem health and resilience. Although the afore-mentioned methods provide a sustainable alternative to traditional agriculture practices, the need to improve existing crop varieties and increase agricultural production remain pressing issues as they are related to the growing world population. Combining sustainable agricultural practices and modern biotechnology results in a model for sustainable intensification of agricultural production (Tyczewska et al., 2018). However, nearly three decades have passed since genetically modified crops, so-called ‘GMOs’, were widely commercialised. Despite a worldwide consensus among scientists regarding their safety and utility, the public debate concerning GMOs continues (Evanega et al., 2022). We posit that the pace of change across agricultural alternatives is dependent on technological advancements for solutions in production and consumption processes. While several studies in food production discuss technological advancements in the field (Astill et al., 2019), insights on the influence of technologies in the consumption stage that are expected to shape the menu of the future are limited. In the following section, we focus on two key technologies that are emerging in the field – opportunities of 3D food printing for sustainable development and driving consumer choices through experiences mediated by immersive technologies.

Emerging consumer technologies that shape the menu of the future Food is not consumed in a vacuum. The aesthetics of the dinner setting, tableware texture, the scent of the surroundings, background noise/music and more give contextual background and incidental sensory input, and have an impact on how the meal is perceived (Spence, 2021; Stroebele & de Castro, 2004). The emerging trend of 3D food printing, where edible inputs are used to create and build up complex shapes layer by layer (Huang et al., 2013), potentially carries with it an environmental benefit. With this technology, food items that would otherwise be wasted – such as slightly stale bread, vegetable peels or overripe fruit – can be processed into inputs and printed into new nutrient-rich food items, thereby valorising food waste (Prakash et al., 2019; Muthurajan et al., 2021). Alternative approaches to personalisation have further been attempted through 3D food printers. While some steps have been taken to commercialise and mainstream 3D-printed edibles, it appears that their true potential lies in either gastronomic environments, where professionals can create innovative 3D-printed food that can

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stimulate new flavour and texture combinations, or in medical environments, to address eating the difficulties of patients (Moller et al., 2019). While some prior studies show that contextual effect is minimal and does not alter meal enjoyment, and hence food intake and choice (Cohen & Babey, 2012; Dacremont & Sester, 2019), the extent to which typical contextual meal-setting characteristics influence meal perception might define the limits of personalised gastronomy implementation. In this light, immersive technologies including augmented (AR) and virtual realities (VR) provide a promising avenue to stimulate consumer food experiences to drive sustainable behaviour. For instance, Peng-Li et al. (2020) revealed that multisensory food environments through augmenting auditory stimuli could influence consumer food choices. Similarly, immersive technologies offer opportunities to enhance sensory factors to add a new dimension to food experiences. QReal developed lifelike 3D AR models to visualise food on menus and assist consumers to make more informed choices (QReal, 2022). Virtual augmentations in the consumer’s direct environment provide possibilities to make abstract concepts such as sustainability more tangible. This could potentially address consumer proneness to disregard impalpable concerns, as outlined as one of the key evolutionary tendencies of humans (Griskevicius et al., 2012). Integrating the potential of immersive technologies in food experiences to drive more sustainable consumer behaviour needs further exploration. Currently, much attention is given to the development and implications of the metaverse (virtual-reality space in which users can interact with a computer-generated environment and others) (Han et al., 2022), while artificial intelligence is taking a paternalistic role in making decisions for individuals who trust their assistants to take a leading role in daily decision-making (foodnavigator.com, 2022). The biggest challenge with these developments, such as the establishment of a foodverse, is that complete sensory input is still challenging, which greatly limits the capacity to smell or taste food in the digital environment. However, we anticipate that the blend of digital and physical environments as well as new experiences created through upcoming technologies in the consumer market will continue to play a key role in innovating food experiences of consumers and in shaping the menu of the future.

Personalised Gastronomy Framework for the menu of the future From a holistic perspective on sustainability, Broekema et al. (2020) outlined what a future-proof and sustainable healthy diet would encompass. It was found that while it is possible to meet both the greenhouse gas emissions (GHGE) targets and nutritional requirements, large dietary shifts were needed to address GHGE targets, which might not be feasible or be accepted by consumers in the near future. Our proposed conceptual framework addresses this challenge by positioning personalised gastronomy as a promising approach to drive sustainable behaviour among consumers, meeting both GHGE and nutritional targets. In discussing key developments in this chapter, we posit that personalised gastronomy is created through the interplay between multiple levels: the product (food) (Level 1), the consumer’s context (physical, social, digital) in which food is consumed (Level 2) and the implications to and from the natural environment that is implicated by the food production to consumption stages (Level 3) (See Figure 8.1).

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Personalised Gastronomy Natural Environment (Level 3) • Food production • Food consumption

Immediate Context (Level 2) • Physical • Social • Digital Consumer Food (Level 1)

Sustainability integration

Figure 8.1 Personalised gastronomy framework

Concluding remarks The menu of the future mandates an interplay between food, the consumer, the immediate consumer’s context and implications for the natural environment. In this chapter, we provided a discourse of key developments that are unfolding in these respective areas including the transition from traditional animal-derived proteins in our meals to more sustainable protein alternatives, sustainable agriculture alternatives and emerging consumer technologies that implicate current and future consumer food experiences. We outline that understanding the relationship of these dimensions is crucial to clear the path towards personalised gastronomy. In our framework of the menu of the future, we regard personalised gastronomy as an encompassing umbrella to consumers and stakeholders across the food value chain that describes a proactive approach to their own health by understanding their own unique bodily responses towards certain foods. Future empirical studies are needed to investigate these relationships – for instance, on the effectiveness of emerging technologies in driving sustainable food behaviour, or how consumer demands for certain foods can be integrated into different stages of the food production process.

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9 From Wellness to Wellbeing Leading question: What is the path to stakeholder wellbeing? Celine Vadam, Irene Hoek, Sheila McCann, Hylton Lipkin, Chalana Perera, Reinier van der Veeken, Mattias Innocenti, and Dai-In Danny Han

Introduction: What is the path to wellbeing? ‘Wellbeing’. Recent trends have propelled the word to one of the most used and sought in our society, and yet somehow it is not well understood. Consequently, many definitions exist (Dodge et al., 2012) and while most of them hold true aspects, a common misconception is evident that wellbeing is only accessible to an elite focused on self-wellness, private personal training, luxury spas, cucumbers on our eyes, energy smoothies and the pursuit of perfect comfort. Wellbeing, according to the Oxford Dictionary, is understood as a state of good health, happiness and comfort (Oxford University Press, 2022). Such definitions often follow a personal perspective. However, we posit that this principle needs to be extended and regarded as a wider hospitality concept, taking the wellbeing goal of our guests, employees, communities and environment into consideration as a mission and purpose for provided services. It is thus an important parameter for sustainability in the conception and development stage of any project including, design, construction, sourcing and implementation, and then continues into the operations management agreement. While many facets need to be considered in hospitality businesses, sustainability has come to the forefront more than ever before. The hospitality industry offers many examples outlining key contributions to the wellbeing of our environment. Hotels around the world, such as Banyan Tree Hotels & Resorts, Six Senses and Lefay Resort & Spa, have pledged to reduce single-use plastics and are looking for more sustainable supply channels with a lower carbon footprint. As such, the industry is supporting the wellbeing not only of our planet but also of national and local communities, using fresh, healthy and organic produce. However, these practices remain isolated

DOI: 10.4324/9781003218425-11

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encounters, and a more holistic perspective on the meaning of wellbeing in the hospitality industry is needed. To do so, we need to take stock of current practices and future endeavours on the horizon in the industry. The following sections will provide a much-needed industry perspective on some of the key wellbeing initiatives with reference to the triple bottom line, which not only suggests measuring financial outcomes such as key performance indicators (KPIs) but includes implications for the environment and society (see also Chapter 19: Return on Sustainability Investments). It is time to break out of old rules and perspectives and take a different view of the hospitality business to drive sustainable change.

Aligning people and planet’s health as a core principle The fundamentals of wellbeing are rather simple and universal. In fact, the Blue Zones experiment (Blue Zones, 2022), which investigates areas of the planet where people live the longest, revealed that no matter the geographical location, these centenarians all shared the following habits: • • • •

Daily physical movement. Eating in a healthy and mindful way, mainly plant-based. A positive and purposeful mindset. Socialising regularly.

In order to develop such habits, we need to live in environments with access to natural and peaceful surroundings where we can walk and breathe quality air with access to nutritious food and clean water. Such environments allow us to relax, learn and mingle with our peers (Institute for Integrative Nutrition, 2022). In other words, our health and wellbeing highly depend on the quality of our environments, and, therefore, the quality of our planet. It is impossible to live a healthy life on a sick, polluted, chemical-full planet. As simple as this may seem, it is implausible that as humans, we seem to have difficulty relating to the fact that anything that is harmful for our planet’s health is ultimately also harmful for the health of humans. Some of the key challenges of current environmental implications include, but are not limited to: •

•

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Air quality: oxygen is one of the four essentials our body needs to survive, together with water, food and a functioning nervous system. The air that we breathe every day and which is essential to our survival is the same polluted air that is degrading our planet. Water quality: around 60% of our body is composed of water (Mitchell et al., 1945). Drinking a sufficient amount of clean water is essential for our health. Yet ocean and river pollution is a big problem for the planet. Food quality: we get our fuel and energy from what we eat, the quality of which depends on how it is produced. It all starts with the soil: rich soils will produce

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nutrient-rich food, while poor soils will produce food that is lacking the diversity and complexity of nutrients our body needs to function. The way the agriculture and food industries have evolved is damaging our health and the health of our planet. Globally, 71% of all deaths are caused by noncommunicable diseases (NCDs), more commonly known as chronic diseases (including heart disease, cancer, diabetes, stroke and arthritis), which are preventable conditions through lifestyle changes (World Health Organization, 2021). Chemicals: our skin has a surface of roughly 2m2 (22 square feet), while our small intestine is 15–20 times larger. These are the two organs with the largest absorption surface in our body, meaning that everything that touches our skin or comes into our mouth is directly absorbed by our body – including all the chemicals and toxic substances that are in our environment and our food (e.g. insecticides, pesticides, plastic, synthetic pollutants). Noise and light pollution: our nervous system is the pilot of our bodies. In stress, it can’t function properly. Creating environments that foster serenity and do not disturb our circadian rhythms, which mirror the cycles of the moon and sun, is important to our health, as several organ functions are triggered by this rhythm.

Our world is largely built on convenience, which makes it increasingly difficult to execute tasks that are healthy for human beings, often presenting them as less pleasant due to the perceived effort that they require. Neglecting natural human habits encourages patterns that are harmful for people and for the planet, causing more questions fuelled by lack of foresight for situations that did not exist before. Previous generations did not have to think about getting a workout in every day, as this was largely the reality of life. Cycling or walking to work was common practice, and many were employed in physical labour. The reality of our lives today – taking the car or public transport, sitting for hours behind a desk – is such that we need to force ourselves to get our daily, often minimum, dose of movement to stay physically healthy. In recent decades, affluent populations have become increasingly sedentary, with many adults spending 70% or more of their waking hours sitting (Owen et al., 2010). While we argue that we have an abundance of food accessible in developed countries, previous generations grew their food in their own gardens. They were not concerned with chemicals or nutrients, as they knew the products they consumed, while access to junk food was limited. Today, consumers are tasked to read complicated and non-transparent labels to check and be knowledgeable about what our foods contain. The price for making some tasks more convenient, other life-essential actions in our society became more challenging, negatively impacting our overall health, as well as our planet. Applying these principles to the hospitality industry, there is a clear opportunity for the industry to do good, both for people and the planet. Hospitality is a people-caring industry, and we cannot care for people if we do not care for the planet. In the following section, we outline how the hospitality industry can take a proactive role to contribute to foster a wellbeing society.

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The role of the hospitality industry to foster wellbeing Hospitality is the act of making people feel welcome, usually through entertainment or comfort to contribute to wellbeing, caring for both individual, community wellbeing and the environment. Sheila McCann, wellness advocate In the lodging space (as opposed to the wider definition of the hospitality industry), where there is generally an opportunity to care for clients (guests) for a longer period of time than a few hours, the concept of what used to be a wellness component (e.g. spa) has evolved significantly in recent years (Global Wellness Institute, 2022). Historically, the hospitality industry focused only on the health of guests in considering wellbeing. Naturally, the scope of wellbeing includes physical health (gyms, massages, beauty treatments), but eventually evolved to include spiritual health and later all aspects of health: mind, body, heart and soul. Hotels are embracing the idea that all their stakeholders (guests, employees, community) can be included in their approach to wellbeing. However, we argue that much work remains in the industry to include a sense of wellbeing in every stage of the development, construction and long-term operation of hotel properties. We posit that this initial concept of guest wellbeing needs to continue to evolve. To holistically conceptualise wellbeing in the hospitality industry, it needs to expand to include the wellbeing of employees, the wellbeing and health of the land, the building and the community. Expanding the focus of the wellbeing concept logically links wellbeing with the health of our planet, and with the concept of sustainability. Hotels, as a key context within the wider hospitality industry, have tremendous reach and impact, from the conceptualisation of a project to construction, opening and operation. The development and operation of hotels touches not only thousands of people per project throughout the entire process, but also greatly affects the land, the air and stakeholder communities. Wellbeing therefore, needs to be a consideration for each and every process touchpoint – individuals, communities and environment – and embrace opportunities to make a positive contribution. Table 9.1 provides an overview of touchpoints during the phases of hotel development and operation that need to be considered to foster a wellbeing mindset. The touchpoints in Table 9.1 are gaining traction in the industry, but much work remains to continue further expanding on these initiatives across industry cases. Along with educating the hospitality industry on the depth and breadth of the concept of wellbeing, more emphasis is needed on how to ensure real commitment to these ideas. The challenge remains how to include these touchpoints in the Hotel Management Agreements in a positive and constructive manner. Rather than drafting these as obligations, rules and additional costs, more focus is needed on developing KPIs to measure the actual impact of wide-reaching wellbeing practices on both guest and employee satisfaction.

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Stakeholder

Investor, Operator, Designer, Architect, Developer

Investor, Operator, Designer, Architect, Developer

Guests

Phase

Development – Conceptualisation

Development – Construction

Operation

Six Senses Resort Svart, Norway www.sixsenses.com/en/corporate/media-center/press-releases/ 2022/six-senses-svart-in-norway-goes-off-grid-with-first-energypositive-project

Envisioned energy sources

Borgo Egnazia, Puglia, Italy and the Blue Zones www.bluezones. com/news/borgo-egnazia-is-first-hospitality-partner-to-offer-bluezones-retreats

Wellness facilities (treatments and services to impact not only body but also mind, heart and soul)

(Continued)

Wellness rooms at Four Seasons Los Angeles https://press. fourseasons.com/losangeles/hotel-news/2021/new-wellness-floor/

WELL Buildings www.wellcertified.com

Certification In-room amenities (mattress and bedding, bath amenities, exercise gear (yoga mats), scents, mediation/sounds apps, etc.)

Explorer Hotels www.explorer-hotels.com

Hotel GSH, Denmark https://bornholmhotels.dk/hotel-gsh

Construction works

Sourcing, transport and logistics

Materials used

Flophouze shipping container hotel, Texas, USA https://flophouze.com

Nayara Tented Camp, Costa Rica https://nayaratentedcamp.com

Site impact (fauna and flora)

Water availability

Existing industry case

Touchpoint

Table 9.1 Wellbeing touchpoints in hotel development

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Employees

Stakeholder

Inclusion, diversity, and reinsertion

Education and training for staff to promote career improvement

Other benefits to promote staff wellbeing

(Continued)

The Venetian, Las Vegas www.hospitalitynet.org/news/4004826. html

On-site daycare for staff members with children Transportation provisions for staff

Hyatt and Headspace https://newsroom.hyatt.com/011520-HyattHeadspace

Restaurant Le Perchoir, Paris, located within Europe’s largest urban farm https://leperchoir.fr

Existing industry case

Wellbeing sessions for staff, including yoga and stretching

Healthy food options provided in staff canteen

Heart of House – consideration of comfort of employees, including relaxing spaces, betterquality staff canteen and changing rooms

On-site growing of fruit and vegetables)

Restaurants (more and more healthy options, tailoring to preferred eating styles, etc.)

Include an educational component to teach guests how to live well and take care of their body, mind, heart and soul; incorporate the local community by including local arts, local food, local cooking techniques

Touchpoint

(continued)

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Phase

Table 9.1 Wellbeing touchpoints in hotel development

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Phase

Supply chain

Ensuring local community is key supplier, for all needs of hotel including staff

Local community

Choosing environmentally and socially responsible suppliers

Ensuring as much is sourced from local community as possible

Engagement with local community and investment in local community

Focus on sustainability practices of suppliers, which further impacts the health of the local community and environment

Touchpoint

Rosewood Mayakoba www.rosewoodhotels.com/en/mayakobariviera-maya/overview/social-responsibility

Saira Hospitality www.sairahospitality.com

Existing industry case

(continued)

Stakeholder

Table 9.1 Wellbeing touchpoints in hotel development

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Towards developing comprehensive hospitality wellbeing touchpoints At the most basic level, the hospitality industry consumes resources and energy and creates waste, all on a grand scale in remote locations. However, seen through a wider sustainable wellbeing lens, the impact on stakeholders is much greater, particularly in relation to the host community. This section is an exploration of the spectrum of the many touchpoints of hospitality including food and beverage, sleep, conference facilities and opportunities to share other resources with the wider community. Based on discussions provided in this chapter, we propose a new definition of ‘hospitality’ using a more holistic lens before going on to share examples of how this can be done. Hospitality is the act of making people feel welcome, usually through entertainment or comfort to contribute to wellbeing, caring for individual, community and the wellbeing of the environment. In our definition, hospitality is understood as bidirectional between guest and host in a reciprocal relationship. The hospitality industry can help redress imbalances, bringing greater awareness particularly to the ‘guest to host’ side. Imbalances here are often unseen by the guest and crucial for the wellbeing of the local host community. In this light, it is important to recognise that there is a continuum of wellbeing from urgent care to self-care to preventative care to innovative care and finally selfless care. • •

•

• •

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Urgent care: typically care that is provided for illness or injury that requires prompt attention. Self-care: more commonly, self-care is understood as using a proactive approach to prioritising our physical and emotional wellbeing with healthy lifestyle habits. WHO (2022) defines the self-care as ‘the ability of individuals, families and communities to promote health, prevent disease, maintain health and to cope with illness and disability, with or without the services of a healthcare provider’. Preventative care: a proactive approach that is devoted to measures that contribute to the avoidance of health-related risks. The aim is the avoidance of, preventing or slowing the effect of illness or injury, often through population screening, health initiatives, stress management, diet and exercise programmes. Selfless care: the actions of care devoted to others, through charitable organisations, CSR initiatives, community groups, etc. Innovative care: could be best described as the current model of innovation or transformation in medical and self-care practices and processes, often with a supportive technology component. This last point of selfless care is more altruistic and defined as ‘improving the world around me by advocating an environmental, ethical, humanitarian and/or philanthropic causes’ (Nielsen Consumer LLC, 2021). The same study showed that while consumers are playing a role in their own wellness choices, consumers expect businesses to play a role, with 59% saying governments should more closely regulate businesses to help consumers make better health choices.

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Hospitality wellbeing for individuals and the environment A key touch point in wellbeing is supporting sleep quality in the hotel guest room. While the recent pandemic has thrown a spotlight on cleanliness, both seen and unseen, there are other hygiene elements such as electromagnetic radiation that may impact sleep (Danker-Hopfe et al., 2020). As a result, placing a Wi-Fi router under or in the ceiling over the bed next to a poor selection of bedding material can have drastic consequences for guests’ sleep quality. In this era of hyper-connectivity, more health-oriented spa hotels are providing digital detox programmes, the opportunity to shield away with mobile phone lockers and even mini EMF-proof phone bags to enhance restful sleep at night (Burrell, 2018). Villa Stephanie in Germany has gone as far as to offer a Wi-Fi kill switch in their rooms, microwave blacking paint and copper grids embedded in the walls. Hotels are now using low-lux night lighting in the toilet, which is intended to guide a guest safely in an unfamiliar room without waking them fully during the night, thus improving the quality of sleep upon return to bed. Wellbeing and sustainability can play a central role in driving an integrated approach through the food and beverages offered in the industry. Showcasing and supporting local producers not only reduces food miles but, it has been argued, fosters local entrepreneurialism (Seidel & Cavagnaro, 2018). A hotel can set up local supply chains and create opportunities for guests to visit the producers (e.g. organic farmers) and learn from their processes. Some hotel farms are self-producers, such as Babylonstoren in South Africa, and offer opportunities for people to join them in the harvesting process to educate them on farming procedures and build more awareness of the food we consume. Scotland has a national initiative to promote food provenance in hotels (Visit Scotland, n.d.). Concurrently, chefs should be encouraged to train in nutrition for health and to develop nutrient-dense recipes with lower sugar and healthier fats. This mandates that employee canteen menus are provided with appropriate budget allocation to include healthy, nutritious options, which implies changes in the setup of supply chains. Chain hotels are often limited to ‘preferred suppliers’ based on group pricing agreements which often ignore the distance products are shipped. Such multinational companies need to revisit their purchasing policies to include organic, local and sustainable elements. Menu labelling using formulations such as ‘healthy choice’, ‘hyper-local’ and ‘planet-friendly’ options are simple ways to help consumers make more informed choices. Today, wellbeing services for individuals come in a wide spectrum ranging from spas with lighter dietary offerings to full integrative health programmes. The same is true with sustainability and regeneration. No matter the choices made, the chosen strategy should align with the initiatives, education and messaging across the hospitality business and extend into the community. Events with pre-packaged themed organic plant-based menus, sustainable floral displays, creative reused materials and subtle messaging can all help meeting organisers to amplify their own virtue signalling. Beachfront properties such as Chiva-Som International Health Resort in Thailand conduct regular beach cleans, have replanted a mangrove with 8,000 trees and regularly conduct training for children on the environment (Chiva-Som, 2020).

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In addition, they partner with an aid organisation to take skilled health and medical staff into remote jungle communities for health care, children’s activities and to teach about healthy food and farming skills.

Hospitality wellbeing for the community Prior to the pandemic, travel and tourism (including its direct, indirect and induced impacts) accounted for one in four of all new jobs created. Hotels are often the largest single employer in tourism destinations. In the UK, 86% of the hospitality and tourism workforce is employed in restaurants, pubs or hotel-related businesses. Globally, travel and tourism employ 54% of women and a higher share of youth than the overall economy (WTTC, 2021). However, in light of the COVID-19 pandemic, in 2020, 62 million jobs in travel, tourism and hospitality were lost globally (WTTC, 2021). This threat has continued into 2022. In non-urban centres, where hotels may be among the largest employers, significant job losses weigh heavily on the wellbeing of communities. Hospitality businesses are gathering places for social time, meetings and celebratory occasions creating lasting memories (Wollard & Rocco, 2013). The hospitality industry therefore has the opportunity to impact large numbers of people when leading sustainability initiatives and driving the wellbeing of all people and the environment by example and sharing goodwill in the community. Some hotel facilities, such as Eaton Hotels, Hong Kong, actively sponsor community and charity group meetings. Hotels and resorts can be stewards and educators in sustainability, health and safety, food safety and even basic hygiene in the developing world. A hotel that opens its training sessions on safe systems of food handling or first aid can improve the health of the wider community, earning good will. Sponsored community places on hotel training, such as children’s swimming lessons, CPR and first aid save lives, as does sharing defibrillator access with local communities. Every day in Thailand, Save the Children report that 200 children are injured and seven children die as a result of scooter and motorcycle accidents without helmets. In 2015, in Hua Hin, Thailand, Marriott invited other hotels in the community to participate in ‘Helmet Heroes’, an educational scheme to promote the wearing of helmets on motorcycles for children. Participating hotels each adopted a classroom from a local school and invited children to the hotels to receive and decorate their helmets while also learning about road safety. More than 1,100 helmets were distributed in the first event. However, after six months a local survey outside schools indicated compliance levels of below 10%, demonstrating that such initiatives require commitment and procedures for continuation and changing culture (Save the Children International, 2022). In times of crisis, vital community bonds provide help and support. In light of the Ukraine crisis, it was reported during the ITB Berlin 2022 that hotels in the city of Lublin, Poland, were opening their doors to refugees from the war in Ukraine, placing humanity over profit. During the earthquake in Japan, the Shangri-La Hotel in Tokyo opened its ballrooms to house those stranded and homeless. Their team went on to provide much support in the clean-up following the earthquake. Due to the short notice of the forced closure of the COVID-19 pandemic, many hotels were able to provide food donations of perishable items to food banks.

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Figure 9.1 Hospitality of the Future Think Tank ‘sustainable wellbeing wheel’

Sustainable wellbeing wheel The ‘sustainable wellbeing wheel’ (Figure 9.1) shows how sustainable wellbeing impacts the overall hospitality industry, inside the hospitality properties at every department and outside, involving every stakeholder. Based on a review of current industry cases that contribute towards individual components of wellbeing, we posit that the hospitality industry needs to adopt a more holistic approach to integrating wellbeing for guests, employees, the community and the environment.

Conclusion Often, particularly in the luxury sector, ‘caring’ in hospitality has been misinterpreted as letting people do what they want and indulge, neglecting any harmful effects on people’s health. Putting a spotlight on healthier options in every sense of wellbeing, while making non-healthy options less obvious or accessible, is one way to nudge guests. However, it does not take away the guest’s responsibility towards their own health and the wider community. In an attempt to assist guests to make better choices, we recognise that willpower alone does not suffice. By supporting guests to make the most optimal choice for their health, the hospitality industry has a chance

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to contribute to making the lives of all people involved healthier, longer and happier. In this chapter, we provided a discourse on wellbeing in the hospitality industry, presenting an overview of its current touch points that takes into consideration guests, employees, local communities, as well as global supply chains. It is clear that in our current approach to growth in the industry, degradation of natural resources with no consideration of the environment and local communities is an unavoidable result. The air that we breathe every day and which is essential to our survival is the same polluted air that is degrading our planet. Instead, we need to foster a reciprocal relationship between us and the planet, and thus redefine how hospitality touchpoints should be addressed with wellbeing at their core. Many examples outlined in this chapter demonstrate that we are on the path to wellbeing, but initiatives remain on a grassroots level and require a more systematic approach to expand current endeavours. To comprehensively conceptualise the contribution of the hospitality industry to wellbeing, we expand our current understanding of wellbeing in this chapter to include the wellbeing of individuals, the wellbeing and building of the local community, and the wellbeing and health of the environment. We encourage further research and practical implementations following the comprehensive wellbeing framework in hospitality to drive sustainable changes in our industry.

References Blue Zones. (2022). Transforming Well-Being at Every Level. www.bluezones.com Burrell, L. (2018). Long Term EMF Protection: Start Feeling Better Today. https://dokumen. pub/long-term-emf-protection-start-feeling-better-today.html Chiva-Som. (2020). Sustainability Quarterly Newsletter. Chiva-Som International Health Resort. www.chivasom.com/sites/default/files/sustainability_newsletter-edi.02-q32020.pdf Danker-Hopfe, H., Bueno-Lopez, A., Dorn, H., Schmid, G., Hirtl, R., & Eggert, T. (2020). Spending the night next to a router – Results from the first human experimental study investigating the impact of Wi-Fi exposure on sleep. International Journal of Hygiene and Environmental Health, 228, 113550. Dodge, R., Daly, A.P., Huyton, J., & Sanders, L.D. (2012). The challenge of defining wellbeing. International Journal of Wellbeing, 2(3). Global Wellness Institute. (2022). History of Wellness. https://globalwellnessinstitute. org/what-is-wellness/history-of-wellness Institute for Integrative Nutrition. (2022). Why Health Coaching? www.integrativen utrition.com Mitchell, H.H., Hamilton, T.S., Steggerda, F.R., & Bean, H.W. (1945). The chemical composition of the adult human body and its bearing on the biochemistry of growth. Journal of Biological Chemistry, 158(3), 625–637. Nielsen Consumer LLC (2021). The NielsenIQ hierarchy of total consumer health & wellness needs. https://nielseniq.com/global/en/insights/report/2021/an-inside-lookinto-the-2021-global-consumer-health-and-wellness-revolution/#chapter-2 Owen, N., Sparling, P.B., Healy, G.N., Dunstan, D.W., & Matthews, C.E. (2010). Sedentary behavior: Emerging evidence for a new health risk. Mayo Clinic Proceedings, 85(12), 1138–1141. Oxford University Press. (2022). Well-being. Oxford Learners Dictionaries. www. oxfordlearnersdictionaries.com/definition/english/well-being?q=well+being

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Save the Children International. (2022). Save the Children’s 7% Project presents ‘Helmet Heroes’. https://thailand.savethechildren.net/news/save-childrens-7-project-presentshelmet-heroes Seidel, S., & Cavagnaro, E. (2018). Chapter 9: Purchasing Local for Sustainable Development and Improved Hospitality Experiences. In E. Cavagnaro (Ed.), Sustainable Value Creation in Hospitality: Guests on Earth. Oxford: Goodfellow Publishers. Visit Scotland. (n.d.). Taste our best. www.visitscotland.org/binaries/content/assets/dotorg/pdf/supporting-your-business/taste-our-best/promotingprovenancehotel.pdf Wollard, K.K., & Rocco, T.S. (2013). Creating Memories: The Interactive Process of Service Delivery. In M.S. Plakhotnik & S.M. Nielsen (Eds.), Proceedings of the Fifth Annual College of Education Research Conference: Urban and International Education Section (pp. 118–124). Miami: Florida International University. World Health Organization. (2021). Noncommunicable diseases. www.who.int/newsroom/fact-sheets/detail/noncommunicable-diseases World Health Organization. (2022). Self-care interventions for health. www.who.int/ health-topics/self-care#tab=tab_1 WTTC. (2021). Global Economic Impact & Trends 2021. Travel & Tourism Economic Impact 2021. https://wttc.org/Portals/0/Documents/Reports/2021/Global%20Economic%20 Impact%20and%20Trends%202021.pdf?ver=2021-07-01-114957-177

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10 Balancing Health and Safety with Sustainability Leading question: How can health, safety and sustainability be balanced? Christine Young

Introduction The importance of tourism to the world economy Tourism is one of the most important sectors globally, generating a significant amount of economic growth. It is among the world’s top creators of jobs and contributes significantly to a country’s gross domestic product (GDP). In 2019, the travel and tourism sector contributed 10.3% to global GDP, a share which decreased to 5.3% in 2020 due to ongoing restrictions on mobility (World Travel and Tourism Council 2021). The industry utilises a variety of skill sets, ranging from low-level to highly technical skills. One of the significant characteristics of the tourism sector is the informal working arrangements that have developed over time, due in part to its seasonality, as well as weak regulation, enforcement and labour organisation. In 2020, 62 million jobs were lost, representing a drop of 18.5%, leaving just 272 million employed across the sector globally compared to 334 million in 2019 (World Travel and Tourism Council, 2021). Decent work deficits, such as excessively long working hours, low wages, lack of social protection and gender-based discrimination, are most pronounced in the informal economy, and migrant workers, women and youth are more vulnerable to this type of informal or casual employment (International Labour Organization, 2020). World Travel and Tourism Council’s latest annual research shows that the travel and tourism sector suffered a loss of US$4.7 trillion in 2020, with the contribution to GDP dropping by a staggering 49.1% compared to 2019, relative to a 3.7% GDP decline of the global economy in 2020. In 2019, the travel and tourism industry contributed 10.4% to global GDP and this share decreased to 5.5% in 2020 due to ongoing

DOI: 10.4324/9781003218425-12

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restrictions on mobility. Domestic visitor spending decreased by 45%, while international visitor spending declined by an unprecedented 69.4% (World Travel and Tourism Council, 2021). The industry has, however, been criticised for its impact on the environment and local communities due to massive development projects destroying natural ecosystems and negatively affecting the people that live and operate in the vicinity. The Sustainable Development Goals (SDGs) have been developed as a universal call to action to end poverty, create equity and protect the environment and the lives of people and communities globally. The 17 Goals which were adopted by all UN Member States in 2015, are part of the 2030 Agenda for Sustainable Development which set out a 15-year plan to achieve these goals. Travel and tourism are one of the industries that benefit greatly from adopting some of these goals including Goal 8 on decent work and economic growth, Goal 12 on responsible consumption and Goal 14 on life below water. The SDGs were developed as a blueprint to achieve a more sustainable future. The effects of COVID-19 have emphasised the tremendous importance and positive contribution of the travel and tourism industry globally. Tourism supports a country’s socioeconomic framework through direct and indirect job creation by the selling of goods and services for the sector. This promotes poverty reduction by driving prosperity and other positive social impacts, including the provision of infrastructure and utilities in communities that support tourism enterprises. It also promotes the creation of job opportunities for young people, women, immigrants and other vulnerable groups. The benefits of travel and tourism, therefore, spread far and wide, extending beyond its direct impacts on GDP and employment but also indirectly through supply chain linkages to other sectors such as the agricultural and health sectors. As reported by the UNWTO, ‘global tourism experienced a 4% upturn in 2021, compared to 2020 (415 million [international tourist arrivals] versus 400 million). However, international tourist arrivals (overnight visitors) were still 72% below the pre-pandemic year of 2019, according to preliminary estimates by the UNWTO. This follows on from 2020, the worst year on record for tourism, when international arrivals decreased by 73%’ (World Tourism Organization, 2022, para. 1). Hospitality catering and tourism (HCT) cover a significant range of businesses that operate directly and indirectly with each other. However, for the purpose of this article the focus will be on the following areas as outlined by the International Labour Organization which describes the HCT sector in the following categories: a b c

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hotels, boarding houses, motels, tourist camps, holiday centres; restaurants, bars, cafeterias, snack bars, pubs, nightclubs and other similar establishments; establishments for the provision of meals and refreshments within the framework of industrial and institutional catering (for hospitals, factory and office canteens, schools, aircraft, ships, etc.); travel agencies and tourist guides, tourism information offices; conference and exhibition centres. (International Labour Organization, 2001, p. 5)

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The role of health and safety in hospitality and tourism Health and safety in the HCT sector have been a topic in the spotlight within recent years due to the presence of the global pandemic which has forced the hand of many hoteliers and business owners within the hospitality and tourism industry to greatly improve sanitation standards within their organisations. This has resulted in a greater appreciation for this area as new approaches to health and safety have emerged. These new protocols can be likened to the heightened security measures adopted shortly after the 9/11 terrorist attacks. We continue to live with many of these protocols for travel to date. For the purpose of this chapter, we will review some of the main areas of hygiene and health and safety, and explore how sustainability objectives can be maintained.

The importance of health and safety Health and safety are important to staff, visitors and patrons alike. Many organisations implement quality management systems (QMS) where health and safety components are included in the portfolio. The two areas, however, vary significantly in that QMS focus more on the quality of the products and services and are customer-oriented whereas health and safety largely deal specifically with the assessment and management of health and safety risks and the development of mitigation strategies which are measured, monitored and audited over a period of time. Health and safety are crucial components of any tourism-related business operation and ensure the overall wellness of guests, visitors, patrons and staff while partaking in tourism services. The development of the programme is based on the need for compliance with international and local legislation as well as key stakeholder guidelines (such as tour operators). Programmes also entail the assessment of risks and mitigation measures that may be employed in the short, medium and long term, including but not limited to: financial risk, reputational risk, enterprise risk and environmental and social risks. A good health and safety programme aims to reduce liabilities for the establishment as proper mitigation measures would be in place, reviewed and monitored on a regular basis. Patrons of a hotel, for example, will vary in age and demographics – ranging from babies in need of sanitary and secure cots to elderly persons who need wheelchair access to immune-compromised persons who require surroundings that are thoroughly sanitised. Most guests do not declare certain aspects of their health status prior to partaking in tourist activities or visiting resorts. It is therefore incumbent upon the receiving organisation to ensure that these mechanisms are in place and fully functional. According to a study conducted by the Hellenic Institute for Occupational Health and Safety on the risk factors at a five-star-hotel operating in Athens, employees cited the following risks: noise, lighting and a number of chemical factors (Dienstbühl et al., 2008, p. 62). According to Kozak (2006), there are four main elements that are likely to create occupational accidents and diseases: Physical factors: temperature, humidity, vibration, noise and radiation. Chemical factors: solid, liquid or gas chemicals which are inflammable, explosive, dangerous and harmful.

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Biological factors: diseases stemming from microbes. Psychological factors: human relations and disharmonies. This chapter will focus predominantly on three key areas of safety and the balance that can be achieved with the goals of sustainability, namely: 1 2 3

Cleaning and chemical consumption (pools, surfaces, rooms, equipment). Food safety (preparation, packaging, serving). Water quality (sanitisation, water quality).

General cleaning processes and chemical consumption The cleaning processes employed in HCT businesses are key to ensuring guest and staff health. Such businesses are characterised by having very high traffic zones, with many persons passing through tourist venues within a short time frame and a large number cumulatively over a period of time. Passers-by and those utilising the facilities and new users are therefore vulnerable to bacteria and virus transfers on surfaces which include but are not limited to norovirus and, more recently, the novel coronavirus. Most activities in HCT also involve close-range interaction through tourist activities, high-touch points and dining in enclosed or outdoor areas. Cleaning, sanitising and disinfecting are an intrinsic part of hospitality and even more so within the last few years due to the ongoing pandemic. Cleaning chemicals are therefore a staple in hospitality and tourism because failure to maintain a healthy and safe environment often results in the following (Safetybank, 2019): 1 2 3 4 5 6

Legal ramifications. Claims for compensation. Higher insurance premiums. Productivity and profitability loss. Lack of motivation. Reputational damage.

Cleaning chemicals vary in nature from eco-friendly and organic products to very harsh cleaning products, and are commonly selected based on pricing and purpose. More and more HCT businesses, however, are becoming more conscious of the environmental damage that can potentially be caused by cleaning chemicals. There are also laws internationally that regulate the use and types of chemicals. In the European Union, for example, there is comprehensive chemicals legislation, spearheaded by organisations such as REACH and CLP which aim to ensure the utmost protection of human health and the environment, with chemicals such as biocides, pesticides, pharmaceuticals and cosmetics having their own laws. The safe use of chemicals cannot be underestimated, and chemical safety guidelines require staff to ensure that they are familiar with the safety data sheets (SDS), that they are properly trained to use the chemicals and that they wear the appropriate protective

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equipment (PPE). Failure to read and comply with these guidelines may result in chemical ingestion and inhalation, leading to damage of mucous membranes, severe chemical burns and respiratory illnesses or even death due to toxins in the bloodstream. Other risks from improper use of chemicals include damage to the environment, property fixtures and equipment. Cleaning chemicals are sometimes purchased in small individual bottles from local stores or in large drums shipped from overseas suppliers. Spill pallets and spill kits are recommended to prevent damage to the environment and human health, and securely bunded storage areas prevent damage created by leaking chemicals. The Caribbean region has developed a framework of the Inter-Organization Programme for the Sound Management of Chemicals (IOMC) giving guidelines on the various chemicals used in the region. However, some developing countries have challenges related to the administration and enforcement of these laws. Small islands surrounded by water are particularly vulnerable to the effects of chemical management due to the risk caused by the rapid movement of contaminants in water, compared to movement in terrestrial environments. Green purchasing is therefore one means by which the balance between health and safety and sustainability can be achieved. Green purchasing in the public and private sectors usually take four main approaches (Astawa et al., 2020): • • • •

Purchasing of products or services labeled as environmentally friendly. In-house product/service evaluation. Third-party product/service evaluation. Supply chain initiatives.

Pool and Jacuzzi safety Vacationers come not only for the sun, sea, sand and cultural experiences, but also to enjoy the country’s natural features such as waterfalls, mountains, lakes and caves. For those who remain on resorts, however, there are many on-site activities in which they partake. At many all-inclusive hotels, the activity buzz area is typically the pool. Allinclusive hotels often offer swim-up pool bars which see many resort guests throughout the course of the day. The cleaning of pools requires a high amount of chlorine on a daily basis, and pool cleaning often also requires backwashing, which uses a significant amount of water in the process. On average, a 10,000-gallon pool requires approximately 52 to 104 ounces of liquid chlorine per day. Pool size and bathing load are key determinants of the cleaning processes and the number of chemicals to be applied. Parameters for pool standards by the World Health Organization (2006) include: • • • • •

Measurements of bacterial loads. Required interval of testing. Minimum and maximum parts per million (ppm) of disinfectant chemicals. Filter re-circulation rates. Mineral and pH level testing.

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Failure to ensure proper health and safety in pools can result in bacterial and viral infections such as crypto, Legionnaires’, shigellosis, swimmer’s ear and red eye to name a few which would be as a result of inhalation of aerosols, mists and droplets containing viruses or toxic chemicals. Illnesses such as these affecting guests and patrons can result in significant harm to the organisation’s reputation and increased liability. The use of chlorine may be harmful to the environment as these chemicals get into the sewage system and kill useful bacteria. Chlorine particles can also contaminate coastal and marine waters via runoff from pool decks and pool furniture, causing damage to marine ecosystems. In an effort to seek sustainable options for this health and safety obligation, some hospitality organisations have opted to employ more environmentally friendly options such as salt-water systems for pools where the water is milder than chlorinated water. Ozonation ionisation and UV radiation is another environmentally friendly system that allows a pool to be run completely free of chlorine. Chlorine-free algaecide needs to be added to this type of treatment as ozonation is not entirely effective against algae. Ozonation ionisation and UV rays for pool disinfection works much faster to purify water. Unlike chlorine, ozone leaves no harmful chlorinated by-products in the water and it quickly reverts back to pure oxygen when it is unused. Ozone also has the advantage of reducing the long-term effects on the environment that are associated with chemicals. The backwashing of pools utilises a significant amount of water. This is a health and safety procedure put in place to ensure that sand and other physical contaminants do not remain in the pool. To achieve environmental sustainability with this health and safety requirement, resorts may install variable speed pumps within their pool systems to cut down significantly the amount of energy used and reduce their carbon footprint. It is unnecessary to have pumps running throughout the entire day and is more costly as it utilises quite a bit of energy. The greater the speed setting, the more energy will be utilised. Installing variable speed pumps can therefore result in immense savings to the bottom line. Running pool pumps at a higher speed will also result in more wear and tear, which will ultimately result in a higher maintenance cost.

Food safety Concerning food safety, the HCT industry services are dominated by the provision of food, beverage, lodging and entertainment. Many hotels offer all-inclusive packages with a plethora of dining options where guests pay a fixed price upfront and can eat and drink to their heart’s desire. Dining outlets and bars are hubs of excitement and can be frequented for the majority of the day, and room service is also typically offered on a 24hour basis. Food safety is a key component in ensuring that guests remain healthy and safe throughout their vacation. The US-based Food and Drug Administration is ‘responsible for protecting public health by ensuring the safety, efficacy and security of human and veterinary drugs, biological products and medical devices; and by ensuring the safety of the nation’s food supply, cosmetics, and products that emit radiation’ (US FDA, 2018, para 1). Although food safety is the responsibility of proprietors of the various related B2B and B2C businesses, the FDA and other regulatory agencies have an essential

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role in food safety and often against the backdrop of multiple stakeholder interests with competing and sometimes conflicting interests. At a business level, one of the most common food safety systems used is the Hazard Analysis Critical Control Point (HACCP) which monitors the critical control points in the food processes from receiving to storage and from cooking to serving and to reheat. The food hygiene practices within tourism and hospitality establishments are of paramount importance to the prevention of foodborne illnesses caused by bacteria and viruses including Campylobacter, Clostridium botulinum, Clostridium perfringens, Cyclospora cayetanensis, Escherichia coli, Salmonella and norovirus. Cleaning and good food hygiene practices are key control mechanisms necessary throughout all stages of food preparation and service. Cleaning to remove particles is just one part of the process. Sanitising involves a deeper level of cleaning to remove bacteria and microorganisms, and disinfecting is done to kill harmful bacteria on food preparation surfaces and food storage areas. Similar to general cleaning, the sanitising and disinfecting of food surfaces require the use of chemicals and, in many cases, machinery and equipment that uses energy. It is therefore important to ensure that organisations employ green procurement processes that ensure environmentally and socially sound practices. Eco-labelling is an effective way of selecting products such as chemicals and equipment that are sustainability approved. Some of the most common eco-labels within the HCT industry include Sustainable Furnishings Council, Sustainable Forestry Initiative, Fairtrade, Energy Star, Green Seal and Green IT.

Water safety Water is one of the main vehicles through which bacteria and viruses pass within the hospitality and tourism sector. The transmission of diseases from water can occur from drinking water or water bodies. Within hospitality and tourism establishments, there is a myriad of water bodies including ponds, pools, spas, Jacuzzis, and hot and cold tubs. It is important to keep these water bodies cleaned and sanitised on a daily basis. As it relates to potable water, it is important to keep drinking water disinfected daily and to test the water as well. Potable water is used in the preparation of drinks for bars, for cooking and for drinking. Ice is also considered a ready-to-eat food and therefore the manufacturing of ice, whether through ice houses or ice bins, is considered an important aspect of food safety as well. The World Health Organization states that potable water should be tested daily for food establishments; water should be tested for microbial aspects, chemical aspects, radiological aspects, and acceptability aspects (World Health Organization, 2017). The use of chemicals is involved in many of these processes as well the changing of filters and cleaning of tanks and pipelines. Chemicals should be stored and used in accordance with COSHH (Control of Substances Hazardous to Health) guidelines, and waste materials and packaging disposed of in accordance with local legislation. The disposal of waste

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material generated from health and safety processes is one that can pose a significant risk to the environment if done incorrectly. For HCT businesses, there are a number of waste materials that are generated from the cleaning processes outlined above including paper, plastic containers and packaging, filters, hazardous chemical containers, cleaning rags and wastewater.

Green certification programmes in hospitality, catering and tourism There are a plethora of sustainability programmes and certification programmes within the hospitality sector. Green certification programmes exist for buildings, hotels, tour operations, attractions and events and are geared towards responsible operations within the hospitality and tourism sector. There is typically a cost attached to the certification process, and there are considerable differences in the certification process for all programmes, with some requiring self-assessments to be completed while others are strictly scientific and involve third-party audits. It is important for organisations to do in-depth research prior to making a commitment to a particular programme. Some of the areas that are covered in most of the certification programmes include the following: • • • • • •

Energy management Water resources management Chemicals resource management Biodiversity conservation Waste management Community development

The World Travel and Tourism Council (WTTC) recently launched its programme on sustainability basics in March 2022 which looks at the areas of management efficiency (energy, water, waste and carbon emissions) as well as planet (reduction of use of plastic, green products, vegetarian options) and people (community benefits, reduction of inequalities). There are 12 criteria developed and hotels need to comply with at least eight initially, with the other four being done over the next three years (World Travel and Tourism Council, 2022).

Conclusion The nexus between the main health and safety concerns and sustainability is one that requires a delicate balance in order to truly maintain a safe environment, but also one that preserves natural and human ecosystems. The UN Environment Program and UN World Tourism Organization describe sustainable tourism as ‘tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities’ (UN, n.d.).

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Sustainable tourism acknowledges the social, economic and environmental aspects of tourism, both positive and negative, as it aims to minimise the negative impacts and maximise the positive ones. Negative impacts of tourism may include poor waste management, overcrowding of sensitive ecosystems, economic leakage and damage to the natural environment. Some positive impacts of tourism include the provision of jobs for the local communities, preservation of landscapes and preservation of local culture and heritage sites. Sustainable tourism ‘refers to the environmental, economic, and sociocultural aspects of tourism development, and a suitable balance must be established between these three dimensions to guarantee its long-term sustainability’ (World Tourism Organization & United Nations Environment Programme, 2005). Health and aafety are key aspects of patron safety while visiting HCT businesses. Businesses must therefore exercise due diligence and environmental and social responsibility from the procurement phase to the disposal phase of all its products, utilising local talent and goods where possible and employing inclusivity in all of its service offerings. Green certification programmes highlight that sustainability should be considered in the context of health and safety as it relates to the use of energy and water, chemical consumption, biodiversity conservation and reduction of carbon footprints. Certification programmes such as Green Globe and Green Key stipulate that establishments should purchase at least 75% of the chemical cleaning products for daily use with a recognised eco-label on the national market, or a business may also consider possible alternative means of cleaning. Green procurement is another strategy to balance health and safety and environmental management and the selection of environmentally accredited products. Eco-labels are typically ‘labels placed on product packaging or appliances that can help consumers and purchasers to quickly and easily identify products that meet specific environmental performance criteria and are therefore deemed ‘environmentally preferable’ (EPA, 2022, para 1). Environmentally friendly packaging options for chemicals and cleaning equipment should also be considered and bulk orders should be placed to reduce the amount of single-use packaging. Solid waste disposal should also be considered when selecting cleaning products and materials used in cleaning from chemicals to rags for cleaning. Products should be selected based on their ability to biodegrade or recycle. The main objective is to reduce the amount of waste sent to landfill at any given time. For small islands, in particular, the overcrowding of landfills is a major issue. The amount of hazardous waste produced from health and safety programmes can be significantly reduced and recycled where possible. All waste should be disposed of according to international and local legislation. Water- and energy-efficient equipment should be selected for cleaning and sanitation purposes. Eco-labels such as Energy Star are proven eco-labels that have stood the test of time. Energy-efficient faucets/taps and enabling of nozzles for hoses may also be employed for cleaning throughout resorts and at tourist attractions accordingly.

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It is, therefore, possible to achieve a balance health and safety goals with sustainability initiatives – one that requires research, investigation and creativity. Targets for sustainability and health and safety can be designed and indicators developed along the way to measure and monitor progress to ensure successful implementation.

References Astawa, I., Budarma, I., & Widhari, C. (2020). Green supplier selection practices and its implications of green purchasing: Case study at 5 stars hotel in Bali. International Journal of Applied Sciences in Tourism and Events, 4(2) 140–149. 10.31940/ijaste.v4i2.1965 Dienstbuhl, I., Michaelis, R., Scharmentke, M., Buffet, M., Roskams, N., Van Herpe, S., Karjalainen, K., Koukoulaki, T., Gervais, R., Stabile, S., Karanika, M., Kouvonen, A., Narocki, C., & Lissner, L. (2008). Protecting workers in hotels, restaurants and catering. European Agency for Safety and Health at Work. http://osha.europa.eu/en/publications/ reports/TE7007132ENC_horeca EPA. (2022, September 12). Introduction to ecolabels and standards for greener products. United States Environmental Protection Agency. www.epa.gov/greenerproducts/ introduction-ecolabels-and-standards-greener-products International Labour Organization (2001). Human Resources Development, Employment and Globalization in the Hotel, Catering and Tourism Sector. Geneva: ILO. International Labour Organization (2020, May). ILO Sectoral Brief: The impact of COVID-19 on the tourism sector. www.ilo.org/wcmsp5/groups/public/---ed_dialogue/---sector/ documents/briefingnote/wcms_741468.pdf Kozak, A. M. (2006). Housekeeping Management in Hotel Businesses (5th Ed.). Ankara: Detay Publishing. Safetybank. (2019, October 15). The business impact of poor health and safety management. www.safetybank.co.uk/blog/the-business-impact-of-poor-health-and-safetymanagement UN. (n.d.). Sustainable tourism. Sustainable Development Goals Knowledge Platform. https://sustainabledevelopment.un.org/topics/sustainabletourism World Health Organization. (2006). Guidelines for Safe Recreational Water Environments: Volume 2: Swimming Pools and Similar Environments. www.who.int/publications/i/item/ 9241546808 World Health Organization. (2017). Guidelines for Drinking Water Quality: Fourth Edition Incorporating the First Addendum. www.who.int/publications/i/item/9789241549950 World Tourism Organization. (2022, January 18). Tourism grows 4% in 2021 but remains far below pre-pandemic levels. www.unwto.org/news/tourism-grows-4-in-2021-butremains-far-below-pre-pandemic-levels World Tourism Organization and United Nations Environment Programme (2005). Making Tourism More Sustainable: A Guide for Policy Makers. Madrid: World Tourism Organization Publications. World Travel and Tourism Council. (2021, June). Travel and tourism economic impact 2021: Global economic impacts and trends 2021. https://wttc.org/Portals/0/Documents/ Reports/2021/Global%20Economic%20Impact%20and%20Trends%202021.pdf World Travel and Tourism Council. (2022). Hotel sustainability basics. https://action. wttc.org/hotel-sustainability-basics

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11 Incentivising Guests to Save Resources Leading question: Should guests be incentivised to save resources at the hotel? Christopher Warren and Maxwell Warren

Introduction ‘The guest is king. Long live the guest!’ A sentiment that has been recorded for decades (Stretton, 1997) and at least since the stories from the Old Testament. Such is the importance of the guest at tourist accommodation that there can be a whole department devoted to managing ‘guest relations’ whose task is to cover the A–Z of success management (Workable, 2022). Guest relations ensure that no stone is left unturned to deliver excellent service and meet the paying customer’s expectations so they might spread the good word about the hotel and return one day in the future. Times, though, are changing. We now have a fast-accelerating world population putting excessive pressure on biodiversity, causing the depletion of natural resources, and increased pollution that is contributing to climate change and escalating costs of resources. In this scenario, is the guest still to be king? Or are hoteliers going to consider guests as incentivised room occupants who can choose to opt out of housekeeping services? Or could guests be true sustainability partners? And how does this change guest relations? Our focus on meeting the needs of guests is the most significant contribution to a hotel’s pollution (Warren & Becken, 2017). The modus operandi at most tourist accommodations is that guests pay for their stay by entering a commercial exchange with the host, which includes an unrestricted supply of hot water, heating, cooling, bedding and other amenities within the building. This unrestricted use of resources has led guests to be directly responsible for half of the energy and water consumed in hotels (City of Melbourne, 2017) and will most likely account for the majority of use in self-contained accommodation (apartments, lodges, holiday homes, cottages, cabins, timeshare). This makes guests a critical component in helping tourist accommodation drive down its environmental impacts.

DOI: 10.4324/9781003218425-13

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Tactical incentives for room occupants Hospitality applies rather narrow strategies to incentivise guests to save resources (Warren, 2022). Many of these strategies (gifts, door hangers, leaflets) have unclear environmental savings and are therefore not sufficient to help a hotelier reach their sciencebased net zero targets. Rather than applying a ‘do not disturb’ strategy with guests, hotels must consider achieving deeper savings and using more creative incentive solutions that involve their customers up-front. The definition of incentive is ‘to encourage someone to behave in a particular way by offering them a reward’ (Oxford Learners Dictionary, 2022, para 1). Most frequently, hotels think of some financial reward. This is applied around the world by incentivising guests with discounts or gifts with monetary value. For example, at the time of writing, the Thredbo Ski Resort in Australia offered Maxwell a $15 bar voucher (via QR code) if he chooses to opt out of having his linen changed. Meanwhile, in my Berlin hotel, I find an intriguing small bag on my bed, which, if displayed outside on my door, signals ‘no service required’ and promises that the bag will be filled with a ‘surprise’ (that later materialises as a free Bounty bar). Can sustainability be delivered by offering us more consumption? If guests are king, then should not the strategies to incentivise them be embedded within the value chain, offering a better experience that is reflected in the brand’s values (Rex & Baumann, 2007)? People can feel more passionate about a brand if their values are aligned with a company’s corporate social responsibility (Gilal et al., 2020) and if they have been involved in co-creating that experience (Mvondo et al., 2022). Sadly, current guest incentives appear often as simplistic tactical rewards and this could lead to rebound (Hertwich, 2005), where the room occupant deliberately does not cooperate. For example, does offering a free chocolate make us feel we have reduced unnecessary practices (if so, the scale is not clear to us), or does it make us wonder how much money the hotel has saved, or does the room offer recycle bins for the wrapper/box (it does not), or do we look around to see what other wastage is occurring elsewhere in the building? Guests are now far smarter about sustainability (Ellsmoor. 2019) than hoteliers may realise, and cheap incentives might be seen for what they are. The incentives described above appear almost opportunistic, not brand-building, disconnected from other service deliveries. A pity when they might have distinguished an excellent guest stay. Saving resources and the incentive applied must be viewed carefully so they can tackle the substantive tasks.

Guests are ‘happy’ to apply responsible behaviours … that is their reward Incentives do not necessarily have to involve money or material prizes; they can reward you with positive emotions. Viewing incentives in this manner opens a vast new world of opportunity to encourage guest participation. Commonly, we consider going on holiday or a leisure trip as an enjoyable hedonistic experience: leaving hoteliers unsure about involving guests in sustainability as their priority is to have a good time (Swarbrooke, 1999) and focusing the guest relations staff on ensuring that this is achieved. But that mindset is unravelling because it does not reflect many guests’ new priorities.

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Tracking consumer sentiment reveals a growing appetite for sustainability. TUI regularly reported increased customer interest in sustainable travel and a growing frustration with the lack of information to make informed eco-friendly decisions (TUI Group, 2017). Booking.com’s sustainability reports show this greener consciousness trend growing, with over 80% of guests saying they will book sustainable accommodation (Booking.com, 2021). Accor’s own research similarly revealed growing consumer sustainability sentiment over the last decade and has used these insights to drive its Planet 21 initiatives, a wide-ranging programme that now includes buying solely green energy (Accor, 2022). So, if the guest is interested in sustainability, do we have to incentivise their actions with financially related rewards at all? If guests already consider the environment important to protect and apply eco-friendly actions in their everyday life, then they might also apply them on holiday or a business trip. Research shows that guests do apply responsible actions in hotels without incentives at all (Dharmesti et al., 2022) and that the type of greener practices can enhance or erode guests’ satisfaction. The more innovative the green practices are, the more positively guests feel about them, while approaches such as towel and linen reuse practices are not influential on guests as they see these as standard. Guests are therefore expecting something more significant to cut waste or emissions (Yu et al., 2017). For these reasons, when green initiatives fall short of what the guests are expecting in terms of service delivery (e.g. when the guests have hung up their towel to reuse only to find it has been replaced by a new towel), then there can be dissatisfaction. Perhaps some hotels use these material incentives because the significant green advances the guests are looking for are unknown to the hotel, and therefore the only way to motivate guests is to give them material rewards. Guest disappointment can be rectified if the guest relations staff can communicate that the hotel’s broader commitment is genuine (Gao & Mattila, 2014). In this case, the guest incentive is to reciprocate as they have now learned something new and significant that impresses them about the property. As has already been discovered, ‘the greater the guests’ personalized involvement the greater their level of self-motivation to be part of the social technology’ (Warren et al., 2018) of change. Therefore, hotels must focus first on communicating initiatives they have introduced which the guests cannot see but directly affect them positively (Gerdt et al., 2019).

Research on incentives to encourage guests’ pro-environmental behaviour Initial research into incentivising guests examined messages that simply conveyed what is ‘normal’ behaviour by other guests. Several research studies measured the optimal way to persuade guests to adjust towel-use behaviour. Researchers found that a general environmental message to ‘join your fellow guests in helping save the environment’ yielded a higher towel-reuse rate (44.1%) than a general message ‘help save the environment’ (35%). But the most effective message was one that specifically stated that previous guests staying in that specific room had reused their towels and invited you to join them in this behaviour.

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It yielded a 49.3% positive response – the guests wanted to conform to social norms (Goldstein et al., 2008). Hoteliers can also acknowledge this ‘normal’ behaviour by actively asking guests to comply. In another study, guests were asked to commit to saving resources by signing a pledge when they arrived and invited to wear a badge to signal that commitment. This saw an increase of over 40% in towels being hung up for reuse. It also had a secondary effect, which was not requested, of encouraging more guests to turn their lights off when leaving the room (Baca-Motes et al., 2012). The study did involve a material item, the badge, but this was used to indicate guests were sharing the hotel’s sustainability values, so it was not linked to further consumption but recognition of responsible action. Later research has explored alternative incentives that showed that saving food waste can be gamified, making sustainability fun. Researchers found that messages persuading guests to reduce their food waste were more effective if they also came with environmental information. But they were more effective again if that claim came with a reward incentive. The incentive invited guests to leave zero plate waste. If achieved, the waiter would stamp their booklet, and if all their meals received a stamp, guests could redeem the booklet for a prize (Dolinar et al., 2020). While additional materials had to be created for the incentive, the research showed guests were most motivated by a combined message that included a benefit for them directly. In this case, as it was a hotel appealing to families, it was children who were motivated to eat up all their food to ensure they received the prize. This benefit-led appeal was further applied in later research that stimulated guests through visual and emotional appeals that positively raised their expectations. In an experiment at one hotel, guests were encouraged to select fresh local produce at the buffet. It tested different messages with images showing the produce. The most effective message promoted guests’ health and taste benefits. The wellbeing approach was more motivating in this case than following what other guests had chosen (Cozzio et al., 2020). These findings show us that guests can be incentivised to take more pro-environmental actions, and these do not necessarily require material rewards. While the principle of incentivising guests has been demonstrated, the challenge for hoteliers is to know what actions they should be incentivising guests to take. While reducing plate waste and housekeeping servicing is good, a carbon audit would reveal if these were the only and most important impacts to be addressed. Font et al. (2021) argue that to mainstream sustainability, tourist firms must place sustainability at the core of their value proposition, identifying customer benefits and involving the customer in value creation. In other words, the guest is immersed in a sustainability experience, which adds value to their stay through incentives that reward them emotionally, physically and spiritually, and, by so doing, differentiating the hotel from competitors. The incentives described above demonstrate that room occupants can be incentivised, but what if we could actively involve guests as sustainability partners and tackle the bigger carbon emissions and destination regeneration questions? Guests appreciate green

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initiatives and are interested to learn about actions that occur behind the scenes. These can be incentives to adjust behaviour too. Research also shows us that when guests apply pro-environmental actions on holiday, it can gratify their own ethical standards, giving pleasure, which becomes a form of hedonism (Malone et al., 2014). Taking responsibility can also draw on an individual’s strength of character, rewarding them with a job well done (Warren & Coghlan, 2016). Taking responsibility can form the core of a unique guest experience, as demonstrated in saving resources (Chepu Ecolodge), and caring for nature (Montague Island and Echidna Walkabout) while on holiday (Warren & Coghlan, 2017). Therefore, pro-environmental incentives can draw on these ‘good’ values guests already hold, not requiring direct material rewards, while tackling bigger sustainability issues relevant to a property’s unique context and being replicable to mainstream tourism.

How incentivisation can go further We applied an immersive sustainability experience at a rural resort, which incentivised guests with holistic psychological and physiological benefits, motivating them to save resources. No material incentive was used, thus ensuring the durability of the incentive. Using a quasi-experimental design that provided guests with multiple levels of engagement, guests were able to save 38% of their bioenergy use (Warren et al., 2018), 31% electricity, 21% water and 20% gas consumption (Warren et al., 2017). Our approach involved the guest relations staff inviting guests to save resources using a combination of social psychology techniques that increased the likeability of the host and built the business’s integrity. This was done by highlighting the business’s efforts to reduce carbon emissions and the promise that financial savings from guests’ resource savings would be directed to local nature conservation. Communication was initially through interpersonal communication steps that included applying empathy and politeness theory, whereby staff applied positive and negative face (Brown & Levinson, 1987). A daily eco-feedback sheet reported the guests’ own personal energy and water use over a 24-hour period. These communication steps were linked with amenities (e.g. ceiling fans) that had been introduced to improve the guest experience through better control of resources. The incentive was to reduce consumption because the owner had already applied bestpractice actions; savings would be directed to local wildlife charities, and, importantly, the advice would improve the guests’ level of thermal comfort. This was an important benefit as it addressed the physiological needs of the visitor: no one wants to be too cold or too hot on holiday. While the eco-feedback did not address all touchpoints of resource use, the guests applied self-control to moderate their overall consumption in a similar way as described in the research that offered guests the badge. Different guests took away different benefits, but, overall, 80.1% of guests said that it enhanced their stay experience and 70.3% believed it was appropriate that the accommodation provide eco-feedback. The results show guests can be incentivised as a

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sustainability partner to save resources. The benefits were multiple, including receiving advice to apply energy-conserving steps that actually increased thermal comfort. This case study was the prototype for the My Green Butler sustainability system. Subsequently, it was pilot-tested in several sites in three countries, reporting similar saving levels (United Nations Environment Program, 2019), indicating that applying an innovative approach beyond towels, linen and waste is scalable across different types of accommodation in different cultural contents. We learned that guests saw the experience as a game, leading us to new innovations.

Gamification – what is it? Gamification is the use of or implementation of elements from games (video, board games, sports, etc.) in a non-game system, typically to increase user engagement. This is not the same as making a game, which is where play is involved. Gamification helps to motivate, engage or hook people into a system. There are many instances of gamification in everyday life, such as in language training (Duolingo), frequent flyer points/rewards and fitness apps, each using different gamification tools or elements to help motivate or engage users. Marczewski (2018) lists 52 elements of gamification, from the ‘go-to’ ones often seen, such as points, badges, leaderboards and rewards, to interesting elements like branching choices, progression, social networks, themes and altruistic purpose. Different mechanics of gamification motivate different people and engage different areas of our brains, so a healthy combination (tuned in to your target audience) is ideal. Good gamification will engage people with a crafted balance of extrinsic and intrinsic motivators, to help the user feel rewarded, be easily hooked, be psychologically satisfied, and also limit risk of the ‘rebound effect’ from incentivising through additional costly material gifts.

Using technology to gamify and self-motivate guests’ responsible behaviours Despite the majority of tourists (85%) wanting to go on vacation to ‘get away from it all’, 92.5% feel compelled to bring their mobile phones, and 55.5% check their phones up to five times an hour (Turner, 2022). COVID-19 has led to the rise of online check-in and digital documents, and the re-emergence of QR codes – we are ever more willing to use new services and tools on mobile devices. This presents hospitality with an exceptionally widespread medium in which to communicate and engage guests. Gamification can be used on non-digital means, such as posters, paper sheets and boards, but technology greatly increases the ability and creativity of gamification. Here, guests can customise their experience to their preferences. Live resource-usage data can be accompanied by feedback and tips, letting the user know what their performance means and how they can improve it. Technology has given hospitality the means to make informative, gamified, live services which are customisable and familiar to guests (Souza et al., 2022).

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How My Green Butler applies gamification As explained above, many guests hold environmentally focused values, but they also like transparency and a fair deal. Hence, gamification needs to be well crafted within the guest experience, to ensure guests feel their values are being met and their efforts reciprocated, and that they are being duly motivated and rewarded for their actions. My Green Butler uses a variety of elements to help motivate guests to continuously take sustainability actions throughout their stay. Extrinsic motivators are used alongside the ‘RAMP’ framework, which targets key needs on Maslow’s hierarchy of relatedness, autonomy, mastery and purpose (Marczewski, 2013). In this way, the guest becomes ‘king’ of their sustainability contribution. These four areas are incredibly powerful at engaging people for long durations of time, focusing on psychological needs and satisfaction, unlike extrinsic prizes (which, if unsupported by deeper motivations, are short-lived and can make the user lose interest) (Marczewski, 2018). Gamification is present throughout the guest’s My Green Butler experience, targeting different needs. A theme helps the experience stand out and feel more enjoyable. Social elements help guests feel relatable and part of a community of engaged and ecoconscious guests, and also provides a score from the most resource-saving guest to compare to. Choice is given to guests in the forms of lists of personalised itineraries they can select from, or their choice of butler companion throughout their stay – both helping deliver a sense of autonomy and personalisation. Targets and goals provide a sense of challenge, intrinsically and extrinsically motivating users to save resources. Extrinsic rewards include badges, freebies and tips on how to be comfortable, and a sense of mastery and accomplishment forms part of the intrinsic motivation. One of the key motivators used by My Green Butler is the Noble Cause, which provides guests and staff with a shared goal to focus their efforts. Fiscal savings from conserved resources are given to the cause chosen by the business (which can be a charity, community project or green technologies). The Noble Cause gives the guests a sense of purpose – their efforts go to something greater than themselves – something where their actions are visible, with each guest’s savings and total savings presented loud and clear for all throughout the stay. This transparency also makes it clear to guests that the business is fulfilling its end of the social contract, further incentivising them from the get-go. Referring to Figure 11.1, guests can choose from five characters who will provide insights and be at their service during their stay. Each butler has unique appearances in the popups and tool tips, and their own text, allowing guests to feel that their choice impacts their stay experience. Our research shows choice is a key part of autonomy, and allowing guests to choose their own butler feels as though they have freedom and customisation. Guests can change their butler at any time. Referring to Figure 11.2, the Noble Cause is a key tool in motivating the guests (and staff) to change their behaviours and conserve resources as it provides a sense of purpose beyond a small reward. This purpose ties the guest to a wider community and sense of relatedness beyond their room – to other guests, staff, business and the Noble Cause itself.

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Figure 11.1 The butler selection screen on the guest mobile web-app Source: My Green Butler

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Figure 11.2 Noble Cause on the guest mobile web-app Source: My Green Butler

Conclusion In this chapter, we assessed whether guests should be incentivised to save resources at hotels. Research clearly shows visitors are interested in booking more sustainable

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holidays than ever before. They want to hear about green innovations as it stimulates their trust and curiosity. In contrast, simple invitations to opt out’ of room services are seen as basic. Applying material incentives to basic greener services may backfire if there is no evidence that the hotel is truly reducing its footprint (Wang et al., 2017), and research clearly shows that motivations of a deeper psychological nature are required to persuade guests to change behaviour and make far more significant savings. Material rewards can be of some benefit when trying to engage guests, but, where used, must be part of a larger sustainability solution that includes intrinsic motivations, transparency and wider sustainability and brand awareness. This will ensure all guests’ needs and ideals are met; otherwise, it might undermine the sustainability message the hotelier is seeking to express. Evidence from field experiments with a green innovation demonstrate that guests can be incentivised purely by the commitment of the host who can explain the progress at the property. Providing guests with direct eco-feedback on their resource use is necessary to improve behaviour (building on their character strengths, an emotional reward) and motivate by providing clear goals. We propose that guests can be a sustainability partner if the hotelier makes the sustainability experience fun and unique, building on the property’s distinctive qualities. Gamification is showing great promise as a way to incentivise guests by offering a genuine purpose and showcasing an individual’s mastery of new sustainability skills and knowledge. More deeply involving guests on a participatory sustainability journey places guest relations staff in a broader role of a guide so that guests learn the full story at the property. This will require a change in job description, an increase in their own sustainable capacity and a change in the way we engage our staff and guests in sustainability.

References Accor. (2022). With Planet 21, Accor aims to provide a positive hospitality experience. https://all.accor.com/gb/sustainable-development/index.shtml Baca-Motes, K., Brown, A., Gneezy, A., Keenan, E., & Nelson, L. (2012). Commitment and behaviour change: evidence from the field. Journal of Consumer Research, 39(5), 1070–1084. Booking.com. (2021). Sustainable Travel Report. https://globalnews.booking.com/climatecommunity-and-choice-bookingcom-reveals-the-trends-shaping-sustainable-travel-in2022 Brown, P., & Levinson, S. (1987). Politeness: Some Universals in Language Usage. Cambridge: Cambridge University Press. City of Melbourne. (2017). Water Wise and Energy Wise. City of Melbourne. Cozzio, C., Volgger, M., Taplin, R., & Woodside, A. (2020). Nurturing tourists’ ethical food consumption: Testing the persuasive strengths of alternative messages in a natural hotel setting. Journal of Business Research, 17, 268–279. Dharmesti, M., Merrilees, B., & Winta, L. (2020). ‘I’m mindfully green’: Examining the determinants of guest pro-environmental behaviours (PEB) in hotels. Journal of Hospitality Marketing & Management, 29(7), 830–847 Dolinar, S., Juvan, E., & Grun, B. (2020). Reducing the plate waste of families at hotel buffets – A quasi-experiment field study. Tourism Management, 80, 104103

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Ellsmoor, J. (2019, July 23). 77% of people want to learn how to live more sustainably. Forbes. www.forbes.com/sites/jamesellsmoor/2019/07/23/77-of-people-want-to-learnhow-to-live-more-sustainably/?sh=2e03ce432b01 Font, X., English, R., Gkritzai, A., & Tian, W. (2021). Value co-creation in sustainable tourism: A service dominant logic approach. Tourism Management, 82, 104200. Gao, Y., & Mattila, A. (2014). Improving consumer satisfaction in green hotels: The roles of perceived warmth, perceived competence and CSR motive. International Journal of Hospitality Management, 42, 20–31. Gerdt, S., Wagner, E., & Schewe, G. (2019). The relationship between sustainability and customer satisfaction in hospitality: An explorative investigation using eWOM as a data source. Tourism Management, 74, 155–172. Gilal, F., Paul, J., Gilal, N., & Gilal, R. (2020). Strategic CSR-brand fit and customer brand passion: Theoretical extension and analysis. Psychology Marketing, 38, 759–773 Goldstein, N., Cialdini, R., & Griskevicius, V. (2008). A room with a viewpoint: Using social norms to motivate environmental conservation in hotels. Journal of Consumer Research, 35(3), 472–448. Hertwich, E. (2005). Consumption and rebound effect. Journal of Industrial Ecology, 9(1–2), 85–98. Malone, S., McCabe, S., & Smith, A. (2014). The role of hedonism in ethical tourism. Annals of Tourism Research, 44, 241–254. Marczewski, A. (2013). Understanding intrinsic motivation with RAMP. www.gamification. co/2013/05/01/understanding-intrinsic-motivation-with-ramp Marczewski, A. (2018). Even Ninja Monkeys Like to Play. Unicorn Edition. Mvondo, G., Jing, F., Hussain, K., Jin, S., & Raza, M. (2022). Impact of international tourists’ co-creation experience on brand trust, brand passion and brand evangelism. Frontier in Psychology, 13, 866362. Oxford Learners Dictionary (2022). Incentivise. www.oxfordlearnersdictionaries.com/ definition/english/incentivize Rex, E., & Baumann, H. (2007). Beyond ecolabels: What green marketing can learn from conventional marketing. Journal of Cleaner Production, 15(6), 567–576. Souza, V., Marques, S., & Verissimo, M. (2020). How can gamification contribute to achieve SDGs? Journal of Hospitality and Tourism Technology, 11(2), 255–276. Stretton, R. (1997, July 25). The guest is king. Financial Review. www.afr.com/politics/theguest-is-king-19970725-k7ipp Swarbrooke, J. (1999). Sustainable Tourism Management. CABI. TUI Group (2017). TUI global survey: Sustainable tourism most popular among German and French tourists. www.tuigroup.com/en-en/media/press-releases/2017/2017-0307-tui-survey-sustainable-tourism Turner, A. (2022). Digital detox on vacation: Tourists aren’t ready to unplug their Android and IOS Smartphones. www.bankmycell.com/blog/digital-detox-phone-useon-vacation United Nations Environment Program (2019). One Planet Annual Report. www. oneplanetnetwork.org/programmes/sustainable-tourism/about/annual-reports Wang, W., Krishna, A., & McFerran, B. (2017). Turing off the lights: Consumer’s environmental efforts depend on visible efforts of firms. Journal of Marketing Research, 54(3), 478–494. Warren, C. (2022). Persuasion. Sustainable Hospitality. How to create Sustainable Hospitality. A handbook for guest participation. Goodfellow Publishing. Warren, C., & Becken, S. (2017). Saving energy and water in tourist accommodation: A systematic literature review (1987–2015). International Journal of Tourism Research, 19(3), 289–303.

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Warren, C., Becken, S., & Coghlan, A. (2017). Using persuasive communication to cocreate behavioural change – engaging with guests to save resources at tourist accommodation facilities. Journal of Sustainable Tourism, 25(7), 935–954. Warren, C., Becken, S., & Coghlan, A (2018). Sustainability-oriented service innovation: Fourteen-year longitudinal case study of a tourist accommodation provider. Journal of Sustainable Tourism, 26(10), 1784–1803. Warren, C., Becken, S., Nguyen, K., & Stewart, R. (2018). Transitioning to smart sustainable tourist accommodation: Service innovation results. Journal of Cleaner Production, 201, 599–608. Warren, C., & Coghlan, A. (2016). Using character strength-based activities to design proenvironmental behaviours into the tourist experience. Anatolia, 27(4), 480–492. Warren, C., & Coghlan, A. (2017). Can the hospitality sector ask customers to help them become more sustainable? Progress in Responsible Tourism, 5(1), 98–102. Workable (2022). Guest relation officer job description. https://resources.workable.com/ guest-relations-officer-job-description Yu, Y., Li, X., & Jai, T. (2017). The impact of green experience on customer satisfaction: Evidence from TripAdvisor. International Journal of Contemporary Hospitality Management, 29(5), 1340–1361. 10.1108/IJCHM-07-2015-0371

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12 Charging Guests for Carbon Emissions Leading question: Should hotels levy a carbon emission fee? Sonu Shivdasani and Arnfinn Oines

Climate change is a global risk Carbon emissions from burning fossil fuels, such as coal, oil and natural gas, is one of the biggest contributors to climate change and is happening at an alarming rate. Global emissions of carbon dioxide have increased by over 50% since 1990 (IPPC, 2022). This is having a notable impact on the world’s climate. Every decade since the 1960s has been warmer than the one before (NASA, 2020) and, as a result, we are increasingly experiencing extreme weather events, damaging lives and livelihoods around the world, often impacting the poorest and most vulnerable people. The tourism industry accounts for around 5% of global carbon emissions, while the hotel sector accounts for 1% (UNWTO, 2008). Despite a recent dip, caused by the COVID-19 pandemic, this share is set to increase. The effects of climate change are already impacting the hospitality sector. Extreme weather is increasing the cost of operations and reducing the number of tourists visiting certain destinations, while local and national environmental policies and penalties are being introduced in cities and countries around the world. Sustainable Hospitality Alliance (2017) research found that the hotel industry needs to reduce its carbon emissions by 66% per room by 2030, and by 90% per room by 2050, to ensure that the growth forecast for the industry does not lead to a corresponding increase in carbon emissions. The industry will need to go even further if it is to play a role in limiting global warming to 1.5°C and avoid the very worst impacts of climate change (IPPC, 2021). Hospitality, like other industries, has a responsibility to manage its impact on our planet. The Sustainable Hospitality Alliance research highlighted the urgency of bold action, particularly since it focused on direct emissions. It is paramount that the hotel industry takes responsibility for its emissions, both direct and indirect emissions. Climate change is a global issue that is affecting communities, lives, businesses and economies all over the world. The World Economic Forum (2021) has now ranked

DOI: 10.4324/9781003218425-14

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climate action failure as the top global risk, demonstrating the urgent need for governments, businesses and people to act.

Environment fund Soneva’s vision is inspired by nature’s magnitude, mystery and enchanting beauty. Soneva works hand in hand with the environment to craft beautiful, beyond-bespoke experiences where discovery is a way of life. At Soneva, we strive to provide a blueprint for sustainability in the hospitality industry. We innovate to reduce our own emissions and costs to prove to our peers that this is possible, and we are committed to leading the fight against climate change within the hospitality sector. We recognise that climate change is a serious concern for both the existence of our business and the planet as a whole. In the mid-1990s, Soneva opened Soneva Fushi, our first resort, in the Maldives. This was around the time that climate change became recognised worldwide through the United Nations Framework Convention on Climate Change and the Kyoto Protocol. The Maldives, with its highest point just a few metres above sea level, is one of the most vulnerable places on earth to climate change, and we have seen the effects of climate change over the years with our own eyes. Fundamental to the climate change issue is the excessive amount of carbon emitted globally. At Soneva, we feel immediate and bold actions are needed to make a difference. We believe we should take responsibility for both our direct emissions as well as our indirect emissions. As with any metric, the first step is to measure one’s performance. As the old saying goes, what you cannot measure you cannot manage. When we began, the only carbon calculators that existed were focused purely on direct emissions. As we wanted to understand our indirect emissions too, we developed in 2008 the Soneva Carbon Calculator, based on the greenhouse gas protocol. Soneva’s carbon calculator gives us an in-depth overview of emissions and covers far more than most companies usually consider. For example, of the 64,460 tonnes of CO2 emission emitted in 2021 by the three Soneva resorts, only 23% of the emissions were from energy used at the resorts. Direct emissions from energy consumption (also referred to as Scope 1 and 2 emissions in the greenhouse gas protocol) are the common measure that most companies consider when measuring their carbon footprint. This is because these are the measurements that can be directly influenced and improved by an organisation. At Soneva, however, we believe we must look beyond simply our direct emissions to include Scope 3 emissions, such as air travel, ground travel, freight, food, paper, waste and water. Some 65% of Soneva resorts’ emissions are derived from guest air travel, with another 12% from other indirect sources. These emissions cannot be controlled by the company, but nevertheless occur as a result of our operations. Soneva’s focus is on energy management through improving energy efficiency and increasing the use of renewable energy. However, what the carbon calculator showed was that even if we achieve 100% renewable energy, this will only count for 20% of our entire carbon footprint. To lead the fight against climate change within the hospitality sector, we felt it was essential to address the indirect emissions. Unfortunately, we cannot ask our guests to swim to our

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resorts in the Maldives. Hence, emissions from air travel are inevitable until the aviation industry discovers how to operate on a zero-emissions basis. To mitigate these indirect emissions, such as air travel and freight, in 2008 we established the Environment Fund. We decided to charge 2% of room revenue automatically to every guest’s bill, a pioneering initiative in the hospitality industry. The capital raised is invested in carbon mitigation projects through the Soneva Foundation. The Environment Fund gives us the ability to mitigate the carbon emissions we cannot control, such as those incurred through air travel.

Positive impact There are several ways to offset one’s emissions. You can simply buy carbon credits from recognised verifiers such as Gold Standard and VERRA. There is a myriad of organisations that offer mitigation services, such as planting trees. Here, one must be careful as some of these organisations have a dubious record for properly tracking their impact. Another option is to develop one’s own certified carbon-mitigating projects. We decided to work with the Soneva Foundation, which invests our funds in projects that have a positive environmental, social and economic impact, and, importantly, offsets carbon emissions from resort activities and guest flights. The Soneva Foundation uses impact investing principles, seeking to recover outlays through carbon finance, which in turn will be fed back into projects to help extend the reach and benefits to more families around the world. The Environment Fund raised US$10 million between 2008 and 2021, which in turn has been invested via the Soneva Foundation in projects that have mitigated over 700,000 tonnes of CO2. This amount is far more than Soneva’s total carbon footprint. As a result, Soneva has been carbon neutral, including guest air travel, since 2012. So far, these projects have improved the lives of more than 300,000 people. As the projects have mitigated more than the needs of Soneva, the Soneva Foundation has been able to sell some of the excess carbon credits. This has allowed other companies to offset their emissions, while at the same time raising funds for the Soneva Foundation, which are then reinvested into further carbon-mitigating projects. This ultimately leads to even more carbon reductions as well as a positive impact on the environment and families around the world. Here are some examples of Soneva’s impacts.

The Myanmar Stoves Campaign Myanmar ranks very low on the Human Development Index, coming in at 147 of 189 countries in 2019 (UNDP, 2020). Only 25% of the population has access to electricity, and this is concentrated in urban areas. Consequently, rural families spend as much as 40% of their income – or time equivalent – on purchasing or collecting firewood for cooking. It is a huge and unremitting task. The problem is compounded by the indoor air pollution created by cooking on open fires, which kills over 4 million people a year, mostly women and children (which is more than HIV/AIDS and malaria combined). It is a shocking statistic.

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The Myanmar Stoves Campaign is an initiative by the Soneva Foundation. It is the first Gold Standard-certified carbon project in Myanmar, which distributes fuel-efficient cooking stoves to thousands of families. The Soneva Foundation is working with Mercy Corps Myanmar as its implementation partner. The fuel-efficient stoves are sold to the end-user at one-quarter of the cost price. This is done to make it affordable for rural families in Myanmar. It is also believed that when people are buying the stoves, they are more likely to use them than if they were handed out for free. Furthermore, it allows vendors to earn a commission on the sales, which provides jobs. For the Soneva Foundation to justify the subsidy, it receives the rights for the carbon savings of the stoves. The fuel-efficient stoves reduce wood consumption by 50%, air pollution by 80% and CO2 emissions by 60%. These carbon savings are verified by the Gold Standard Foundation, which issues carbon credits that can be sold. This allows the Soneva Foundation to recover the subsidy. Benefits of the project to the local community are extensive, and include financial savings for households, the protection of biodiversity, training and employment opportunities, and health benefits due to the significantly reduced indoor air pollution. Than Than Win is the owner of a fuel-efficient stove that was supplied by the Soneva Foundation at a subsidised cost. She explains the benefits of the stove: I think this stove is amazing! Buying it was a big investment for us, but I made the right choice. It uses about half the wood of our old stove, and it cooks much faster. But it is more than just saving wood and money. It is also simpler. I have peace of mind. My kitchen is not going to catch fire and I don’t need to worry if I need to step away for a moment. I can leave it cooking while I get water or feed the animals. The savings on time spent in the kitchen and on sourcing fuel means more time for the harvest and creative ways to supplement household income. For Than Than Win, this also means she can send her eight-year-old son to school. He has a thirst for learning. By mid-2022, 45,000 stoves have been distributed in over 800 villages, benefiting over 210,000 people. To date, the project has mitigated 300,000 tonnes of CO2.

The Darfur Stoves Project The Soneva Foundation has provided funding to distribute fuel-efficient cooking stoves in war-torn Darfur. The stoves were distributed by Potential Energy to residents at camps for internally displaced people in the area. Women are particularly vulnerable to assault and violence while foraging for wood, an activity that can take up to 25 hours per week; hence, reducing the amount of fuel needed for cooking is vitally important for their wellbeing. Deforestation is also averted by the fuel-efficient stoves, and carbon emissions from cooking – a major contributor to global carbon emissions – are reduced. The project has created a local industry around the assembly of the stoves, bringing much-needed employment to an area where jobs are scarce. Some 130,000 people have benefitted from the efficient stoves and this project has mitigated 240,000 tonnes of CO2 to date.

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Soneva Forest Restoration Project, Thailand Deforestation is responsible for about 11% of global carbon emissions. Forests sequester or store carbon mainly in trees and soil, making them a sink. Restoring forests is an important solution to reverse climate change and improve biodiversity. The Soneva Foundation supports projects that restore the natural forest by planting a variety of native species. The Soneva Foundation partnered with PATT Foundation and planted 500,000 trees covering 300 acres in the Chiang Mai region of northern Thailand in 2011–2012. We used a framework species methodology, with guidance from the Forest Restoration Research Unit of Chiang Mai University. Ninety species of trees were planted. Over a period of 7–8 years, seeddisbursing birds have increased the number of species further, creating a rich, biodiverse forest. The project will mitigate an estimated 255,000 tons of CO2. Three main sites were restored, at Doi Paa Maa in Sri Lanna National Park, Royal Project at Nong Hoi and Pai River Watershed Wildlife Sanctuary. The Soneva Foundation has recently engaged the Eden Reforestation Projects to plant 3.7 million trees in Matica Sede, Mozambique, over a period of four years, starting in January 2022 – 3,378 hectares of degraded land will be restored. A key component of the project is to use local tree species, which are planted by the local community. The project will mitigate an estimated 2.4 million tons of CO2.

The Soneva Wind Turbine In 2008, we funded the installation of a 1.5 megawatt (MWp) Suzlon wind turbine to provide clean energy in Tamil Nadu, India. The clean electricity is sold to the local communities at a lower rate than the fossil fuel alternative. The income ensures that there are funds available to maintain and keep the wind turbine running. The wind turbine will mitigate 70,000 tons of CO2 over a 20-year period, through the production of 80,000 MWh of clean electricity. The Soneva Wind Turbine is run by The Converging World, a registered UK charity. As a result of getting the first wind turbine funded and up and running, The Converging World has been able to set up several more wind turbines.

Guest feedback We decided to make the Environment Fund an opt-out option, charging it automatically to guests’ room rate. Our thought was that if we were to make it an opt-in option, many guests would not participate as it is yet another decision they must make. We have seen other companies asking guests to contribute, with only a small percentage choosing to do so. The response from our guests has been very supportive. Many are appreciative of knowing their holiday is carbon neutral and love the fact that they make a positive contribution to the environment as well as other families. We have developed a very loyal customer base – 50% of Soneva Fushi’s guests are repeat business. For many of these, our focus on a sustainable experience is a key contributor for them to come back year after year. It is, of course, not the only deciding factor. Our service and experiences offered need to be spot on, but our sustainable commitment is one of the deciding factors.

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It is important to be transparent and share details of the impact one has. Guests are happy to hear that a forest area has been restored or that a family in Myanmar does not have to inhale toxic smoke while cooking. We communicate our efforts in many ways. We mention the Environment Fund in our pre-arrival information, in our in-room directory as well as in the receipt. Furthermore, images and videos on social media and our website are powerful tools to communicate the impacts of our various projects. So are our sustainability reports. We also use the opportunity to speak directly with our guests, which is very much appreciated.

Energy efficiency, renewable energy and carbon offsets We believe that a business must exist for a greater purpose than shareholder returns. We have shown through small tweaks in the way we do business that we can have a netpositive impact on society and a carbon-neutral operation (including impacts from supply chain and guest air travel), deliver exceptional guest experiences and, at the same time, operate profitably. The Environment Fund is a perfect example of this. The 2% room levy is convenient and reasonable enough for individual guests to appreciate. And because everyone participates, it builds up sufficiently to have a meaningful impact. By investing and building up a portfolio of projects through the Soneva Foundation, we generate positive impact beyond the norm. We have been able to mitigate both our own direct and indirect emissions, as well as generating excess for other companies to offset their emissions, too. Our social impact has reached 300,000 people so far and been valued at US$34 million. This will only increase as we continue to invest in new projects. Having said that, it is important to not only rely on carbon offsets and it should not be used as a justification for making no effort to reduce one’s emissions, particularly direct emissions. At Soneva, we have a strong focus on eliminating our direct emissions. The best way to improve one’s carbon footprint is to be more efficient with the energy you use. Soneva ecognizes this and incorporates that philosophy within all of our new and innovative designs. Soneva resorts are located in remote, off-grid locations where typically resorts rely heavily on imported diesel. Twenty-three per cent of Soneva resorts’ CO2 emissions are derived from energy consumption, which is the second-largest contributor after guest air travel. Energy management can take many forms and requires many different approaches to fully address those issues. For us, the most important effort is to switch to renewable energy. We have successfully implemented solar technologies at our resorts, such as the installation of a 70 kWp solar PV system at Soneva Fushi in 2009, which was the largest installation in the Maldives at the time. In 2016, we added an additional 624 kWp solar PV system, which took us to 15–20% renewable capacity. One of the main challenges we face at both Soneva Fushi and Soneva Jani in the Maldives is energy storage, as we are off the grid. The plan is to expand solar capacity in 2023 and include battery storage. Once implemented, we aim to use our diesel generator only as back-up, which takes us as close to 100% renewable as possible for power generation. We will still have some usage of LPG for our kitchens and

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laundry, as well as petrol and diesel for our boats and seaplane, which we need to work on eliminating. We are confident that we will achieve this, including our seaplane, by 2030.

Conclusion and recommendations At Soneva, we have implemented a carbon emissions levy since 2008. Our management team were nervous before introducing it. However, those nerves were unfounded, and we have had only positive feedback from our guests. The positive impact the Environment Fund has had is very much appreciated by our guests. It was important that we took the decision to develop a portfolio of projects, both to spread the risk and impact. With a focus on impact investing principles and use of the carbon markets, we have generated an income stream through our projects for the Soneva Foundation. This allows the Soneva Foundation to reinvest the funds in both existing and new projects. In essence, we get more bang for our buck. We encourage other hotels to introduce a carbon emissions levy. As an industry, it is important that we take action to reduce our carbon footprint. The Sustainable Hospitality Alliance (2017) found that hotels need to reduce their carbon emissions by 66% per room by 2030, and by 90% per room by 2050, to ensure that the growth forecast for the industry does not lead to a corresponding increase in carbon emissions. The study highlights the urgency and that bold action is needed. The Sustainable Hospitality Alliance (2021), whose members include major brands that represent 25% of the hotel industry, has developed a Pathway to Net Zero for the sector. This pathway includes a Net Zero Methodology that focuses on improving energy efficiency, renewable energy and carbon offsets. For hotels, this is a useful guideline for whatever stage of the sustainability journey the hotel is on. What is clear, however, is that low-hanging fruits such as carbon offsets should be implemented sooner rather than later. Developing one’s own carbon-mitigating projects has its advantages but may not suit all as one needs sufficient initial funds to set up a project. There are, however, many existing projects that require funding, so one can tap into those. A simple way is to buy carbon credits in the voluntary market, which ensures that carbon reductions are verified. These come in many different forms and prices, depending on one’s requirements.

About Soneva Founded in 1995, Soneva is an award-winning sustainable luxury resorts operator. At Soneva Fushi, Soneva Jani and Soneva in Aqua in the Maldives, and Soneva Kiri in Thailand, true ‘luxury’ is defined by peace, time and space. Each day, guests are encouraged to discover the slow life, reconnecting with themselves and the natural world through rare, unforgettable experiences that inspire and enthral. Soneva is a pioneer for responsible tourism, combining a conscientious, proactive approach to sustainability with exquisite luxury and intuitive personalised service. Carbon neutral since 2012, Soneva launched its Total Impact Assessment in 2016, a first for the hospitality industry, measuring its social and environmental impacts. A mandatory 2% environmental

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levy is added to every Soneva stay, with proceeds going towards the not-for-profit Soneva Foundation to offset both direct and indirect carbon emissions from resort activities and guest flights. The Foundation funds a range of global projects that have a positive environmental, social and economic impact (Soneva, 2022; Soneva Foundation, 2022).

References IPCC. (2021). Climate Change 2021: The Physical Science Basis. Intergovernmental Panel on Climate Change. www.ipcc.ch/report/ar6/wg1 IPCC. (2022). Climate Change 2020: Mitigation of Climate Change. Intergovernmental Panel on Climate Change. www.ipcc.ch/report/sixth-assessment-report-working-group-3 NASA. (2020, January 14). 2020 tied for warmest year on record, NASA analysis shows. www.nasa.gov/press-release/2020-tied-for-warmest-year-on-record-nasa-analysisshows Soneva. (2022). Responsibility at Soneva. https://soneva.com/responsibility-at-soneva Soneva Foundation. (2022). Soneva Foundation. https://sonevafoundation.org Sustainable Hospitality Alliance. (2017). Global Hotel Decarbonisation Report. https:// sustainablehospitalityalliance.org/resource/global-hotel-decarbonisation-report Sustainable Hospitality Alliance. (2021). Net Zero Methodology for Hotels, First Edition v1.0. https://sustainablehospitalityalliance.org/resource/net-zero-methodology-for-hotels UNDP. (2020). Human Development Report 2020. https://hdr.undp.org/sites/default/files/ Country-Profiles/MMR.pdf UNWTO. (2008). Climate Change and Tourism: Responding to Global Challenges. www.eunwto.org/doi/epdf/10.18111/9789284412341 World Economic Forum. (2021). The Global Risk Report 2021, 16th Edition. www3. weforum.org/docs/WEF_The_Global_Risks_Report_2021.pdf

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13 Sustainable Procurement and Product Certification Leading question: Should certified products be made mandatory? Johanna Wagner and Carina Hopper

Introduction The United Nations’ Sustainable Development Goal (SDG) 12, Responsible Consumption and Production, addresses, among other targets, the need for businesses to adopt more sustainable practices and integrate reporting on sustainability, while also pushing sustainable procurement practices from the public sector (Targets 12.6 and 12.7, respectively) (UN, 2022). Labels and certifications focusing on sustainability (often referred to as ‘eco-labels’)i can serve as tools to drive these SDG targets by providing public and private organisations with a clearer picture of where to go in the market for products and services that meet desired environmental and social criteria. In the hospitality industry, part of the growth of interest in obtaining eco-labels has been attributed to sustainable procurement policies of the public sector, which in some regions mandate doing business – in this case, their travel purchasing – with companies deemed to be sustainable (Rheede et al., 2010). Although powerful, this form of government reward has limited potential for driving change, since services rendered to public institutions are not significant for all hotels. Should governments go further by making eco-labels mandatory? And, if not, should it perhaps be left to hotel groups, industry associations and other private players to make certified products mandatory? Given the trust that guests put in hotels in terms of their health and wellbeing, sustainable products play a particularly important role in hospitality. However, as we read in this chapter, making thirdparty certifications mandatory (rather than, for example, imposing the use of purchasing charters, internal scoring systems, etc.) has its benefits and its drawbacks.

Purchasing in the hospitality industry Depending on the size of a hotel and whether it is affiliated with a brand, purchasing duties have different levels of concentration in the hospitality industry. In smaller hotels, each head of department is usually responsible for their own purchases (i.e. the kitchen chef for

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food, the head housekeeper for room amenities, etc.) with the possibility of requesting validation from the director of finance or general manager for special purchases or capital expenditure (Capex). In larger hotels, one person or several people within the finance department might be in charge of purchasing for the hotel. This allows for an optimisation of purchasing and deliveries for the hotel while freeing managers on the floor from some administrative tasks. The finance department’s expertise lies in their knowledge of the availability and quality of products given price and timing expectations (or demands) from internal customers (hotel general managers, rooms directors, F&B directors, design managers, etc.). They are also well aware of market trends and innovations, as they are often contacted by suppliers wishing to address the hospitality market with their products and services. No matter their size, hotels affiliated with a brand usually have access to the support of centralised procurement services. This benefit is meant to offer negotiated low prices to affiliated hotels on regular products as well as branded articles. Whether at hotel-property or hotel-group level, purchasing decisions have an influence on what happens in all departments. From day-to-day operating expenses (Opex) to special project Capex, purchasing choices influence expenses, product availability and operational efficiency, and therefore margins, but also guest satisfaction. A simplistic view of procurement functions is to see them as aiming for low prices and savings (Legenvre & Gualandris, 2018). Although smart procurement can allow for significant discounts due to high volumes, employees with purchasing responsibilities for hotels must address a combination of variables beyond product prices that need to be taken into account to make the best decisions for their hotel(s). These factors include: • • • • •

Quality: aligned with hotel category or brand standards as well as with regulations (e.g. inflammable) Availability: seasons, countries/regions Volume: particularly for food Delivery conditions: minimum order, deliveries on weekends, etc. Customisation options, when applicable

In addition to these practical aspects that enable a hotel business to run smoothly and consistently, sustainability criteria can influence decisions.

Benefits of voluntary and mandatory certification in procurement In both corporate and personal purchasing decisions, certification is often turned to as a way to gain clarity on which companies to support without the need for expert knowledge on the criteria driving the certification. In hospitality, this is critical, as most buyers will not be experts in sustainability (nor will they necessarily, especially in smaller hotels, be experts in procurement). However, even if procurement functions were carried out by professionals with a comprehensive understanding of what it means for a product or service to be sustainable, certifications would still serve several purposes, including those detailed below.

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BENEFITS TO COMPANIES OF USING CERTIFIED PRODUCTS AND/ OR SUPPLIERS • •

• • • • • • •

•

Systematic identification by a credible authority of what it means for a product or service to be sustainable Efficiency for both the procuring organisation and the supplier under analysis, as the process allows for information to be gathered and checked by the certifying body in a single certification journey rather than repetitively by each potential buyer Quick validation that the supplier shares the values of the buyer Evidence of acting/operating in alignment with the guiding principles of the company A thorough check on the suppliers’ claims (via on-site audits, the analysis of documentation, etc.) Greater visibility for organisations that are in compliance, giving them an advantage over non-compliant organisations Greater ease of sustainability reporting A forum for best-practice sharing with the potential to improve sector operations globally Data gathered by certifying bodies on aligned organisations, both within supply chains and on the procurer side, and whose analysis could contribute to the measurement of impact The potential to become clients of groups and institutions (public or private) that require that certain sustainability standards be met, whether through direct requirement of a label or the equivalent in terms of demonstrated practices

These are just some of the benefits that eco-labels can bring to companies, not to mention the ultimate positive societal and/or environmental impact that is typically the underlying mission of sustainability certifications. The many benefits of sustainability certifications could lead us to conclude that the goal would be to make certified products mandatory. Indeed, a case can be made for this, including but not limited to:

THE CASE FOR MAKING CERTIFIED PRODUCTS AND/OR SUPPLIERS MANDATORY • • • •

Increased visibility and awareness of the mandatory labels by hotel teams and even guests More best-practice cases from other companies using the same certified products and/or suppliers Greater ease of product and supplier benchmarking, as they would have comparable labels, if not identical ones Simplified tracking of value alignment in the procurement of spread-out business units

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However, the answer is not as clear-cut as might appear at first glance by those advocating for sustainability certifications. There are also potential drawbacks to be addressed when assessing whether certified products should be made mandatory.

Limitations of mandatory certification There are several limitations to making certified products mandatory in the hospitality industry. Some of these limitations are related to the variety of products that hotels have to buy and to the international nature of the industry and its customers. The first limitation is the availability of certifications in some parts of the world. There are hotels (whether branded or not) everywhere in the world and also in countries where labels do not have the same importance as in Western regions. The other reason for a lack of certified products can also be related to the size of the suppliers who are producing or manufacturing them. Indeed, certifications often come at a cost that cannot be borne by all types of suppliers. An example of this is small suppliers of products that can cater to large parts of a hotel food supply. Certifications can therefore be discriminatory against some suppliers (potentially local and responsible) who cannot prove their sustainability commitments due to a lack of financial, technical or human resources. A more general issue is that there are many certifications and they are not all equally sound and reliable. Regarding the development of certifications, a French Commission published a report in 2021 analysing the consequences of what they call a ‘proliferation of sustainability labels’ (Bodard et al. 2021). This proliferation can lead to confusion among consumers and diminish the credibility of each certification. One could argue that making certifications mandatory could support this proliferation, contributing to the confusion and even lowering sustainability standards for some of them. Certifications are already not all equal, and the gap between some of them could widen as they continue to multiply. This is especially true if new certifications emerge to focus on very specific aspects of sustainability while overlooking others. For example, environmental labels can overlook the social dimension of production that is yet critical in sustainability. Finally, the generalisation of certified products could lead to a sustainability rebound effect. Rebound effects have been observed in other industries and can be described as a paradoxical effect of the development of more sustainable products that leads to an increase in their consumption, offsetting the gains of the sustainable process or innovation. Applied to hotels, one could imagine that the purchase of certified meat or fish could lead to overconsumption by guests, whereas scientists in fact recommend decreasing meat and fish consumption by 75% in Western countries (Carrington, 2014). Another example is the overuse of ‘sustainable’ options when they replace plastic options. Reusable water bottles and cotton tote bags are examples of products that are now accumulating in homes in proportions that can sometimes question the benefits of having given up plastic. In other words, a certification could make a product look more sustainable than it actually is. Indeed, being best In a category of unsustainable products does not mean being sustainable.

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The cost of buying sustainable products is also a hot topic in hotels. Although anticipating the evolution of certified product prices if they became mandatory does not fall within the scope of this chapter, this criterion can obviously not be overlooked. In continuing to assess whether certified products should be made mandatory, it is relevant to look at examples from both within and outside of the hospitality industry.

Searching for a solution Industry examples Hotel sustainability certifications are becoming increasingly important both for leisure and business guests, and it is therefore interesting to look at the integration of certified products within their criteria. The purchase of certified products, both F&B and non-F&B-related, is used by key hospitality certification schemes such as Green Key (Green Key, 2022), Green Globe and Environmental Score (ADEME, 2022) in their criteria. Betterfly Tourism is the first organisation to deliver the Environmental Score with software approved by ADEME in France (Betterfly Tourism, 2022). Among its four pillars, this environmental assessment includes a measure of organic and eco-certified purchases by hotels. From food to linens to cleaning products, purchases are analysed and classified to calculate their share of total purchases. The hotel panel serving as a reference for the development of this hospitality certification showed that, on average, French hotels used 25.7% of eco-certified products. The share of such products used by audited hotels is then compared to this average and a score (from A to E) is attributed. The largest hotel groups are leading the way towards a more sustainable hospitality industry with initiatives such as the Sustainable Hospitality Alliance (2022a). Along with resources for various aspects of hospitality operations, they put together a Responsible Procurement Factsheet (Sustainable Hospitality Alliance, 2022b). While these groups developed their own sustainability strategy, looking at their procurement practices provides us with examples of best practices. Examples include IHG’s Green Supplier scorecard, which helps the company understand the environmental credentials of prospective suppliers through their tendering processes (IHG, 2020) and RHG’s Supplier Code of Conduct, which includes commitments on three pillars (People, Community and Planet) (RHG, 2022).

Examples beyond hospitality The procurement of certified products has already been made mandatory within some organisations for some products, with varying requirements. While the UN SDGs are voluntary in nature, it is insightful to see how SDG Target 12.7 on responsible procurement practices from the public sector is applied by the United Nations in their own procurement practices. In the UN Procurement Practitioner’s Handbook (UNGM, 2020, p. 194), we can see that in the purchasing of furniture, for example, ‘at least 30% of the virgin wood or wood-based materials (including solid, laminated, veneer and wood used for the production of plywood)

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Figure 13.1 Environmental Score example Source: Betterfly Tourism, 2022

shall come from forests that are certified as being legally and sustainably managed’ (e.g. FSC or PEFC certified). Interestingly, the same UN handbook, while citing labels as useful in drafting technical specifications and award criteria, is explicit in stating that procurement personnel should ‘never require suppliers to register with a particular labeling scheme’ or ‘require products to carry a label’ (UNGM, 2020, p. 195). This position may be due to the difficulty in assessing the credibility of lesser-known labels and their impact. Regarding procurement that covers the private sector, the US government-backed Energy Star programme provides one example of sustainability certification that has been made mandatory. Certain state governments in the United States have mandated that specific product categories (including commercial kitchen equipment such as dishwashers and fryers) cannot be sold, leased or rented without meeting or exceeding Energy Star standards (Colorado State Government, 2019; FER, 2019; NAFEM, 2022b). While there have been efforts to protect the voluntary nature of the Energy Star programme (e.g. from food equipment manufacturer associations) (NAFEM, 2022a), there is support for it being mandatory from environmental advocates. Although Energy Star presents a successful case of positive environmental impact, with an estimated 4 billion metric tons in greenhouse gas reductions since 1992 (Energy Star, 2022), it would be difficult to ascertain how much of that impact is thanks to mandatory policies as opposed to its voluntary scheme, which has been much more widespread.

Proposed framework for decision making The procurement needs of hotels are so vast in terms of types of products that it is necessary to determine where and how to prioritise our efforts. In an attempt to increase efficiency and effectiveness when selecting suppliers, we have designed the following step-by-step decision process for responsible procurement:

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1) Identify items representing the most significant costs for each department. Using accounting data and records of purchases over at least 12 months, analyze your purchases with the 20/80* or ABC** approach to ensure that priorities are properly set.

2) Rate these items in terms of their environmental and social impacts using a dedicated rating scale.***

3) Proceed according to the score:

4a) If item has high score: Maintain your current purchasing practice.

4b) If item has low score: Is the product essential?

5a) If Yes: Do credible certifications exist?

6a) If Yes: Opt for a certified product.

5b) If No: Stop buying it.

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*20/80 approach: identify the 20% of references that make up 80% of total purchases. **ABC approach: classify purchases in three categories from purchases of highest value (category A) to lowest value (category C).

***A systematic rating processs must be used for all key items. The figure below from the manual Environmental Management for Hotels by the Sustainable Hospitality Alliance (in which products that tick the most shaded boxes are considered the most sustainable) can be used as such or adapted.

6b) If No: Choose a supplier based on the following criteria:

7a) Distance: In which country are the items produced and transformed?

Objective: To be as close as possible and with few intermediaries. If you have the opportunity, go on site and check yourself - it is the best way to confirm that promises are being kept.

7b) Social and environmental commitments: Do the supplier’s website, brochures and/or legal statutes (cooperatives, associations, etc.) show a commitment to sustainability?

Objective: To Map their commitments and confirm that they match with yours.

7c) Clients: Who are the suppliers’ other clients? Do they include companies known for having high standards?

Objective: To confirm that they are likely implementing their commitments and are reliable.

Figure 13.2 Responsible procurement decision diagram

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Figure 13.3 Life cycle assessment checklist Source: Sustainable Hospitality Alliance, 2020

Whether certified products exist or not, the purchasing process should be oriented toward eco-procurement practices. Eco-procurement is defined as ‘choosing products and services that have the lowest negative impact on the environment while minimizing waste’ (Legrand et al., 2017, p. 103). The sourcing of eco-certified products being only one dimension of eco-procurement, this practice is wider and deeper and can ensure the sourcing of sustainable products when certifications are not available or appropriate. Ecoprocurement implies a cradle-to-grave analysis but also suggests a holistic sustainable approach to purchasing which should include: 1 2

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Limiting the number of deliveries to decrease pollution and GHG emissions Limiting the number of references to avoid waste

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Ensuring appropriate storage to avoid waste Checking supplier reputation and commitments with company-level certifications (B Corp, etc.) Developing pedagogy with guests, especially when it comes to F&B products, so as to avoid frustration and low satisfaction: informing them of product origin and certification, explaining limited stocks and/or unavailability of products, and encouraging sustainable behaviours (no waste, low animal product consumption, etc.)

Conclusion Making certified products mandatory would not automatically make any hotel sustainable, as sustainability depends on a coherent combination of actions that are sustained over time and driven by top management and company culture. Nevertheless, a structured, wellinformed and demanding procurement strategy is an essential part of a sustainable hotel. It is also important to note that stricter government regulation does not need to be accompanied by a mandate on sustainability certifications, although increased adoption of eco-labels might naturally follow tighter regulation thanks to their facilitation of reporting and the other benefits that they offer. Using decision frameworks like the one provided in this chapter, hotels can empower employees in procurement functions to first assess the need for products that are deemed less sustainable, potentially eliminating them entirely before searching for certified options. Indeed, the ultimate objective should never be to obtain a label but rather to meet standards that contribute to a more sustainable world.

Note i Although the term ‘eco-label’ is often used to cover the broad spectrum of sustainability certifications (UNEP, 2022), we sometimes see a distinction between ‘eco-labels’ and ‘social labels’ (UNGM, 2020).

References ADEME. (2022). L’affichage environnemental. https://expertises.ademe.fr/economie-circulaire/ consommer-autrement/passer-a-laction/reconnaitre-produit-plus-respectueuxlenvironnement/dossier/laffichage-environnemental/affichage-environnementalcontexte-objectifs Betterfly Tourism. (2022). L’affichage environnemental des établissements touristiques. www.betterfly-tourism.com/affichage-environnemental-hotels Bodard, G., Huguet, Y., & Moreux, F. (2021). Labels RSE Propositions pour des labels RSE sectoriels destinés aux TPE, PME et ETI. www.strategie.gouv.fr/publications/labels-rsepropositions-labels-rse-sectoriels-destines-aux-tpe-pme-eti Carrington, D. (2014, December 3). Eating less meat essential to curb climate change, says report. The Guardian. https://amp.theguardian.com/environment/2014/dec/03/ eating-less-meat-curb-climate-change Colorado State Government. (2019). House Bill 19–1231. https://leg.colorado.gov/sites/ default/files/2019a_1231_signed.pdf

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Energy Star. (2022). What is Energy Star? www.energystar.gov/about FER. (2019, June 18). Colorado to make Energy Star mandatory. Foodservice Equipment Reports Magazine. www.fermag.com/articles/9407-colorado-to-make-energy-starmandatory Green Key. (2022). Green Key criteria. www.greenkey.global/criteria IHG. (2020). Responsible Business Report 2020. www.ihgplc.com/en/-/media/ihg/files/ responsible-business/2020-reporting/2020_ihg_rbr_-planet.pdf?la=en&hash= FBABACEE5936DB0C8C7E9952C1D26062 Legenvre, H., & Gualandris, J. (2018). Innovation sourcing excellence: Three purchasing capabilities for success. Business Horizon, 61(1), 95–106. 10.1016/j.bushor.2017.09.009 Legrand, W., Sloan, P., & Chen, J. (2017). Sustainability in the Hospitality Industry: Principles of Sustainable Operations (3rd ed.). Routledge. NAFEM (North American Association of Food Equipment Manufacturers). (2022a). Colorado bill to prohibit sale of non-Energy Star certified products proceeds. www. nafem.org/news/colorado-bill-to-prohibit-sale-of-non-energy-star-certified-productsproceeds NAFEM (North American Association of Food Equipment Manufacturers). (2022b). Energy Star updates. www.nafem.org/news/energy-star-updates-2 Rheede, A.V., Blomme, R.J., & Tromp, D.M. (2010). Exploring the adoption of Eco-labels in the Dutch hospitality industry: The impact of government actions and guests expectations. www.researchgate.net/publication/254821328_Exploring_the_adoption_ of_Eco-labels_in_the_Dutch_hospitality_industry_The_impact_of_government_ actions_and_guests_expectations RHG. (2022). Supplier Code of Conduct. https://media.radissonhotels.net/image/ responsible-business/miscellaneous/16256-115895-m23965660.pdf Sustainable Hospitality Alliance. (2020). Environmental Management for Hotels: The Industry Guide to Sustainable Operation. https://sustainablehospitalityalliance.org/wp-content/ uploads/2020/05/Environmental-Management-for-Hotels-7-Purchasing.pdf Sustainable Hospitality Alliance. (2022a). About us. https://sustainablehospitalityalliance. org/about-us Sustainable Hospitality Alliance. (2022b). Responsible Procurement Factsheet. https:// sustainablehospitalityalliance.org/resource/responsible-procurement-factsheet/ UN. (2022). Sustainable consumption and production. United Nations. www.un.org/ sustainabledevelopment/sustainable-consumption-production UNEP. (2022). Eco-labelling. United Nations Environment Programme. www.unep.org/ explore-topics/resource-efficiency/what-we-do/responsible-industry/eco-labelling UNGM. (2020). UN Procurement Practitioner’s Handbook. United Nations Global Marketplace www.ungm.org/Shared/KnowledgeCenter/Pages/PPH2#:~:text=The%20UN %20Procurement%20Practitioner%27s%20Handbook%20%28PPH%29%20is%20a,established%20regulations%20and%20rules%20of%20each%20UN%20organization

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14 Zero Plastic in Hotels Leading question: Is plastic-free the new norm in hotels? Rachel McCaffery, Jo Hendrickx, and Nicolas Dubrocard

Introduction and context The history of modern fossil-fuel-derived plastics began in the early 20th century when Bakelite, the world’s first fully synthetic plastic, was invented in New York. It is no coincidence that the growth of plastic used in manufacturing and the creation of the modern tourism industry both occurred during the 1950s, when resources and investment could be directed to answering the needs of leisure-seeking consumers, rather than those of two world wars. Lightweight, durable and relatively cheap, plastics were something of a miracle material, and people spent their new-found disposable income on modern products that made their life easier. Demand for plastic grew: according to United Nations Environment Program (UNEP, 2021a), it is estimated that between 1950 and 2017, over 9.2 billion tonnes of plastic was produced. More than half of that has entered circulation since 2004. As the consumption of single-use plastic increased over the decades, the impacts became more apparent. In the 1990s, research by Gray (1997) indicated that up to 80% of waste in the ocean was made up of non-biodegradable plastic, and that plastic pollution represented one of the top threats to marine biodiversity. The term ‘microplastic’ was coined by Thompson et al. (2004) to describe the billions of minuscule plastic particles that have been deliberately made for use in commercial products or have resulted from the breakdown of larger plastic products, and that are now being found in marine species and even human blood (Leslie et al., 2022). A major shift in public opinion occurred in 2017 with the launch of the film A Plastic Ocean which graphically documented the impact of discarded plastics on marine life and communities around the world. However, the real game-changer for many was the final episode of the BBC series Blue Planet II, narrated by respected naturalist David Attenborough. Just six minutes of the entire series were dedicated to the impact of plastic on sea life – a turtle tangled in plastic netting and a huge number of albatross chicks deceased or dying having ingested shards of plastic. The graphic and moving footage

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became a lightning rod for campaigners and consumers alike and created what became known as the ‘Blue Planet effect’, decisively shifting public opinion against plastic.

Plastic and tourism In its early days, international leisure travel was defined by wealth and luxury. Inflight meals were of restaurant quality with service to match, with crockery and cut-glass tumblers. As travel became more accessible, costs had to be cut. Out went washable chinaware, and in came cheap, single-use plastic alternatives. Plastics use also grew exponentially in hotels, restaurants and on other forms of transport. For the burgeoning hospitality industry, plastic was safe, portable, hygienic and cost-effective. By the Millennium, a whole host of new items had become ubiquitous in most hotels. In 2017, Travel Without Plastic (TWP) found that a typical ‘resort-style’ hotel with around 250 guest rooms can consume over 500,000 individual pieces of single-use plastic each year. It is the perfect solution to health and safety concerns, replacing breakable materials such as glass around swimming pools to reduce accidents. Once used, single-use products are simply discarded, which makes life easy for staff. Additionally, plastic is so cheap that often no thought is given to the cumulative cost of continually purchasing and discarding it. The consequences of this are now becoming apparent. But researchers and environmental groups have drawn links between global tourism and the plastic problem. The Maldives, where the artificial ‘Trash Island’, Thilafushi, can be found 7 kilometres from Male, is a good example. Here, plastic waste generated by the nation’s tourism industry is dumped, often being burned by low-paid migrants. This is an image in sharp contrast to the paradise portrayed, and shattered the myth that tourists could enjoy whatever they wanted without consequence. A study by the World Wildlife Fund (WWF, 2018) noted that 200 million tourists visiting the Mediterranean each summer drives a 40% increase in plastic marine litter. With 80% of global tourism taking place in coastal areas (UN Global Compact, 2022), the industry is inevitably a large contributor to this pollution. Even away from the coastline, soil samples taken by CGG (2021) from the UK’s Snowdonia National Park in 2020 indicated that in heavily littered areas up to 5% of soil matter was made up of microplastic particles.

Changing attitudes to plastic pollution As awareness of the impacts of plastic pollution increased, it became harder to ignore. A global study by Consumers International (2019) found that 82% of respondents were aware of the problems and were already taking practical actions to tackle plastic pollution. This is supported by more recent data from Ipsos (2022) which reports that an average of 85% of people across 28 countries want to see a reduction in plastic use. The European Union has taken the strongest steps so far in banning the items most commonly found to contribute to marine pollution, including Styrofoam cutlery, plates, cups, cotton buds and balloon sticks. The United Nations Plastics Treaty to end plastic pollution, endorsed by 175 nations in March 2022, has the potential for far-reaching impact.

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A significant number of key players in the travel industry are also taking voluntary action. The Global Tourism Plastics Initiative (GTPI), operated by the United Nations One Planet Network (UN One Planet Network, 2022), is one example. It unites the tourism sector behind a common vision to address the root causes of plastic pollution and enables businesses, governments and other stakeholders to take concerted action, leading by example in the shift towards circularity in the use of plastics. While there is much to be done, the opportunities for positive change are significant.

Plastic use in hotels The way plastic products are used in hospitality varies considerably. For example, some budget hotels in North America have divested of hotel kitchens altogether, meaning there are no food preparation or dishwashing facilities onsite. Most of the food arrives at the hotel pre-packaged in single-use plastic, generating significant amounts of nonrecyclable waste. Hotels operating at high volumes, particularly those aimed at the more affordable end of the market, tend to consume more single-use plastic products in food and beverage operations. Conversely, they are more likely to have cost-effective refillable dispensers in bathrooms. In contrast, higher-end hotels are removing single-use items from food and beverage operations, but continue to provide small-format toiletries, shower caps and slippers, to give an impression of better service. More recently, coffee capsules have become an expectation in premium rooms or at expensive hotels as they also convey a sense of luxury. In a study undertaken on behalf of UNEP and the World Travel & Tourism Council (WTTC) (UNEP, 2021b), bottled water was found to be the biggest contributor to plastic waste in hotels of all styles. Under pressure to reduce plastic, some have switched to glass bottles which are returned to the supplier; however, the emissions from manufacturing and transporting the far heavier bottles are often overlooked. Increasingly, hotels are investing in good-quality water filtration systems, significantly reducing waste and costs, particularly for those that provide water free of charge. Although it is illegal in most countries to charge for tap water, filtered water can usually be sold, enabling hotels to continue to generate revenues. A relaxed approach to single-use plastics is evident across hospitality. Self-catering properties the world over often only provide single-use plastic crockery and cutlery, or welcome packs with wrapped foods, plastic bottles and washing-up cloths and sponges made from synthetic materials. City-centre business hotels house franchised takeaway outlets where they have little influence over how the convenience enjoyed by guests for a few minutes creates waste that may take centuries to break down. Spa facilities can likewise be big consumers of plastic, from single-use cups at drinking fountains to shower caps, shoe coverings and the ubiquitous plastic-soled towelling slippers. Plastic packaging also enters hotels through the value chain, from suppliers of fresh produce, laundry services and cleaning products – who rarely take responsibility for this

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packaging. Although bigger brands can influence change, there are some single-use plastic products for which suitable alternatives are extremely challenging to find, such as piping bags, vacuum packs, cling film (saran wrap) and acetate sheets for high-end patisserie. The scale of the challenge associated with becoming free from single-use plastic is considerable. To be completely free from all plastic is unlikely and undesirable as we will come to explain.

The challenge for hotels There are several common themes when it comes to the challenges hotels face to reduce or eliminate plastic. In some respects, the industry could be said to have ‘made its own bed’ by habituating guests to expect complimentary products such as bottled water or bathroom toiletries. Outdated star ratings or brand standards still require items like shower caps and nail files to be made available, causing direct conflict with the objectives of waste reduction. Guests often take them home as a souvenir ‘just because they are there’, not because they will actually use them. A further obstacle can be resistance to change from hotel managers and staff, and developing new behaviours takes time and discipline. New processes can clash with habits developed over many years of service. Staff are simply doing what they have always done, without questioning why or considering the waste impact. A concerning trend among hotels that are committed to reducing single-use plastic is that many ‘unnecessary’ items are simply replaced with another single-use alternative made from a different material which does not reduce overall waste or address consumption. Despite the unit cost of many alternatives being more expensive, it is a popular strategy because it requires the least amount of effort. A negative consequence of simply switching materials is that the environmental footprint of some alternatives can be worse when all impacts are taken into consideration, even for materials that sound good, such as paper and bamboo. Unfortunately, there is no regulation around the use of marketing terminology used to describe the alternatives to plastic. Phrases such as ‘biodegradable’ or ‘compostable’ plastic sound good, but without separate collection and special treatment facilities, such items will either end up in landfill, incineration or contaminate traditional plastic recycling systems. This is disappointing for hoteliers who realise they have solved one problem, only to create another. Such is the pace of private-sector innovation in response to the demand for alternatives that legislation and public-sector waste infrastructure struggle to keep up, even in developed economies. The outbreak of the COVID-19 pandemic also saw the reversal of the good progress made in transitioning to reusable and refillable alternatives that align more with circular economy principles, driven by hygiene concerns. Face masks, gloves and hand sanitisers

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appeared as the ‘new guest amenity kit’. Despite recognition by the World Health Organization (WHO, 2022) recognising that the use of gloves is not a recommended health measure, many hospitality businesses made them mandatory. But just a few minutes at a hotel buffet shows how ineffective gloves are at preventing contamination. Other changes also appeared to be without logic – for example, the removal of reusable stainless-steel straws for ‘hygiene reasons’, yet the continued use of stainless-steel cutlery, both of which go through the same dishwashing process, or reusable slippers being perceived as unhygienic despite being laundered to the same standards as bathrobes and towels that guests have no problem using. It is the process of cleaning that guarantees the hygiene standards, not necessarily the single-use products themselves. Addressing perceptions of hygiene is necessary to avoid reliance on single-use plastic every time there is an illness outbreak. Hotels also face many challenges when it comes to procuring alternatives. The sheer diversity of the industry means that there is no ‘one size fits all’ solution. Availability of alternatives depends heavily on geographic location, operational sophistication, procurement practices and price. The origin of raw materials and how products are made is also a consideration within wider sustainability objectives and can play an important role in the decision-making process. Despite the challenges, there are many actions that hotels can take to start or accelerate their journey towards being free from (single-use) plastic.

What can hotels do? Ideally, the first step is to identify where and how plastic products are used in the hotel – focusing on a target of five, ten or even just one product to break down the task into manageable chunks. The next step is to redefine which products are ‘necessary’ and identify those which are purchased out of habit or because of a brand standard set some years ago before plastic became such a concern. For example, is a bamboo comb really any better than its plastic alternative if the guest will never use either of them? Does the product add value to their experience? Hotels that are most successful in reducing and eliminating plastic are those that involve their staff in consultations and have a flexible attitude towards change. If brand standards are a challenge, imagine having carte blanche to re-write those standards with waste reduction as a priority. Resetting the focus in this way opens the door to new ways of working. Hotels should listen to any operational concerns and work together as a team to find practical solutions. Identifying waste reduction champions and providing training to engage others across the business will maintain the momentum. Champions should be

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acknowledged and given time to commit to the role; enthusiasm is quickly lost if this becomes an extra responsibility, or they are not given the resources they need to carry out actions. Management should also always lead by example.

Follow the waste reduction hierarchy Having eliminated items that are not necessary, the next step is to replace those which remain with reusable or refillable alternatives. Reusable plastic products are often viable, safe, lightweight, affordable alternatives, and although the switch might require changes in operating procedures supported by good guest communications, the reduction in waste and cost savings are worth it. Not all plastic is bad; it is how it is used and disposed of that can make all the difference. If reusable or refillable alternatives are not viable, single-use products made from materials that are widely accepted for recovery and recycling in your area should be chosen. Products made from mixed materials can be particularly problematic at waste management plants. Alternatively, hotels can work with private waste companies who can collect and process complex materials if they exist in the area. If there are no suitable alternatives, hotels can still play their part by ensuring that any single-use plastic products are responsibly disposed of so that they do not become pollution.

Hotels leading by example Rethinking processes and implementing changes for so many plastic products can be overwhelming, and it may be useful to take inspiration from others. Some hotels implemented plastic reduction strategies even before the issue gained traction in the public consciousness. This approach has been led primarily by luxury hotels in beautiful, natural settings, where disposing of plastic has been a challenge. Jaya House River Park is a 36-bedroom hotel located along the Siem Reap River in Cambodia. The Cambodian tourism industry uses 4.6 million single-use plastic water bottles every month (One Planet Network, 2021). Due to inadequate waste infrastructure, the vast majority end up in the river, landfills, rice fields or the ocean. To address this, Managing Director Christian de Boer pulled together like-minded businesses in the tourism value chain and started to make changes. This ranged from providing suppliers with linen bags and reusable containers to deliver produce, to replacing plastic bottles and amenities with glass and bamboo in guest rooms. They also trained staff and encouraged a change in attitudes and behaviour at home as well as at work. The efforts of Jaya House have encouraged other tourism businesses in the area to follow suit and there are now nine different single-use plastic-free hotels in Siem Reap, ranging from luxury hotels to small guesthouses. In 2019, the Mandarin Oriental Group pledged to eliminate single-use plastics from operations by 2021. They found that just six product types (garbage bags, water bottles, slippers, vacuum bags for food, cling film and bathroom amenities) made up over 80% of

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START HERE Is safe tap water available?

YES

NO

Eliminate bottled water

+

-Disadvantages

Benefi ts

Reduced: waste & costs, transport & emissions, storage & refrigeration.

Lost revenue.

Is the water quality suitable for a water fi ltration system?

YES

NO

Install water fi ltration systems and bottle on site in reusable bottles for sale or for self refi ll

+

-

Reduced: waste & likelihood of litter, long-term cost savings, transport & emissions, storage & refrigeration, maintain revenue stream.

Initial investment, structural & procedure change, customer trust, water wasted by osmosis processes.

Do suppliers of returnable & reusable bottles exist?

YES Large plastic bottles (for return to supplier & refi ll)

+

-

Enhanced circularity, reduced waste, cost & likelihood of litter.

Lost revenue if customers refi ll for free, transport & emissions, storage, heavy to handle, hygiene procedures for guests refi lling own bottles.

NO

Glass bottles (for return to supplier & refi ll)

+

-

Enhanced circularity, Increased emissions premium image, as heavier to reduced waste & transport, increased likelihood of litter. cost, unsuitable for use at pool and beach, heavy to handle.

Does the country have a good recycling system?

YES

NO

Consider switching to different materials, based on life cycle comparison (sourcing of materials, production methods, waste management infrastructure available, etc.). Consider for instance plastic with high recycled content or aluminium.

engage with supply chain to encourage implementation of any of the above and lobby for improved waste management. Catch waste to prevent it from leaking into the environment

Continuously re-assess your situation in line with changes e.g. availability of alternatives, legislation and changes to local infrastructure. Source: UNEP / WTTC

Figure 14.1 Waste hierarchy decision tree for eliminating water in plastic bottles from travel and tourism businesses Source: United Nations Environment Program and World Travel & Tourism Council, 2021b, p. 23

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their plastic waste and committed to removing these. They did not let the pandemic become a reason to halt efforts. In fact, their ‘We Care’ packages for guests included reusable fabric face masks as the Group firmly believes that hygiene standards can be maintained without single-use plastic.

Other tools and resources In addition to being inspired by others, it can also be useful to get help from experts. A range of guides are available that go into varying levels of detail, from the comprehensive ‘Let’s Reduce Single-Use System’ by Travel Without Plastic and the Plastic Guide by Pacific Asia Travel Association, to shorter guides by Futouris and TUI (see Travel without Plastic, 2022; PATA, 2022; Futouris, 2022; TUI, 2019). The Sustainable Hospitality Alliance also publishes simple but effective factsheets (see Sustainable Hospitality Alliance, 2022).

The role of certification Certification is also an option to guide hotels through the processes of implementing change. Most certification systems provide a toolbox to support the improvement of standards and to reduce negative impacts. A visual award or stamp of approval provides a means to demonstrate to guests that the hotel’s achievements have been validated by an independent auditor and it is a great way to motivate hotel teams around a common target. Most international certification schemes understandably cover a wide range of sustainability topics and therefore only a small number of criteria, if any, focus specifically on single-use plastic. To support hotels with a deeper dive into eliminating single-use plastic, the SUP-Free Micro-certification was created in 2020 (SUP-Free, 2022). Micro-certification is defined as a certification procedure targeting a narrow scope of activities, products, services or attributes, providing an assurance that requirements and/ or performance thresholds are met as specified in the standards by the certification body. (Legrand & Dubrocard, 2022). The advantage of focusing purely on one topic, in this case single-use plastic, provides an unparalleled opportunity to address all the aspects of the problem across all operational areas. Key staff are supported throughout the process, benefiting from best practice guidelines, implementation handbooks and direct contact with experts in the field. Several hotels have already achieved compliance with the 141 criteria spread over 12 different categories leaving no stone unturned. Categories are: Children’s club (6), Excursions and shuttle (7), Food and beverage (31), Front office (4), Gardening (4), Guest communication (11), Guest rooms (22), Housekeeping (11), Management (13), Meetings and events (15), Purchasing (10), and Spa wellness (7).

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The prospect of hotels becoming completely free from single-use plastic is possible but being free from all plastic is impossible. Plastic is found in television sets, remote controls, air-conditioning systems, sun loungers, pool filtration systems – even recycling bins are made from plastic. Providing it is responsibly used and disposed of at the end of its life, plastic can be a safe, hygienic, convenient, cost-effective and circular solution. For hotels that have achieved SUP-free status and want to go the extra mile to support more circular solutions or for those whose circumstances still require the use of single-use products, there are other opportunities to contribute to positive change.

Plastic neutrality The plastic-neutral programme by Oceans Integrity invites businesses to measure the volume of unavoidable plastic consumed within their operations (Oceans Integrity, 2022). For every kilogram of unavoidable plastic consumed, a small financial contribution is donated to Oceans Integrity and in return the programme works with fishermen to remove 1.1 kilograms of plastic from the oceans of Southeast Asia and India. This livelihoods approach pays the fishermen a living wage, improves fish populations and puts both the recyclable and non-recyclable plastic to good use. Recyclable plastics are cleaned, shredded and sold to be made into new products; problematic plastics are shredded and used as aggregate to create building blocks to build new homes for fishing families. Without this intervention, fishermen’s catch would continue to be contaminated by plastic and nonrecyclable plastics would be burned openly, creating air pollution and health problems for locals. The programme is audited using blockchain technology, and participating businesses are able to promote their involvement with a plastic neutrality certificate.

The likelihood of plastic-free becoming the new norm for hotels When used over and again as part of a circular economy approach, or as a component of products with a long lifespan such as furniture, hard-wearing storage equipment, electronics and other important pieces of hotel infrastructure, plastic has its place in tourism. With that said, hotels do need responsible ‘end of life’ plans, particularly when a refurbishment takes place, ensuring where possible that these plastics (and any other materials) are recovered and destined for reuse or recycling. Hotels can also prioritise the purchase of plastic products that have a high percentage of recycled content as this gives plastic a value, keeping it in the economy and out of landfills or natural environments. Bearing all of this in mind, it is neither feasible nor desirable that hotels become completely free from plastic. When plastic products are used for a matter of seconds before being discarded, it creates problems for environments and societies; it blights the very places that tourists travel to see and is costly for municipalities to manage. It is the issue of single-use plastic that requires immediate attention.

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Those hotels that respond to public sentiment by consciously moving away from singleuse plastic products will be increasingly popular, and when changes are implemented well, cost savings are likely (both from reducing consumption and by cutting costs associated with waste collection). However, care needs to be taken to ensure that in the quest to be free from single-use plastic, there are no unintended consequences. This means taking the time to understand the impacts of alternatives throughout their life cycles. For example, replacing a small plastic pot of jam with a small glass jar with a metal cap, all of which are disposed of as waste after one use, is definitely not a more sustainable option when all impacts are considered. The hotels that have been most successful in eliminating single-use plastic in the most sustainable ways possible all share things in common. •

•

•

•

They set clear goals and have an unfailing commitment to change, with a clear vision for the future (e.g. free from single-use plastic by 2025), and a clear action plan to achieve it that does not come at the cost of wider sustainability considerations. They have been flexible in changing brand standards and operational procedures to favour waste reduction, writing these into new policies and sharing them with staff and suppliers. They are open to collaboration and actively seek help, advice and support when they need it. They keep up to date with new innovations and build relationships with other businesses that share the same goals – the ‘stronger together’ ethos. They are proactive when it comes to customer communications, using straplines, hashtags, regular social media presence and a clear sense of sustainability identity through written and verbal communications, helping guests to transition from old expectations to new.

When hotels use the expression ‘plastic-free’ they are usually referring to being ‘free from single-use plastic’ which is very likely to be the new norm.

References CGG. (2021, August 23). CGG and Snowdonia National Park Authority identify significant microplastic pollution on summit of Yr Wyddfa (Snowdon). www.cgg.com/ newsroom/news/cgg-and-snowdonia-national-park-authority-identify-significantmicroplastic-pollution Consumers International. (2019). The future of plastic. www.consumersinternational. org/what-we-do/sustainable-consumption/the-future-of-plastic Futouris. (2021, March 12). Futouris publishes guidance on how to reduce (single-use) plastic in tourism businesses. www.futouris.org/en/news/futouris-publishes-guidanceon-how-to-reduce-single-use-plastic Gray, J.S. (1997). Marine biodiversity: Patterns, threats and conservation needs. Biodiversity and Conservation, 6, 153–175. 10.1023/A:1018335901847 Ipsos. (2022, February 22). 8 in 10 (80%) Britons support banning single-use plastics in a global Ipsos survey. www.ipsos.com/en-uk/attitudes-towards-single-use-plastics# :~:text=In%20Britain%2C%2086%25%20agree%20they,a%20global%20average %20of%2085%25

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Legrand, W., & Dubrocard, N. (2022). Micro-certification. In D. Buhalis (Ed.), Encyclopedia of Tourism Management and Marketing. Edward Elgar Publishing. Leslie, H.A., van Velzen, M.J.M., Brandsma, S.H., Vethaak, A.D., Garcia-Vallejo, J.J., & Lamoree, M.H. (2022). Discovery and quantification of plastic particle pollution in human blood. Environment International, 163, 107199. 10.1016/j.envint.2022.107199 Mandarin Oriental Group. (2021, June). Sustainability News. www.mandarinoriental. com/media-centre/press-releases/corporate-global-news-progress-update-oneliminating-sup-june2021 Oceans Integrity. (2022). RIO ocean integrity. https://oceansintegrity.com One Planet Network. (2021, November 14). Interview with Christian de Boer – Jaya House, Global Tourism Plastics Initiative. www.oneplanetnetwork.org/news-and-events/news/ interview-christian-de-boer-jaya-house-global-tourism-plastics-initiative-0 PATA. (2022). PATA Sustainability Projects. Pacific Asia Travel Association. www.pata. org/sustainability SUP-Free. (2022). SUP-FREE Micro-certification. https://sup-free.com Sustainable Hospitality Alliance. (n.d.). Single-use plastics factsheet. https:// sustainablehospitalityalliance.org/resource/single-use-plastic-factsheet/ Thompson, R.C., Olsen, Y.S., & Mitchel R.P. (2004). Lost at sea: Where is all the plastic? Science, 304(5672), 838. 10.1126/science.1094559 Travel without Plastics. (2022). Our services. www.travelwithoutplastic.com/services TUI. (2019). Plastic reduction guidelines for hotels. TUI Group Sustainable Development. www.tuigroup.com/hotel-plastic-reduction UN Global Compact. (2022). UN Ocean Conference, Lisbon, Portugal. www.un.org/en/ conferences/ocean2022/facts-figures UN One Planet Network. (2022). Global Tourism Plastics Initiative, Tools and Resources. www.oneplanetnetwork.org/programmes/sustainable-tourism/global-tourismplastics-initiative/tools-and-resources UNEP. (2021a). Drowning in Plastics: Marine Litter and Plastic Waste Vital Graphics. www.unep. org/resources/report/drowning-plastics-marine-litter-and-plastic-waste-vital-graphics UNEP. (2021b). Rethinking Single-Use Plastic Products in Travel & Tourism: Impacts, Management Practices and Recommendations. United Nations Environment Programme and World Travel & Tourism Council https://wedocs.unep.org/bitstream/handle/20. 500.11822/36324/RSUP.pdf World Health Organization. (2022, March 31). Coronavirus disease (COVID-19): Cleaning and disinfecting surfaces in non-health care settings. www.who.int/newsroom/questions-and-answers/item/coronavirus-disease-covid-19-cleaning-anddisinfecting-surfaces-in-non-health-care-settings WWF. (2018). Out of The Plastic Trap: Saving the Mediterranean Sea from Plastics. http:// awsassets.panda.org/downloads/a4_plastics_med_web_08june_new.pdf

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15 Rewarding Employees for Sustainability Commitment Leading question: Should staff be rewarded for committing to sustainability endeavours? Georges El Hajal

Introduction Sustainable development is one of the key challenges facing today’s hospitality industry that must be attained across environmental, social and governance (ESG) foci (Melissen et al., 2016; Ruiz-Pérez et al., 2021). The concepts of sustainable development and corporate social responsibility (CSR) have been around for decades; in the beginning, experts wondered if they were just a fad. However, recent research suggests that sustainability endeavours are slowly becoming best practice and thus a necessity, a form of strategic differentiation for organisations, and in some cases leading to superior financial performance (Ioannou & Serafeim, 2019). As the COVID-19 pandemic devastated the global economy and changed the world as we know it, many worried that the attention would shift from the sustainability agenda. Nevertheless, as climate anxiety and the chronic fear of environmental doom rose worldwide (Rao & Powel, 2021), business leaders remained focused on developing their ESG agenda across its broad spectrum, as evidenced by KPMG’s 2020 CEO Outlook advisory report (KPMG International, 2020). Business leaders understood that they could not win over investors without integrating ESG efforts into their strategy and operations (Serafeim, 2020). Today, the correlation between sustainability endeavours and economic performance is becoming more evident (Whelan & Douglas, 2021). COVID-19 has also, unexpectedly, reduced carbon emissions and the environmental impact of millions of employees who suddenly did not have to commute daily to and from work and instead switched to working from home or were involved in remote or

DOI: 10.4324/9781003218425-17

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hybrid working to some extent. Joint research between the California Institute of Technology (Caltech) and the National Aeronautics and Space Administration (NASA) showed that the pandemic and the resulting limitations on travel around the globe drastically decreased air pollution and greenhouse emissions within just a few weeks (Lee et al., 2021). Embracing these new trends of working brings significant and sustainable benefits, and the pandemic has shown that there is potential for organisations to do more. The deterrence hypothesis states that imposing a penalty while leaving everything else the same will diminish the recurrence of the fined behaviour (Gneezy & Rustichini, 2021). On the other hand, intrinsic and extrinsic rewards substantially impact job satisfaction and organisational commitment (Lazear, 2000). While some authors believe that monetary incentives are crucial in increasing employee effort, others argue that organisational support influences the employee’s attitude. Employee expectations for incentives must be consistent with the benefits offered by the organisation; otherwise, employees may develop a conflicted attitude toward their jobs and demonstrate unhappiness with their organisations (Mangione & Quinn, 1975; Probst & Brubaker, 2001).

The role of the HR function Committing to sustainability endeavours is made clear through an organisation’s approach to sustainable human resources management. Sustainable HRM, the set of people management behaviours, strategies and culture that contribute to improving employees’ quality of life (Dupont et al., 2013), has for the past decade been receiving much attention as the need for organisations to be more sustainable and contribute to global sustainable development has grown. Nevertheless, sustainable HRM processes are ill-defined, and methods are uncertain. Thus, Common Good HRM (Aust et al., 2020) is becoming the new paradigm where organisations start contributing to broader society to help tackle significant challenges (e.g. poverty and climate change) by providing good employment opportunities and ensuring good working conditions in their supply chains. Investing in community relations efforts leads to high corporate citizenship performance, and some research has shown that a high corporate citizenship performance is directly linked to higher dividend payouts for shareholders (Cheung et al., 2018). For more than a decade, researchers have identified that the human resources (HR) function plays a pivotal role in embedding sustainability endeavours in all areas of the business (Brauer, 2011; De Stefano et al., 2018; Harris & Tregidga, 2012; Priyadarshini, 2020; Ren & Jackson, 2020; Rimanoczy & Pearson, 2010). HR professionals ensure that the ESG agenda is embedded in the HR strategy, people management policies and practices, including by developing their managers’ capability and encouraging organisational learning in corporate responsibility. They also ensure an alignment between organisational strategy, values, culture and business activities (Ballinger et al., 2013). HR professionals collaborate with all stakeholders to commit to the ESG agenda; however, the question remains: should they reward staff for committing to sustainability endeavours, and if so, how?

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Employee perceptions Many factors influence employee engagement in CSR activities; among others, the employee perception of a weak CSR culture plays a significant role according to Slack et al. (2015). In their book, The Three Levels of Sustainability, Cavagnaro and Curiel argue that sustainable development starts and ends with people. Their ideas are framed around a holistic multilevel and multidimensional inside-out approach to sustainability, the Three Levels of Sustainability or TLS framework (Cavagnaro & Curiel, 2012). As per Cavagnaro and Curiel, acceptance of values beyond the material values related to the individual opens up the way for values related to others and the universe, thus transforming all individuals into leaders with unique ways of contributing to sustainability from a threelevel and a three-dimensional approach: ‘care for me, care for me and you, and care for all’ (Cavagnaro & Curiel, 2012, p. 250). At the heart of an organisation, employees are involved, contribute to and react to an organisation’s evolving social consciousness (Greening & Turban, 2000). These employees usually make different judgements about their employers’ CSR efforts; their perception provides evidence regarding acts of social responsibility or irresponsibility on the part of the organisation and the fulfilment of the employees’ psychological needs. This perception can trickle down to influence employees’ subsequent attitudes and behaviours. Research demonstrates that employee attitude and behaviour is heavily influenced by how fair they consider their organisation’s actions (Rupp & Cropanzano, 2002). Employees base themselves on the fairness of their perception of organisational leaders in order to decide if they are trustworthy or not. Perceptions are built on outcomes, procedures and interpersonal treatment received, focusing particularly on how the employees feel they are being treated. Cropanzano et al. (2002) noted that all aspects of CSR are universal norms of interpersonal conduct, and people have an automatic morality-driven response upon witnessing any malevolence or irresponsible acts. Even when they are not the victims, employees may have an adverse reaction towards perceiving a corporate injustice, as the action implies a misalignment with their values and a threat to their psychological needs (Rupp & Cropanzano, 2002). Rupp et al. (2006) proposed that employees distinguish between perceiving two types of CSR: procedural CSR, the social concerns embedded in the organisation’s policies and procedures, and distributive CSR, which might result from such policies and procedures. The perception of procedural and distributive CSR shapes employees’ overall perception towards an organisation’s level of accountability and responsibility, and the extent to which it upholds moral and ethical standards. There is a positive relationship between employee motivation, engagement and involvement in CSR activities (Mozes et al., 2011); thus, organisations need to enhance the employees’ perception of CSR (Oh et al., 2021). Primarily, the attractiveness of an organisation is affected directly by the employees’ perception of its CSR (Greening & Turban, 2000). Employees’ perception of CSR influences their emotions, attitudes and behavioural responses, which will, in turn, significantly impact the organisation. Also, employees’ acts of anger and revenge are a consequence of perceived organisational injustice and irresponsibility (Rupp et al., 2006); equally, meta-analytic evidence shows positive reactions to perceived organisational justice, such as job satisfaction, organisational commitment and

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organisational commitment citizenship and job performance (Cohen-Charash & Mueller, 2007; Colquitt et al., 2001). Whenever organisations show increasing or decreasing concern for their broader social impact on society, and given that these concerns are significant to their employees, systematic change might be detected in their employees’ wellbeing, job attitudes, affective commitment and even their willingness to make sacrifices in order to support the greater-good experience (Rupp et al., 2006).

Rewards Employee rewards are financial and non-financial elements, tangible or intangible, provided by an organisation intentionally or unintentionally as part of a total reward system and to which employees attach a positive value as a satisfier of a personal need (Shields et al., 2020). Incentives and rewards are essential elements in attracting, retaining and engaging employees. An essential part of an organisation’s people management practices, reward management systems are put in place to motivate employees and increase their performance (Armstrong, 2019; Cotton, 2021; van Herpen et al., 2005; Shields et al., 2020; Yang, 2008). Research conducted by the Chartered Institute of Personnel and Development (CIPD) between September and October 2020 of 420 reward professionals from the private, public and voluntary sectors from organisations of all sizes concluded that organisations need to adopt a flexible and dynamic rewards system that reflects the diverse and changing needs of the talent pool and people’s constantly changing perception of their own value or contribution. The report made recommendations for employers to set out a flexible reward strategy: first, explore, test and establish the best reward design to interpret available people and business data; second, encourage employees and line managers to provide feedback on any new reward approach; third, invest in technology and training for people required to run and manage reward systems; and lastly, consider the organisation’s strengths and weaknesses and decide on the ability to develop reward strategies internally or buy them from different providers (Lupton et al., 2015). When setting a reward strategy, it is beneficial to apply individual aspects of behavioural science in the corporate environment (Hirsch, 2021). For example, according to the effort–reward imbalance (ERI) model, employees take the strategic decision to accept highcost and low-gain conditions if they anticipate career advancements or future rewards (Siegrist, 1996). Employee overcommitment also has detrimental effects on employee health and should be reduced; employees should be provided with good working conditions that emphasise non-financial rewards (Avanzi et al., 2014; Oren et al., 2017).

Rewards and sustainability Research on the rewarding of commitment to sustainability endeavours has been scarce and has focused primarily on the effectiveness of such rewards on business leaders rather than rank and file (Merriman et al., 2016). Nevertheless, scholars have highlighted reward systems as a critical element for implementing sustainability initiatives (Daily & Huang,

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2001; Ramus, 2002; Varney, 2016). Accenture, a Fortune Global 500 company, published a study in 2019 of more than a thousand top executives and found that 95% of business leaders maintained they were committed to their company’s ESG agenda, while only 72% of these companies tied rewards and incentives to sustainability endeavours (Gupta et al., 2019). A report of complementary research projects conducted by masters students at the Cambridge Institute for Sustainability Leadership and the University of Michigan’s Erb Institute revealed that rewards are not widely used for sustainability goals and, when used, result in lower performance levels in comparison to results of non-sustainability goals (Baretto et al., 2020). Nevertheless, research has shown that incentives and rewards are practical tools to help achieve strategic and financial objectives. When implemented correctly, well-built and well-integrated incentives and rewards improve individual performance, and team incentives positively impact business outcomes (Peterson & Luthans, 2006). Performance is based on extrinsic and intrinsic motivation; thus, a well-designed reward can induce a specific type of motivation that an organisation requires (Deci et al., 1999). This same study by Deci et al. also showed that introducing extrinsic rewards lowers significantly intrinsic motivation. While extrinsic motivators include a salary increase, additional benefits and bonuses, intrinsic motivators include job satisfaction and enjoyment, the joy of teamwork, satisfaction derived from the job itself, the challenges, feeling the pride of belonging to the company and other positive, non-monetary rewards (Ryan & Deci, 2000). While the work itself implies extrinsic rewards, employees’ perception of sustainability endeavours is more related to intrinsic motivation (Grimstad et al., 2020). The GiveBack programme by Pactiv Evergreen is an example of a reward programme built on an intrinsic motivator. Pactiv Evergreen is the largest fresh food and beverage packaging manufacturer in North America, with 15,000 employees. On April 21, 2021, the company announced the programme GiveBack, rewarding community engagement for employees and their families across Canada, the United States and Mexico. The programme offers grants to support sustainable communities based on environmental, economic or social considerations (PR Newswire, 2021). Focusing on extrinsic motivators, BNY Mellon, a US-based corporate investment banking company, managed to generate $3.1 million in annual savings prompted in part by internal incentives tied to job evaluations, raises and bonuses for employees and teams that find ways to reduce energy costs (Button, 2011). Scholars today stress the role of intrinsic employee motivation in today’s work environment where traditional incentive and reward systems have reached their limits and become ineffective (Kuvaas et al., 2017). A recent study shows that CSR activities at an organisational and supra-organisational level positively impact employees’ intrinsic motivation while not affecting extrinsic motivation (Kunz, 2020). Equally, intrinsic (ethical and unselfish) motivation induces a more substantial involvement in CSR than extrinsic motivation (financial) (Graafland & Mazereeuw-Van der Duijn Schouten, 2012; Graafland & van de Ven, 2006).

Conclusion When deciding if staff should be rewarded for committing to sustainability endeavours, many variables should be considered. HR professionals will have no quick answer to

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finding a balance between intrinsic and extrinsic motivators. Even if scholars have identified the importance of intrinsic motivation on employee engagement in CSR activities, HR professionals should ensure they provide good material working conditions, including paying fair salaries and providing competitive monetary rewards.

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16 Attracting Talent through Sustainability Leading question: Does sustainability help attract and retain talent? Ralf Burbach, Julia Lenz, and Stefan Jooss

Introduction Sustainability and the attainment of global sustainability is critical not just for the planet but also for the survival of hospitality organisations, whose key stakeholders – above all, its customers and its employees – place an increasing value on sustainability. It seems therefore a reasonable assumption that sustainable business practices have a positive effect on talent attraction (Magbool et al., 2016). At the core of sustainability lies the strategic management of scarce resources. The single most important resource for a hospitality organisation is its talents and the knowledge, skills and abilities they possess (Johnson et al., 2019). Yet the hospitality industry worldwide has long suffered a losing streak as far as the global war for talent is concerned, largely due to its poor reputation caused frequently by poor working conditions (Baum, 2019; Johnson et al., 2019). Moreover, as Brannon and Burbach (2021) argue, the dynamic nature of many of the employment relationships, which often encompass temporary contracts, make it difficult to establish sustainable talent pipelines for these organisations. Furthermore, the global COVID-19 pandemic once again highlighted the precarious nature of employment in the industry as well as the unsustainable way in which hospitality organisations have approached talent management. Thus, it is evident that hospitality firms must adopt more innovative and sustainable approaches to managing their talent. Therefore, the aim of this chapter is to shed light on how organisations can sustainably develop their talent pipelines. This chapter engages in a critical debate to ascertain if and how sustainable talent management practices can help to attract and retain talent, which is a similar point made also by Brannon and Burbach (2021), who focus on common talent pools across several collaborating firms in lieu of firms’ specific talent pools as a sustainable mechanism to attract and retain talent. Firm-specific talent pools

DOI: 10.4324/9781003218425-18

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describe a group of employees who meet certain characteristics, often in relation to perceived performance and potential (Jooss et al., 2021a; Tansley & Tietze, 2013). The extant literature suggests that a clear talent management strategy creates a path to better talent recruitment, retention and engagement in the hospitality industry (Christensen Hughes & Rog, 2008). But to what extent are these or can these strategies be sustainable? As part of this debate, we will explore a range of different approaches, which, if adopted, ultimately can assist firms in creating sustainable talent pipelines. This chapter will first introduce the concepts of talent and talent management before providing some insights into sustainable talent management, including a number of innovative and sustainable talent practices. Specifically, we highlight the need for more diverse and creative talent, emphasise the critical role of employer branding and employee value propositions, and offer an alternative to the competition narrative in talent management, introducing coopetition as a strategy to manage talent challenges in the industry. Finally, the chapter will offer some concluding remarks.

The meaning of talent and talent management In order to unravel whether sustainable talent practices can lead to better attraction and retention of talent, we must first understand the meaning of talent. That in itself is a major undertaking, and various research has highlighted the issues associated with conceptualising talent, especially in large hospitality firms (see e.g. Jooss et al., 2021b; Jooss et al., 2019). Kravariti et al. (2022), in their systematic literature review of talent management pertaining to the tourism and hospitality industry, found a lack of conceptual clarity surrounding both the meaning of talent and talent management. Nevertheless, several authors have highlighted the unique nature of talent and its critical importance in the hospitality industry for providing memorable guest experiences (Baum, 2008; Bharwani & Butt, 2012; Bharwani & Jauhari, 2013; D’Annunzio-Green, 2018; Horner, 2017; Ramdhony & D’Annunzio-Green, 2018). However, there appears to exist a dichotomy between the evident centrality of talent to service excellence (Kusluvan et al., 2010) and the manner in which talent is treated frequently in the industry (Baum, 2019; Curran, 2021; Sheehan et al., 2018), which has resulted in the often-reported poor perception of the industry. This situation was compounded by the COVID-19 pandemic (Baum et al., 2020). Nevertheless, it is commonly accepted that talent refers to those individuals in an organisation who display high performance and/or potential (McDonnell et al., 2017) and which, as a result, can be conducive to improving organisational performance (Cappelli & Keller, 2017), which itself is a product of service quality in the hospitality industry. Thus, it seems obvious that sustainable (i.e. viable) talent practices will result in lower staff turnover, higher staff satisfaction and increased business performance. Notably, the manner in which talent is viewed in an organisation often hinges on the type of approach an organisation takes. Gallardo-Gallardo et al. (2013) distinguish between the object approach, which refers to certain desirable characteristics of employees (e.g. innate abilities, mastery of developed

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skills, fit, commitment), and the subject approach which equates talent to people, taking an inclusive (i.e. all employees) or exclusive (i.e. a subset of the employee population) approach. Considering the significant talent shortages in the industry, combined with its poor perception, it is evident that a highly exclusive approach is not sustainable within the context of a very finite and dwindling resource. In contrast, adopting a more inclusive perspective offers many advantages, including increased employee engagement and motivation (Buckingham & Vosburgh, 2001). However, by fostering and developing all employees, the inclusive approach may also add significant costs to a business and lack strategic focus on pivotal positions (Collings & Mellahi, 2009). From a strategic point of view, this renders the inclusive approach less attractive to hospitality firms where labour costs already represent one of the main operating costs. In the hospitality context, talent management is described as the attraction, development and retention of talent as it enters and passes through an organisation (Hughes & Rog, 2008; Kravariti et al., 2022). Talent management is frequently described as a mindset that must be embedded within the strategy of an organisation (Baum, 2008; D’Annunzio-Green, 2018; Garavan et al., 2021). However, as Garavan et al. (2021) argue, a universal approach to strategic talent management – that is, the focus on human capital, valuable resources and competitive advantage – does not exist and is contingent on a broad range of contextual factors (e.g. type of organisation, region, sector, size, etc.). Additionally, talent management and its sustainability in the sector is also affected by the changing nature of employment (Brannon & Burbach, 2021), diversity and inclusion initiatives, as well as generational factors that may affect the level of commitment of employees (Festing & Schäfer, 2014; Lub et al., 2012; Shulga & Busser, 2019), among other issues. The latter point is a critical one if we consider that most organisations adopt a one-size-fits-all approach (i.e. a unitarist perspective) to talent management, while Generation Z employees are by nature far more individualistic (Self et al., 2019). Therefore, talent management in the hospitality industry must be far more pluralistic in pursuance of sustainable talent development (Devins & Gold, 2014). Many organisations set up internal talent pools, which are replenished through an organisation’s talent pipeline, to streamline the flow of talent through an organisation (Jooss et al., 2021a). These talent pools are made of those employees whom the organisation identifies as talent (Mäkelä et al., 2010). One organisation can establish several talent pools for different roles, levels or locations. These talent pools are dynamic since their setup can be affected by changing business needs (Jooss et al., 2021a). Talent pools can be inclusive (when all employees are considered talent) or exclusive (when only certain employees with certain characteristics are deemed to belong to a talent pool). Ultimately, we argue that a differentiated approach, which takes into consideration the strategic needs of the organisation with a focus on pivotal positions and high performers and high potentials, as well as the need for development and growth opportunities for all employees, is required for sustainable talent pipelines in the hospitality industry.

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Sustainability in the context of talent management What does sustainability actually mean in the context of talent management? It may not come as a surprise that existing research on sustainable talent management is limited. Most organisations have been so busy trying to engage in the war for talent that the question of developing a sustainable approach has, perhaps, for most organisations, simply not yet arisen. Therefore, we must, at this point, take a brief detour and delve into the extant sustainable human resource management (HRM) literature, although an indepth review of the same would be far beyond the scope of this chapter. Calls for more sustainable HRM practices and systems largely originate in the drive for corporate sustainability. However, the sustainable HRM literature espouses a large number of models and typologies, each with its own merits and drawbacks (see e.g. De Prins et al., 2014; De Stefano et al., 2018; Dyllick & Muff, 2016; Järlström et al., 2018; Macke & Genari, 2019; Podgorodnichenko et al., 2020; Stankeviciute & Savaneviciene, 2018). Others feel that current perspectives are too narrow and argue for a multidimensional and multistakeholder viewpoint (Stahl et al., 2020). Given the multiplicity of perspectives Aust et al. (2020) argue that different types of sustainable HRM literature can be evaluated alongside four dimensions in terms of the context and components of sustainability. These are: an organisational perspective, sustainable HRM inputs, sustainable HRM processes and sustainable HRM outputs. They categorise sustainable HRM activities as one of four types. The first type refers to socially responsible HRM and is often aligned with the corporate social responsibility strategy of an organisation. The second type, green HRM, focuses on attaining environmental sustainability designed to engender the ecological awareness of employees, which in turn would make the organisation ‘greener’ (Renwick et al., 2013 in Aust et al., 2020). Triple bottom line HRM, the third type, centres on the concurrent goals of economic, environmental and social purposes of HRM. However, critics highlight that some organisations may pay lip service to sustainable HRM in the interest of corporate social responsibility (CSR) reporting and shareholder value (Ehnert et al., 2016) or indeed to improve their organisational reputation to attract talent (Jain & Bhatt, 2015). Finally, common good HRM goes beyond CSR to focus also on the broad impact of these HR practices in terms of fairness, equity, trust, employment security, workplace representation and the psychological contract (Aust et al. 2020).

The building blocks of sustainable talent management An investigation of these categories of sustainable HRM reveals that none of those actually captures the essence of managing talent in a sustainable manner – that is, to ensure a continuous flow of talent into and throughout the firm to fill pivotal roles in the future (Mohapatra & Sahu, 2018). Anlesinya and Amponsah-Tawiah (2020) argue that the key tenets of a responsible and sustainable talent management model should comprise inclusivity, CSR, fairness and equal employment opportunities. The sustainable talent

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management development model conceived by Devins and Gold (2014), which is both inclusive and pluralist in nature, offers a number of suggestions. Devins and Gold (2014) purport that hospitality firms must balance their interest in attaining economic benefits from their talent with the need to foster social capital in the organisation. Like Thunnissen et al. (2013), Devins and Gold (2014) assert that a broader multilevel multi-value approach to talent management will lead to greater added talent value. Moreover, hospitality firms ought to be more inclusive to place a greater emphasis on their low-skilled employees (Johnson et al., 2019), who make up a large proportion of their workforce, by, for example, optimising return on investment in training to reduce cost or offering better career opportunities. Furthermore, hospitality organisations must learn to appreciate the link between learning, training and development and service delivery in this industry (Devins & Gold, 2014). Finally, Devins and Gold (2014) propound that hospitality firms must collaborate with others to participate in ‘skills ecosystems’ and realise what the impact of their talent practices are on society at large. This is similar to a point made by Brannon and Burbach (2021) who posit that the actions of some industry players can spoil the overall talent pool available to an organisation by further diminishing the reputation of the industry. Sustainable talent management, therefore, must have a clear focus on the needs of the employee (while also meeting the needs of the organisation). This is echoed by King (2017), who advocates that sustainable talent management is contingent on a strong talent system and strategic climate for talent whereby climate refers to the ‘individual-level psychological climate’, while the success (measured in terms of their sustainability) of talent initiatives hinges on the perceptions of employees of strategic talent management (King, 2016). However, King (2017) fails to clarify what the term ‘sustainable’ stands for. Sustainable talent management must entail development opportunities and career paths for employees (Murillo & King, 2019). Training and development have been identified as key components of talent management processes in general (Garavan et al., 2012) and hospitality and tourism in particular (Johnson et al., 2019). An excellent way to provide opportunities for learning, training and development is mentoring initiatives that foster both human and social capital within the organisation and will lead to better talent retention (Gannon et al., 2021; Self et al., 2019). Mentoring initiatives are also proven to promote gender equality in the hospitality sector (Dashper, 2020). Research has found that more innovative talent practices are not only more sustainable, but will also improve the overall outcomes of the individual talent initiatives such as recruitment, training and development and retention, while also displaying a greater cognisance of generational preferences (Chang & Werther, 2021). Chang and Werther’s (2021) research analysed the key attributes of the winners of the Hospitality HR Awards in Germany. In general, the winners of the awards were not the large chains, which highlights the fact that organisations do not necessarily have to be large or well-resourced or have a HR/talent function, which is frequently cited as a main barrier to implementing talent management strategies (D’Annunzio‐Green, 2008). Sustainable and innovative talent practices do not have to be expensive or resource intensive. Simple measures such as speeding up and simplifying the hiring processes, integration of asylum seekers, recruitment movies, casting shows, train-the-trainer programmes or paid leave for learning activities can have a huge impact on the attraction and retention of employees.

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Chang and Werther’s (2021) research also provides examples of collaboration with colleges and with other hotels to attract talent. This is a key point, which we will return to later. These innovative practices also provide mechanisms and platforms to ameliorate organisations’ brand image and employer brand, and can lead to greater diversity in the workforce. In addition to this set of practices linked to more sustainable practices, we now elaborate on three aspects: diverse and creative talent, employer branding and value proposition, and coopetition.

Diverse and creative talent Achieving greater equality and diversity is an absolute must in the hospitality industry, which by its very nature should embrace these concepts. In essence, a more diverse workforce attracts a more diverse customer base, improves the organisation’s image, fosters cross-cultural understanding and collaboration and idea generation (Yap, 2017), which will lead to improved organisation performance (Singal, 2014). Yet a number of studies report ongoing issues in this regard (Gehrels & Suleri, 2016). Greater equality and diversity can only be achieved if hospitality firms adopt an approach that considers the development of their entire workforce, considering individuals’ unique talents. We already alluded to the critical importance of service quality in customer satisfaction in the hospitality industry. Ironically, few, if any, hospitality firms have focused on their talent as ‘individual creative talent’ (Kulichyova et al., 2021). The creativity of employees is a key requirement for hospitality employees if we take chefs as an example. This approach is very much aligned with the individual pluralistic approach we alluded to above. Key to fostering this individual creative talent is the establishment of the physical and social environment, bottom-up decision-making processes (something that the hospitality industry is not known for) and a culture that enables creative skills to develop (Kulichyova et al., 2021).

Employer branding and value proposition There is a clear link between a hospitality organisation’s ability to attract and retain highquality talent and its employer brand (Christensen Hughes & Rog, 2008; Iles et al., 2010; Ilyas et al., 2019). Key to developing the employer brand is to create a firm’s employer value proposition (Chang & Werther, 2021; Davern, 2021). However, this is easier said than done. Minchington’s (2017) employer branding ecosystem illustrates just how complex it is to establish a sustainable employer brand. The employer brand ecosystem consists of a range of, often dynamic, factors. These include trends in the political, social, environmental, technological, economical and legal environment; the sector and influencers within that sector (which wield significant influence on social media, particularly in the tourism and hospitality sector); the employer brand attributes, which consist of operational and strategic aspects; the talent life cycle; the assets which make up the employer value proposition; as well as the various physical and virtual representations of employer brand equity. In many ways, sustainable employer branding must be developed in the same manner as the resource-based view of the firm suggests (Barney et al., 2001). Therefore, the employer

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value proposition (EVP) must be valuable, rare, inimitable (and developed over a long period of time) and receive high-level organisational support. That is what will make an organisation’s EVP unique. First and foremost, however, organisations need to get the basics right (Davern, 2021) – that is, they must focus on their pay levels, training and development, promotion, recruitment practices, fairness and trust, work–life balance etc.; in other words, all of the sustainable talent practices we alluded to above. Sustainable talent management initiatives should include measures to support the work–life balance of employees (Chang & Werther, 2021; Deery, 2008). The poor rostering and long working hours in the hospitality industry have been identified as potential health issues (McNamara et al., 2011) and must be addressed to improve talent retention. In general, better working conditions including pay and rewards will improve organisational performance and the employer branding of the organisation (Sheehan et al., 2018). However, the evidence suggests that many organisations fail to get even the basics right (Baum et al., 2020; Curran, 2021).

Coopetition Many small hospitality operations lack the knowledge, resources and skills to focus on their talent, and many talent-related activities occur on an ad hoc need-driven basis (Chung & D’Annunzio-Green, 2018; Krishnan & Scullion, 2017). Therefore, and because existing approaches to managing hospitality appear to have been largely unsuccessful, some authors have suggested that competing hospitality firms should resort to coopeting with one another (Jooss et al., 2022) to establish what may be referred to as interorganisational talent pools (Lenz et al., 2021) or common talent pool resources (Brannon & Burbach, 2021). Coopetition describes the concurrent activities of cooperation and competition between firms with a view to overcoming potential resource shortages and capitalising on the combined knowledge and expertise of coopeting firms (Bengtsson & Raza-Ullah, 2016). Coopetition has been practised for many years in other industries, but it is a novel concept in talent management, particularly in the hospitality industry. Naturally, the dynamic process of managing the alignment of competing firms for a common purpose (Bengtsson & Johansson, 2012), which consists of multifaceted relationships, may give rise to ambiguity, role conflicts and potential tensions, contradicting interests or mistrust among the coopetition partners (Tidström, 2014). Despite the complexities involved, coopetition enables firms ‘to cooperate with competitors in a mutually beneficial arrangement that results in higher potential benefits for both companies’ (Mercer, 2015, p. 2).

Conclusion The discussion above has presented various ideas and evidence to suggest that sustainable talent management practices can pave the way for more sustainable talent pipelines and thus the improved attraction and retention of talent into hospitality firms. Specifically, we presented three directions for sustainable talent practices in the hospitality industry: (1) creative and diverse talent, (2) employer branding and value proposition, and (3) coopetition. In the first instance, hospitality firms ought to identify clearly what they consider to be talent and ensure that there is a shared view of what that is across the

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entire organisation as a lack of clarity will derail any efforts to establish a meaningful talent management process (Jooss et al., 2019). This includes key decisions around the type of talent pools, the type of approaches to managing talent (subject or object approach) and the focus of talent activities (pluralist or unitarist) the organisation wishes to employ. Our discussion demonstrates that to be sustainable, talent management should be pluralistic in nature, considering a diverse set of talent. Second, hospitality firms ought to assess their own capabilities and needs and select and develop their own set of unique talent practices (or indeed clusters of unique practices among coopetition partners), which are based on a solid employer value proposition. For an effective employer brand and value proposition, we re-emphasise the importance of getting the basics right (i.e. the basic terms and conditions) before developing more innovative and sustainable talent practices. Sustainability in managing talent requires opportunities for individuals to grow and a mindset shift from a temporary job to a career among employees. Finally, where organisations struggle to attract, develop and retain talent, coopetition can potentially be an alternative that allows for more sustainable pipelines in the industry, which then also benefit the individual participating firms. As the literature on sustainable talent management is rather limited, we define it here as the composite of long-term-oriented talent practices which will secure an organisation’s talent pipeline and will result in sustained improvements in attracting, developing and retaining talent. There are many examples of excellent and very sustainable talent practices in the hospitality industry, which do not have to be resource intensive (see e.g. Chang & Werther, 2021). Therefore, it is incumbent upon the hospitality industry and its representative organisations to promote sustainable talent management, which, in turn, will improve the reputation of the industry. Otherwise, the hospitality industry will continue to struggle to attract and retain pivotal talent.

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PART

III Hospitality Strategies, Metrics and Stakeholder Participation Part III opens the discussion to strategic issues related to reporting and marketing sustainability, engaging guest and employees and fostering stakeholder relationships, and concludes on the ever-evolving purpose of hospitality. Each chapter provides an overview of the importance of the topic followed by a clear answer to the leading question supported by industry examples or proven solutions.

DOI: 10.4324/9781003218425-19

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17 Green Teams and Unlocking Collective Intelligence Leading question: How can green teams be made to flourish? Bastienne Bernasco and Franziska Altenrath

The promise of green teams In the tourism and hospitality industry, there is great but untapped potential to boost sustainability action, if organisations are willing to support dedicated teams to realise strategic green ambitions. This chapter presents green teams as a powerful human-based and essentially ecological, networked approach. Success factors for companies are put forward to start up this process and bring it to fruition. These success factors are grounded in business practice. Methods to support green teams in the innovation process of building relevant knowledge and expertise are explained from the perspective of learning sciences. Finally, ways to facilitate green teams are proposed. The current climate crisis generates global and local impacts on an unprecedented scale, urging us to respond. In the current decade, regeneration of our ecosystem is the most urgent imperative for governments, organisations and citizens. We know that climate change has already disrupted human and natural systems. Prospects for climate-resilient development are increasingly limited if current greenhouse gas emissions do not rapidly decline, especially if 1.5°C global warming is exceeded. These prospects are constrained by past development, emissions and climate change, and enabled by inclusive governance, adequate and appropriate human and technological resources, information, capacities and finance (IPCC, 2022). Nature conservation experts recognise that ‘the current suite of global problems are interconnected and interdependent; none of them can be understood and addressed in isolation’ (IUCN, 2022). Organisations need green teams because they bring collective intelligence to a systems approach to rescue life on our planet. The global tourism and hospitality industry should

DOI: 10.4324/9781003218425-20

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play a leading role in committing resources and capacities to climate resilience, because it is responsible for, and particularly sensitive to, degradation of natural ecosystems (WTTC, 2021). The industry cannot act on its own: it is called on to cooperate with other system players to combat climate change. These interdisciplinary and cross-sector approaches are now broadly directed by the United Nations (UN) Sustainable Development Goals (SDGs). However, the commitment of leading hotel brands to the SDGs varies greatly in terms of adoption, interpretation, prioritisation, measurement and reporting, and in terms of handling tensions between business goals and sustainability. Effective integration of SDGs may be within reach if hotels adopt a more comprehensive approach to handling these issues (Jones & Comfort, 2019). Pragmatically, conventional plan–do–check–act (PDCA) cycles are useful in structuring efforts towards sustainability. It seems rational to align SDGs with company goals, translate them into smart goals, measure, report, communicate and adjust them in regular management processes. But managing sustainability is never straightforward, with constant trade-offs between advantages and drawbacks of available methods. Implementing sustainability is all about conflict; opposing interests and underlying tensions often generate real ethical dilemmas that are characteristic of sustainable development, and they need to be acknowledged before they can be resolved. Green performance requires strategic engagement with stakeholders at system level (Konadu et al., 2021). Investors are legally obliged to take environmental, social and governance (ESG) criteria into consideration when investing in real estate. Legislators determine environmental regulations and standards. Non-governmental organisations, local citizen groups, academics and students raise issues, demand positive action and carry out research, harnessing ideas and solutions. Customers expect transparent eco-positive services and behaviours. Job seekers are attracted by employers with an authentic green ethos. For employees, adopting smart environmental practices can build awareness, knowledge and skills, which in turn motivates green behaviour and the willingness to implement environmental activities benefiting the organisation (Pham et al., 2019). If these stakeholders are represented in green teams, they have the capacity to feed change within and across the system: by formulating a shared mission based on influential perspectives, by trying to resolve opposing interests and by integrating them into longterm acceptable ideas. Considering the above, green teams seem a particularly effective way to respond to multisided, multi-stakeholder issues and to identify most pressing issues for sustainability. The primary purpose of these teams must be learning. Enhancing the ability of the team to deliver green solutions enhances their performance, because it motivates staff and provides them with opportunities to achieve success (Pham et al., 2019). Embedded in a supportive ecosystem, green teams should be able to generate missionbased projects to create sustainable practices, if they are fuelled by expert knowledge and skills. Access to sources of knowledge should be organised to ensure that intelligence is harvested from different domains; staff, suppliers, investors, guests and academia can feed the team with relevant insights to boost innovation.

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Current state of green teams The stream of sustainability springs where the rock breaks: when organisations notice how global crises disrupt the business model. Symptoms may be supply chain stresses, increased legislative pressures, rising costs of key resources or degenerated natural landscapes in tourism destinations. Effective recognition that sustainability must be developed into a core competence depends on how these problems affect the core business and how these problems are addressed in the mission, vision and core strategies. Resilience in the face of impacts, opportunities and dilemmas requires a long-term system perspective, while many hospitality organisations are still governed by short-term operational goals. At hotel brands, these are usually drafted at the central executive level and delegated down to departments at the property level, where they tend to be displaced by more pressing issues. Green teams often come to life as mono-project groups around a certain challenge, often raised bottom-up. Examples are reducing waste in the office, designing a more climateresilient garden, installing a bee colony or developing guidelines for increasing diversity and inclusion. While motivation in such teams is usually intrinsic and high, they too often fall outside the company’s primary scope of sustainable development and are never scaled up. When they lack the mandate to create impact, they do not get the resources and attention to ensure lasting effects. With too little time, support and money at their disposal, the initial motivation will slowly decrease and the effort dwindles (Soderstrom & Weber, 2019). Similar to underfunding and poor facilitation of project groups is the approach of adding the responsibility for sustainability to the marketing team. The usual train of thought is that sustainability affects the company’s reputation and should logically be managed by the marketing team. Ironically, this approach can lead to reputational damage. Reducing sustainability to its effect on how a company is being received by the public means failing to recognise the intrinsic value of sustainable change. Properly facilitated, well funded and consistently aligned with strategic goals, diverse sustainability teams that start from a comprehensive business case are perhaps the most important success factor for an innovation-driven, robust sustainability programme. What determines their success and how they can generate innovation across the organisation will be discussed in the following sections.

Success factors for green teams Sustainability teams cannot flourish on barren ground. They need to be firmly rooted in different layers of the organisation. The quality of their connections within the network creates a fertile environment which in turn promotes resilience and growth. Executive sponsorship is key to successful and effective sustainability management (Duryan & Smyth, 2019). When top management embraces the cause, they will communicate that sustainability is a strategic priority. An authentic executive case for sustainable action will be followed up by people and departments advocating sustainability as a prime concern and acting upon it. There is a particular energy when the intrinsic bottom-up motivation

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of people to contribute to societal challenges meets an extrinsic top-down impetus provided by the management. This energy is essential to a lasting transformation and will propel initiatives with various impacts, from easy wins to gamechangers. Still, executive sponsorship cannot stop at issuing and delegating sustainability as a business case. It also involves providing time, funds and data to groups crafting solutions. This is where too many sustainability initiatives fail. It is the management’s responsibility to make sure the teams have what they need to do the job they said is important to the organisation. Management should walk the talk. Culture can both prevent or benefit success for green teams. Sustainable solution design is a boundary-crossing project. Teams come together for projects that cut through the organisational chart and may fall outside the daily and regular tasks of a department. Therefore, organisations that can form dedicated, result-oriented teams in flexible time frames are more likely to deliver progress (Lagrosen & Lagrosen, 2019). Not every organisation is used to ad-hoc teams which come together and disperse after the job has been done. The ability to quickly adopt a teamwork mindset and work proactively and proficiently with potentially unknown people in a diverse team, and the ability to translate long-term goals into actionable solutions, drives sustainable innovation. Recent research into the effects of cultural practices on organisational engagement with economic, social and ecological sustainability shows that future orientation, gender egalitarianism, uncertainty avoidance and power distance practices will affect sustainability practices positively, while performance orientation practices show negative effects (Miska et al., 2021). The latter suggests that green teams may benefit from more autonomy in setting and adjusting goals. Staffing green teams is another essential factor in making sustainability a success. It is about choosing the right people and locating them at the right spot within the organisational chart. Green teams can be of a more strategic or a more operative nature. Strategic teams work on integrating global and local sustainability goals into the business. It is their job to formulate a vision for the organisation, to work out its purpose and understand its positive and negative impact. They design action fields and define longterm sustainability objectives. They consequently should consist of executives or have direct access to them. Operative teams then break down the strategic goals into operational terms. They scan their activities and processes and extract measures that will contribute to the strategic goals. The more precise the task at hand, the better the chance to create the staffing to master this task (Attanasio et al., 2021). For both kinds of green teams, members should be chosen along three dimensions. First of all, their intrinsic motivation matters. They should have a desire to do the work and understand its importance as a response to pressing societal issues. Second, people should be selected who are affected by the sustainability programme. For this cross-departmental task, it is important to bring in people from those business units and management levels who will have to make the most significant amendments. As a general rule, it is always better to make people create their own tasks rather than pushing them on to them. Employees should have a say in how they can contribute to green practices. Third, it is the capacities that matter in staffing the sustainability team. In strategic teams, members

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should have a profound understanding of the organisation’s long-term goals as well as of their strengths, weaknesses, potentials and challenges regarding sustainability. Operative teams should consist of experts from the respective operational units. Their practical experience will make a significant difference to the effectiveness of the sustainability programme (Süßbauer et al., 2019). For example, a team working on decarbonisation needs experts in facility management and supply chain as well as other significant areas producing emissions, such as mobility, food or energy. In addition to internal experts, bringing external experts and representatives of further stakeholder groups on board can also be considered. Those in charge of the team need to have a profound understanding of the organisation. They should also comprehend the different ecological and social challenges generated by systemic problems and the multiple ways they are interlinked with one another. Finally, diversity matters. It cannot be deprioritised against the aspects mentioned above. It is the one single factor that guarantees the capacity of the team to resolve the inherent ethical dilemmas into sustainable solutions. Finally, learning is another key success factor. It is an integral team process and will be explored in more detail in the next section.

Building collective intelligence Innovation for sustainability requires sustained, goal-directed, interactive and inclusive learning. To bring this process to fruition, we need to understand what learning means. A classic definition of learning says that it is ‘any process that in living organisms leads to permanent capacity change and which is not solely due to biological maturation or aging’ (Illeris, 2018). Illeris’s comprehensive theory presents learning as a threedimensional process. The content dimension concerns what is learned: it is about new knowledge, understanding or skills. The incentive dimension concerns the learner’s emotions, motivation and volition to acquire this new content: it is how learners decide the function of the new content. The interaction dimension concerns action, communication and cooperation – these provide the impulses that initiate the learning process. In learning, therefore, there is a constant dynamic between external impulses and internal processes of making sense. We start to learn when we sense the unease of not knowing, new imbalances in our life and the need to find new mental and bodily balance in a constantly changing world (Illeris, 2018). As we learn, we are engaged in elaborating and integrating new knowledge, understanding and skills. Thus, learning is always triggered by a problem that is perceived as meaningful by an individual human being. People know and feel why they want to learn. For green teams, it is therefore vital that they identify a problem that relates to all members of the team. Problems of sustainability relate to our place in the ecology of natural and life resources. We all understand that, ultimately, our survival depends on the availability of clean water, clean air, fertile soil and biodiversity, and on our relations with other people in a hospitable social fabric. If these resources become scarce or unavailable, we should sense that it is time to regenerate them.

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Once the team identifies a meaningful problem, they can harness their motivation, emotion and volition to set a goal and determine questions. Owning the problem as a collective will provide the team with agency, directing their activities towards the common goal. This goal should obviously be smart: specific, measurable, achievable, realistic and timely. More importantly, the goal must be rooted in a collective grounding of conceptualisation: the team should share their definitions of the problem and other key terms used in the process of learning. Once they achieve this grounding process, participants can start bringing in ideas from different perspectives and improve their ideas as stepping stones to optimal solutions (De Jong, 2020). Knowledge-building theory is proposed as an innovative framework to encourage the learning process of green teams. This theory was developed to regenerate schools as environments in which students contribute ideas to advance the level of knowledge in their community. (Bereiter & Scardamalia, 2014). The approach emphasises a hospitable culture of democracy and diversity, with teachers acting as moderators between students and scientific sources. Students engage in sustained dialogue to grasp scientific notions or to create practical design solutions. Knowledge building is founded on 12 educational principles (see Table 17.1). Knowledge building as a team practice means that the team commits to a culture of learning that is captured in an ongoing transparent conversation in which everyone contributes to improve the collective. Different perspectives are embraced, insights from expert sources are welcomed into the conversation, and best ideas originate from an integration of knowledge. Ideas are conceived as things that are built. They are artefacts made by the team and are therefore kept, recorded or visualised carefully to trace the journey of ideas and the emergence of designs across time. This active building of ideas requires people to adopt design mode, a mental attitude in which they produce, test and refine ideas consciously, so that they respond most optimally to the design challenge. To support the knowledge-building discourse, the team is advised to use a set of good discourse moves, to moderate their dialogue in such a way that the principles of collective idea improvement are applied effectively. These good discourse moves include problem definition, making references to knowledge sources, evaluation of the promisingness of ideas, making comparisons with other ideas, finding higher-level ideas and articulating new ideas and, finally, conducting meta-dialogue in which the team takes the time to critically evaluate the effectiveness of their discourse. Knowledge-building principles are particularly useful to support designs for sustainable innovation. Examples are sustainable procurement and supply chains, circular building design, sustainable business models or promoting biodiversity at hospitality properties.

Facilitating green teams When the conditions are in place to create fertile soil, green teams need to be cared for to deliver sustainable produce. This will determine their efficiency, effectiveness and longterm motivation. Good facilitators act as hosts of a learning space: they design a

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Table 17.1 Twelve knowledge-building principles ( Bereiter & Scardamalia, 2014) 1 Genuine real problems

The team works on problems that are relevant to them and their community

2 Ideas are improvable objects

The team adopts design mode as they visualise and trace developing ideas

3 A variety of ideas is necessary The team integrates different perspectives 4 Rise above

Through continuous improvement in ideas and understanding, team members create high-level concepts

5 Epistemic agency

The team itself determines the best way to advance their knowledge

6 Community knowledge, collective responsibility

The contribution of team members to the improvement of collective knowledge is the prime goal of the knowledgebuilding process in the team

7 Democratisation of knowledge

All team members are invited to contribute to the advancement of knowledge

8 Symmetric advancement of knowledge

The goal of knowledge-building communities is to have people and organisations working actively to ensure the mutual progress of their knowledge

9 Pervasive building of knowledge

Team members contribute to the collective building of knowledge

10 Constructive use of authoritative sources

All participants use and refer to sources that are grounded in science

11 The conversation of knowledge building

Team members are engaged in conversation to share and improve the advancement of knowledge in the community

12 Parallel, enabled and transformable evaluation

Team members decide how they want to be evaluated and create and participate in evaluation in a variety of ways

challenging, inviting, comfortable and positive space for teams to work on different artefacts such as purpose, ideas, action fields, objectives, initiatives and measures. It is their job to provide guidance and structure, support a connected culture and make sure that all teams and members are working towards the same purpose, because individuals and teams ‘are often too easily assumed to be on the same page’ (Wigboldus et al., 2020). Although performance management, employee involvement and training may provide the extrinsic motivation to engage in good environmental practices, intrinsic motivation and long-term engagement derive from a sense of purpose and meaning (Van Tuin et al., 2020). Supporting this human-centred view is the renewed interest in lifelong learning, personal development and the value match between individuals and organisations. It can be liberating to imagine that organisations benefit people by offering a new sense of purpose in sustainable development. Forward-looking organisations are already harnessing talent and reinventing their business models with sustainable challenges at the core.

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Working with green teams thus goes beyond the notions of classic leadership. Rather than a linear management-by-objectives approach, a more iterative process is required. This can be found in a proposed methodology that leans on objectives and key results (OKRs) (Doerr, 2017). This method provides orientation to organisations to create an organic landscape in a structured process in which artefacts of sustainability can be built. The following step-by-step guide supports the layout of this landscape. Step one is to determine a company’s action fields on the basis of its positive and negative impact. Action fields are the spaces in which a company can contribute to sustainable development. Examples of action fields are decarbonisation and renewable energy, biodiversity, resource management, zero waste, diversity, inclusion and equity, health and wellbeing. Action fields can be a great support in structuring the sustainability effort and programme. They are also very much in line with the idea of having teams, not individual persons, working on sustainability. Teams can be formed around each action field. They might consist of the same or different people, depending on what skills and expertise the action field requires. Those teams can then debate and define sustainability objectives per action field. While action fields might very well be created by an individual sustainability manager, there should be diverse perspectives for each of them when it comes to defining concrete objectives. As step two, the teams should go into the definition of concrete objectives for each action field. Those objectives should take industry standards and benchmarks into account and align themselves with scientific findings. They should be ambitious and precise but may as well point into a direction rather than being concrete. Sustainability objectives can and should be long-term. Because of that, the urge for precision might lead to wild guessing, from which nobody benefits. A certain degree of blurring should thus be accepted as long as the direction is clear. Examples of objectives are: reduction of our carbon emissions by 50% until 2030 in comparison to 2020; achieving an employee satisfaction score of 90%; achieving 75% plant-based food in our F&B offerings in 2025; increasing our share of self-generated renewable energy. Once the objectives have been defined, they should be operationalised into key results as a step three. Key results are the answer to what needs to happen to achieve a certain objective. Whereas objectives can and should be mid- and long-term, key results are usually created for the current and next business year. They consequently can and must be precise. It should be undebatable at which point the key result can be marked as achieved. Each key result should be attributed to a department and the quarter in which it will most likely be achieved. Both information, the quarter and the department are very important. The timely horizon enables the facilitator and departments to conduct quarterly performance reviews. The assignment of each key result to a department ensures the implementation of the task within the existing organisational structure. Each department will have a list of key results they are to achieve and thus understand their contribution to the superior sustainability objective. Most objectives

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will have key results assigned to very different departments. All those departments work on the same goal. Additional information at key result level might contain an impact estimate – for instance, as one of three categories: Easy Win, Walk the Talk, Gamechanger. Easy Wins are those key results consuming little resources but also creating less impact, Gamechangers produce more impact but also efforts, and Walk the Talk measures are those in between. The process of creating objectives and key results should be conducted in an iterative manner. Artefacts are developed, discussed and adjusted according to latest and most relevant insights. It is a process of ongoing optimisation which might require old ideas to be abandoned or restructured. For example, action fields will provide a solid ground for the purpose of creating objectives and key results but then might be adapted later on, when the scope and content of the developed programme has been defined. The entire process should be repeated every year in line with the budgeting and staffing process. Most action fields and objectives will remain constant over many years and the key results should increase in ambition the closer the organisation comes to reaching its objective.

Unlocking the potential of green teams In the world we like to imagine, green teams offer real potential for better business. In the face of unprecedented ecological and societal pressure, tourism and hospitality organisations need to build resilience, by opening up new avenues of change within and beyond their existing business models and cultures. In the traditional, highly competitive business context, service quality, cost effectiveness and efficiency, driven by hierarchy and rigid standard operating procedures, seem to guarantee success. But this is a false security. In the new global landscape, success depends on the ability to value scarce resources and to steward the impacts of the business on people and the planet. Organisations can discover a new sense of purpose in concerted efforts towards a more sustainable world. Connecting and facilitating people in a culture of learning can drive positive change where this is most urgently needed. Tourism and hospitality cannot thrive in a depleted world; people cannot flourish in a desiccated place. Despite a persistent culture of racing for short-term financial gain, leaders who seek out the slower path to sustainability will gain ground. Bold leaders who dare to pause, think and ask others to join the journey carry the key to unlocking the sustainable potential of green teams.

References Attanasio, G., Preghenella, N., Felice De Toni, A., & Battistella, C. (2022). Stakeholder engagement in business models for sustainability: The stakeholder value flow model for sustainable development. Business Strategy and the Environment, 31, 860–874. Bereiter, C., & Scardamalia, M. (2014). Knowledge Building and knowledge Creation: One Concept, Two Hills to Climb. In S.C. Tan, H.J. So & J. Yeo (Eds.), Knowledge Creation in Education (pp. 35–52). Springer.

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De Jong, F. (2020). Knowledge in-(ter)-action. Wageningen, The Netherlands: Aeres Applied University Wageningen/Open University The Netherlands. Doerr, J. (2017). Measure What Matters. Penguin. Duryan, M., & Smyth, H. (2019). Cultivating sustainable communities of practice within hierarchical bureaucracies: The crucial role of an executive sponsorship. International Journal of Managing Projects in Business, 12(2), 400–422. 10.1108/IJMPB-03-2018-0040 Illeris, K. (2018). Contemporary Theories of Learning: Learning Theorists … In Their Own Words. New York: Routledge. IPCC. (2022). Climate Change 2022: Impacts, Adaptation and Vulnerability. www.ipcc.ch/ report/ar6/wg2 IUCN. (2022). Nature 2030: One Nature, One Future: A Programme for the Union 2021–2024. https://portals.iucn.org/library/node/49292 Jones, P., & Comfort, D. (2019). Sustainable Development Goals and the world’s leading hotel groups. Athens Journal of Tourism, 6(1), 1–14. Konadu, R., Ahinful, G.S., & Owusu-Agyei, S. (2021). Corporate governance pillars and business sustainability: Does stakeholder engagement matter? International Journal of Disclosure and Governance, 18, 269–289. 10.1057/s41310-021-00115-3 Lagrosen, L., & Lagrosen, S. (2019). Creating a culture for sustainability and quality – a lean-inspired way of working. Total Quality Management & Business Excellence. 10.1 080/14783363.2019.1575199 Miska, C., Szocz, I., & Schiffinger, M. (2021). Culture’s effect on corporate sustainability practices: A multi-domain and multi-level view. Journal of World Business, 53(2), 263–279. Pham, N.T., Tuckara, Z., & Chiappetta Jabour, C.J. (2019). Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study. Tourism Management, 72, 386–399. Soderstrom, S.B., & Weber, K. (2019). Organizational structure from interaction: Evidence from corporate sustainability efforts. Administrative Science Quarterly, 65(1), 226–271. 10.1177/0001839219836670 Süßbauer, E., Maas-Deipenbrock, R., Friedrich, S., Kreß-Ludwig, M., Langen, N., & Muster, V. (2019). Employee roles in sustainability transformation processes: A move away from expertise and towards experience-driven sustainability management. GAIA – Ecological Perspectives for Science and Society, 28, 210–217. 10.14512/gaia.28.S1.7 Van Tuin, L., Schaufeli, W., & van den Broeck, A. (2020). A corporate purpose as an antecedent to employee motivation and work engagement. Frontiers in Psychology. 10.3389/fpsyg.2020.572343 Wigboldus S., Brouwers J., & Snel H. (2020). How a strategic scoping canvas can facilitate collaboration between partners in sustainability transitions. Sustainability, 12(1), 168. 10.3390/su12010168 WTTC (2021). A Net Zero Roadmap for Travel & Tourism. https://wttc.org/Portals/0/ Documents/Reports/2021/WTTC_Net_Zero_Roadmap.pdf

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18 Supplier Relationship and Sustainability Standards Leading question: Should hotels require suppliers to comply with specific sustainability standards? Cassia Patel

Sustainable procurement When considering sustainable hotel operations, procurement is a primary piece of the puzzle. Procurement includes foodservice items, guest room amenities, food, cleaning supplies, office supplies and anything else regularly sourced to run a hotel. Procurement in some way touches nearly all elements of day-to-day maintenance and operations, and serves as the continuation of an intent towards sustainability and wellbeing after the building itself has been constructed. From the way items are sourced, to where they are coming from, the labour involved, the materials used, through to how they can be reused and ultimately disposed of, responsible choices make a meaningful difference. The UNDP (2022, para 2) defines sustainable procurement as ‘making sure that the products and services we buy are as sustainable as possible, with the lowest environmental impact and most positive social results’. Priorities of sustainable procurement align with the three Ps of people, planet and profit: • •

•

Social considerations: Considering the impacts of purchasing decisions on fair working conditions, equitable practices, and human rights. Environmental considerations: Evaluating environmental impacts that the product and/or service has over its whole life cycle, from material sourcing through to disposal (ideally achieving a cradle-to-cradle closed loop cycle). Economic considerations: Balancing value with cost, quality, guest experience, brand alignment, availability and functionality.

DOI: 10.4324/9781003218425-21

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Driving scalable impact by engaging suppliers Hospitality businesses are uniquely positioned to drive scalable behaviour change at multiple levels. As travel and hospitality is directly linked to lifestyle and even identity for travellers and guests, hospitality businesses can deeply influence all who walk through their doors towards responsible behaviour. Further, any hospitality business represents a community of dedicated team members all equally significant in contributing to building the brand, culture and success of the business and related sustainability initiatives. As such, a business has many opportunities to inspire behaviour change in individual team members as well as their immediate spheres of influence. Finally, and perhaps most significantly, businesses can drive a ripple effect of positive change through the ecosystem of their vendors and suppliers that is critical in bringing sustainability initiatives to life. As businesses push their suppliers to make sustainable options available, they will set standards that impact the global supply chain and ultimately make sustainability mainstream as the primary and most widely available option. Engaging with suppliers is a critical way to indirectly steer others in their sector to make more informed choices. Through that influence, businesses can actually encourage innovation in technology as well as catalyse a market shift towards responsible consumption across their industry. Not only can this inclusive approach drive industry-wide change, but engaging employees, teams and partners is critical to the long-term success of any sustainability programme.

How to best engage suppliers The opportunity to drive a positive impact for the industry as a whole by working closely with suppliers cannot be overstated. Even simply asking suppliers what sustainability options they offer can carry great weight. In the same way that a hotel or restaurant is highly responsive to customer and guest reviews, suppliers are highly responsive to the needs and preferences of their clients. The more requests they receive for sustainable solutions, the more they will feel the pressure to offer viable options or risk losing business as their competitors adapt more quickly to rising demand. The simple act of enquiring about sustainable options carries educational benefits for all parties. By going a step further and asking about specific sustainable options, such as unbleached and recycled paper products, locally sourced produce, reusable catering solutions or delivery without single-use plastic packaging, the exchange becomes a true educational opportunity. Suppliers better understand what sustainability looks like in practical terms as related to their business and their clients’ expectations. In fact, the more specific the request, the better suppliers can learn to identify truly sustainable options. This is where sustainability standards and certifications play a role in defining globally accepted best practices that not only set a high bar but also make it easier for businesses and suppliers alike to communicate and make informed choices.

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In this chapter, we will highlight specific sustainability standards for various categories of operation and include model questions to ask suppliers. This chapter also provides guidance on creating a sustainable procurement policy that can be provided to vendors as well.

The role of standards and certification There are many varying definitions of sustainability and best practice. As such, the need to clearly communicate sustainability initiatives is critical and ever more relevant. Standards and certification offer a streamlined and measurable way to share sustainability merits of a product, service or supply chain. Certification is a process in which the efforts made by businesses to achieve a set of social and environmental actions are evaluated and acknowledged by a third party. This establishes global accountability and collectively defined targets as well as transparency and credibility to sustainability claims. Standards and certifications make it easier for businesses and suppliers to navigate a complex landscape to source truly sustainable options and cut through greenwashing (see box below).

BEWARE OF GREENWASHING Greenwashing is the misrepresentation of information to falsely indicate environmentally responsible practices or behaviour. Most commonly, greenwashing appears in the form of sustainability claims that have no true merit or backing. Whether intentional or not, greenwashing confuses an already complicated and nuanced landscape of sustainability solutions, making it more difficult to achieve responsible consumption. Greenwashing exists in all spheres of sustainability and environmental action. Learn the language so you can make conscious choices!

The best standards are adaptive, with the ability to respond to newly available data. Sustainability is an evolving practice and ever-shifting landscape as trial and error offers moments of humility and brings us closer to understanding the mystery of living in harmony with our dynamic environment.

How to navigate the landscape of sustainability standards by material To offer some tangible best practices and guidance, this section will dive into specific standards, certifications and vocabulary. Guidance is broken into material categories most commonly seen in hospitality procurement.

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Plastic alternatives Eliminating single-use plastics is a critical step for all hospitality businesses to take for our collective wellbeing. Plastics and associated chemicals are toxic for human health and are polluting ecosystems throughout the world from the tallest mountain tops to the deepest parts of our ocean. In addition, increasing policy to ban single-use plastics will target the hospitality sector. An upcoming UN Global Plastics Treaty will impact every nation, and existing legislation is already in place throughout the EU as well as in over 90 other countries. This guidance refers to commonly disposable items used in hospitality, such as foodservice items, room amenities, housekeeping materials and packaging, rather than durable plastic material used in construction, vehicles or electronics.

Language – best practices to ask your suppliers for •

•

•

Prioritise non-toxic reusable solutions as the best choice for the health of our communities and shared blue planet. • Choosing reusables can save businesses money by reducing purchases. The payback period can be as short as a few weeks. • Third-party reusable solution providers are available globally, offering washing, collection and logistic services to support a wide range of reusable systems. • Case studies in the US show that restaurants can save up to $600,000 annually after payback period when going reusable (ReThink Disposable, 2022). For disposables where necessary, select options compatible with waste management. • It is important to consider how products need to be treated (composted, recycled, etc.) at their end of life and what waste streams you collect on-site at your business when in the sourcing phase. • Overall, explore home-compostable materials such as paper, wood, palm leaf, cardboard, agricultural byproducts and fibre rather than single-use plastic. Avoid claimed biodegradable, bioplastic and compostable plastic options, as they can be misleading and as harmful as conventional plastics in landfills in the environment. Consult Oceanic Global’s greenwashing guide for more information (Oceanic Global, 2022). • Note that the landscape is constantly changing with the emergence of new materials and technology.

Standards and certifications – what to look for Home Compost’ certifications confirm that a product or material will break down in residential composting infrastructure and will be compatible with standard composting facilities. •

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Approved certifications include: • Austria – TUV OK Home Compost. • Australasian Bioplastics – AS 5810/ABAX 9999 for home compostability.

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‘Industrial Compost’ certifications indicate that a product or material can be effectively treated in industrial or commercial composting facilities, which are not widely available and quite rare in most regions. This is not typically a feasible solution. That said, keep in mind that some products meeting industrial composting requirements may also be eligible for home compostability and may still be in the testing phase. These certifications are expensive and lengthy to achieve. •

•

Certifications to watch out for that on their own are not approved: • U.S. Compost Manufacturing Alliance (CMA). CMA tests products directly in industrial composting facilities. While this confirms compostability at the industrial level, they go beyond most certification schemes by actually testing in the field rather than in the lab. From an application perspective, this is the most reliable mark, although primarily available in the US. • Austria – TUV Industrial Compost. Watch out for ‘industrial’ v ‘home’ on the label. • U.S. Biodegradable Product Institute’s (BPI’s) ASTM standards: ASTM D6400-19 – Standard Specification for Labeling of Plastics Designed to be Aerobically Composted in Municipal or Industrial Facilities. ASTM D5526-12 – Standard Test Method for Determining Anaerobic Biodegradation of Plastic Materials Under Accelerated Landfill Conditions. • Australasian Bioplastics – AS 4736 – Biodegradable Plastics for Industrial Composting. • Marine or Water Degradability Standards – the jury is still out! It is incredibly challenging to generalise the conditions of water bodies and in particular the ocean, which has varying temperature, salinity and microorganism communities by region. That said, there are a few standards emerging to offer marine and aquatic ecosystem degradability certification. While these are not yet officially endorsed, it is worth keeping an eye on how this field develops; in addition to other certifications, it can offer some insight into how the material will behave in the environment. Some certifications include: ASTM D6691 – Marine Degradability Test Conditions. ASTM C7081 – Marine Degradability. TUV OK Biodegradable WATER & ISO 14851/2. TUV OK Biodegradable SOIL. Oceanic Global’s Blue Standard offers a verification to recognise products and packaging that are plastic-free (Blue Standard, 2022). Hotels and vendors can be instructed to look for this mark as products are evaluated. Hotels and restaurants can also become Blue Verified.

Paper products Although a common alternative for single-use plastic items, paper is a significant contributor to waste worldwide, and the consequences of extraction of virgin resources to create paper cannot be ignored. The paper industry fuels deforestation, which in turn

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takes land away from local and Indigenous communities (Environmental Paper Network, 2019; Colectivo VientoSur et al., 2021), releases significant greenhouse gas emissions and requires resource-intensive production processes for the creation of paper itself. Pulp and paper mills also use hazardous chemicals that pose cancer risks to workers and surrounding communities (Soskolne & Sieswerda, 2010). Paper consumption is already at unsustainable levels and continues to increase globally each year, exceeding 400 million metric tons in 2018 (Environmental Paper Network, 2018). Additionally, lack of conformity on recycled paper products further confuses the market. Printing and writing paper has a global average of only 8% recycled content, even though there is opportunity to create these products from 100% recycled materials (Environmental Paper Network, 2018). With that in mind, below are best practices to optimise for when sourcing paper products. This guidance applies to janitorial paper products, such as paper towels, toilet paper and tissues, as well as office supplies including printer paper and notebooks.

Language – best practices to ask your suppliers for •

•

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Ask for ‘tree-free’ paper options, which are increasingly available on the market (Gleason, 2015). • Tree-free paper (also known as non-wood paper) can have a smaller environmental footprint than wood-based paper if the tree-free fibres regrow rapidly, can be harvested without disrupting the ecosystem and can be processed into pulp for paper-making using less energy and chemical input. (These characteristics can be considered as indicators for regenerative best practice to compare new materials against.) • Tree-free papers can either be produced from crops grown specifically for papermaking, such as kenaf or hemp, or from byproducts of agricultural crops, such as straw from rice, wheat, and rye. • Best options are made from blends with recycled material, agricultural byproducts and recycled or second-hand textiles. • Some callouts to be aware of: New materials: Creative feedstocks, such as banana, citrus, beer, coffee and tobacco, are being explored. With any new material, consider how the ecosystem and community at the point of harvesting are being treated. (Reference the regenerative indicators listed in this section above.) Cotton: Be mindful to optimise for organic and fair-trade options, as there are many negative impacts of this water- and labour-intensive crop. Minerals: A growing number of ‘rock’ and ‘stone’ paper options are emerging. Keep in mind that these are largely made from minerals that are often mined or extracted in harmful ways. Ask for ‘unbleached and recycled’ options. • ‘Recycled’ means the products are not made with virgin material. More details on optimising recycled content below.

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•

•

Many paper products are bleached white through chlorine treatment, which creates toxic organic compounds that are released in the runoff as well as embedded in the paper products. Asking for ‘unbleached’ options avoids this conflict. • You can also ask for ‘totally chlorine-free’ (TCF) or ‘elemental chlorine-free’ (ECF) options, noting that TCF is a better choice than ECF. Although less severe, ECF products are still responsible for the release of toxic chemicals (CalRecycle, 2022). Optimise for the greatest content of recycled material. Ideally, source 100% postconsumer recycled paper products. • The percentage of recycled content is typically indicated on the product, and current technology now allows for products to be made from 100% recycled content. • ‘Post-consumer’ confirms that the recycled material had previously been in circulation as a useful product rather than excess from processing operations. Opting for post-consumer materials drives demand for the recycling market and optimises the useful lifespan of the material.

Standards and certifications – what to look for • • •

Best option: Forest Stewardship Council (FSC) Certification. Secondary option: Sustainable Forestry Initiative (SFI) Certification. Note: FSC is a higher standard than SFI. There are equivalent standards around the world, explore your local market.

Appliances and fixtures Appliances and fixtures can play a significant role in reducing energy and water consumption (as well as associated costs). While this can always be considered postconstruction, it may be more streamlined to review in the design stage. This guidance refers to kitchen and guest room appliances such as refrigerators, dishwashers, microwave ovens, toasters and cross-property lighting, as well as fixtures including shower heads and taps.

Language – best practices to ask your suppliers for • • •

Ask for ‘energy efficient’ options in any case. LED light bulbs are the most efficient choice, preferred over compact fluorescent lights (CFL), incandescent and halogen options. Ask for ‘low flow’ water fixtures in any case.

Standards and certifications – what to look for • • •

Global EPEAT. U.S. Energy STAR. U.S. WaterSense.

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Food procurement As individuals, our diet is one of the most impactful ways we can reduce our environmental and carbon footprints. As businesses, this translates to driving positive impact through responsible food procurement.

Language – best practices to ask your suppliers for • •

Optimise for local and seasonal ingredients. By making this the top priority, you will most likely account for a full range of considerations. Offer abundant plant-based menu options so guests have a choice.

Standards and certifications – what to look for •

•

•

• •

Holistic agricultural certifications that consider an ecosystem-wide approach as well as social criteria including: • Rainforest Alliance. • Demeter Biodynamic Certification. • Friends of the Earth – Sustainable Agriculture. • Regenerative Organic Certification (ROC). • Ecological Outcome Verification (EOV). • Food Alliance. • Protected Harvest. Nationwide organic certification as a bare minimum. Some examples include: • U.S. – USDA Organic. • France – Agriculture Biologique (AB). • Australian Certified Organic (ACO). • Brazil – Chão Vivo. Vegan labels make it easier to identify plant-based ingredients and packed food: • V Label. • Certified Vegan. • Vegan Trademark. • Certified Plant-Based. Animal cruelty labels help. Monterey Bay Aquarium Seafood Watch – only ‘Best Choice’ options.

Cleaning and personal care products Non-toxic and cruelty-free products should be prioritised. Widely available wastewater treatment is insufficient to eradicate many of the harmful chemicals typically present in our personal care and cleaning products. As such, assume that anything going down the drain will end up in our waterways and plan for that. This guidance applies primarily to bathroom amenities and janitorial cleaning products.

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Language – best practices to ask your suppliers for • • •

Ask your suppliers for non-toxic options and prioritise those that have a certification to validate their claims. Align with a cruelty-free label or ask for products that haven’t been tested on animals. Ask for plastic-free products, especially products free from microplastic additives such as microbeads.

Standards and certifications – what to look for •

•

•

Non-toxic certifications verify products made without target lists of identified harmful chemicals. Some are more stringent than others. The list below runs in order, starting with schemes that set the highest standards for non-toxic products. • MADE SAFE. • Nontoxic Certified. MADE SAFE is a certification within this umbrella. Other Nontoxic Certified offerings include evaluations and support for businesses using harmful chemicals. • Toxic Free Foundation. • Green Seal. • UL ECOLOGO. • EPA Safer Choice. Cruelty-free certifications help you avoid products that have been tested on animals. • Global – Leaping Bunny. • Global – PETA Cruelty Free. • U.S. and Canada – Leaping Bunny. Ban the Microbead. While this is not a certification, this platform identifies products free from microplastic content.

Fair labour As a priority throughout all of the above categories, social responsibility is a central component of responsible procurement.

Language – best practices to ask your suppliers for •

• •

Ask your suppliers if they have any justice, equity, diversity and inclusion (JEDI or DEI) protocols in place to promote these qualities in the workplace as well as in the catalogue of businesses they source from. Ask your suppliers how fair labour practices are verified both in their workplace as well as in the supply chain of the products they source. Ask your suppliers if there are any ways to identify violations of human rights (e.g. child labour, forced labour or human trafficking) in the supply chain of products they source.

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Standards and certifications – what to look for • • •

Fair Trade International. Fair Labor Accreditation. Responsible Business Alliance.

Creating a sustainable procurement policy It is essential for a business to have an internal sustainable procurement or purchasing policy aligned with their sustainability goals and informed by globally defined targets and best practice. Not only does this ensure a mutually agreed upon definition of sustainable best practice within a company, but it also leads to longevity of successful initiatives. A sustainable procurement policy serves as an effective tool to work with third-party suppliers and vendors to achieve your sustainability goals. Including specific requirements and approved certifications and language broken down by material, sector or internal team (as demonstrated in this chapter) ensures the best results.

Training Use your sustainable procurement policy as a key tool for onboarding new employees and in staff training. Integrate your policy into orientation materials so all employees and new hires are made aware and understand how they can contribute to its successful implementation. Leadership in sustainability is absolutely central. Engaging your full team around the mission and intention of a programme, sharing educational materials and facilitating an open discussion on related topics empower staff and employees to be advocates for the initiatives. This not only provides the first line of interaction and communication with guests on the subject, but also creates an opportunity for members of your team to step into leadership roles, proposing new ideas, navigating challenges as they arise and ensuring long-term success. Inspire others to become agents of change in their own right and provide opportunities for contribution and collective growth. This leads to both personal and professional development as well as a transition to a higher industry standard.

Conclusion Communication is an often overlooked final component of sustainable practice that in many cases can create the greatest impact. Certifications and standards provide a uniform way to align on best practices for sustainable procurement and support the achievement of any hospitality sector sustainability goals. Even in the face of a global recession and pandemic, consumer demand for businesses to demonstrate sustainable practices and

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planetary stewardship has only increased. People want to support businesses that embody their beliefs and they are willing to pay more. The tourism sector can step up as a leader in the climate movement to demonstrate the action that travellers are demanding and starting to expect.

References Blue Standard. (July 26, 2022). Verify your product or packaging. https://bluestandard. com/verify-your-product-or-packaging CalRecycle. (July 26, 2022). Chlorine-free paper. https://calrecycle.ca.gov/paper/ chlorinefree Colectivo VientoSur, the Global Forest Coalition and the Environmental Paper Network. (2021). Arauco’s Valdivia biomass power station: Carbon emissions and conflicts with Indigenous communities in Chile. https://environmentalpaper.org/wp-content/ uploads/2021/11/Valdivia-case-study.pdf Environmental Paper Network. (2018). Executive summary: The state of the global paper industry. https://environmentalpaper.org/wp-content/uploads/2018/04/StateOfTheGlobal PaperIndustry2018_ExecSummaryFinal.pdf Environmental Paper Network. (2019). Chapter 2: Revealing Asia Pacific Resources International Limited’s trail of disputes across Indonesia. In Conflict Plantations. https://environmentalpaper.org/wp-content/uploads/2019/09/APRIL-social-conflictsmapping.pdf Gleason, G. (2015). The world of tree free paper. Conservatree. www.conservatree.org/ treefree.html Oceanic Global. (2022, July 26). Plastics & greenwashing: Environmentally friendly products are not always what they seem. https://oceanic.global/greenwashing ReThink Disposable. (2022, July 26). BUSINESSES: Increase operational efficiency, improve customer satisfaction, reduce waste, and save money. www.rethinkdisposable. org/businesses Soskolne, C.L., & Sieswerda, L.E. (2010). Cancer risk associated with pulp and paper mills: A review of occupational and community epidemiology. Chronic Diseases in Canada, 29 (Suppl 2), 86–100. www.canada.ca/content/dam/phac-aspc/migration/phac-aspc/ publicat/hpcdp-pspmc/29-2-supp/pdf/cdic-29-supp2-02-eng.pdf UNDP. (July 26, 2022). Sustainable procurement. www.undp.org/procurement/ sustainable-procurement

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19 Return on Sustainability Investments Leading question: Is sustainability paying off? Celine Vadam, Chalana Perera, Reinier van der Veeken, Mattias Innocenti, Hylton Lipkin, Sheila McCann, Irene Hoek, and Dai-In Danny Han

Introduction Scientists have recognised the degradation of our natural environments for many years (European Commission, 2022). However, thus far, it seems that for many in developed countries this has often been regarded as ‘somebody else’s problem’, despite many warnings from researchers, Indigenous tribes or native elders from around the world who have been advocating, campaigning and educating about climate justice/environmental wellbeing for decades. The implications of the COVID-19 pandemic and the growing interest from younger generations to push the issues forward with the help of social media as the likes of Greta Thunberg have instilled in people the desire to act and change. ‘Environmental wellness’ and ‘sustainability’ have become mainstream and are often regarded as trendy, with some creative initiatives going viral. While this creates hope for our planet, critical questions now emerge, with many being left puzzled about how sustainable change can be structurally embedded in our lives. In recent years, the hospitality industry has made considerable advancements to foster sustainable development – see, for example, Accor Group’s Planet 21 (Accor, 2019), Banyan Tree Hotels and Resorts (2022), the Datai Langkawi (2022). Building on these individual developments, it is time for the global industry to take a bigger responsibility to contribute to positive change. Hospitality businesses have been slow to adopt the concept of reduce, reuse, recycle (RRR), leaving metric tonnes of single-use plastic waste in the form of bathroom amenity containers and single-use plastic drinking bottles on a monthly basis (Love, 2020; Sustainable Hospitality Alliance, 2021). The challenge remains, despite an increasing number of businesses already implementing standard operating procedures (SOPs) to address waste management, energy reduction and water conservation methods

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(Kumar, 2005). A shift towards sustainable change is also evident in the hotel development stage, taking into consideration sustainable construction planning, products and CO2 emissions, as well as recycled material and decoration as part of the projects. Many hospitality businesses have been slow to systematically integrate sustainable procedures across their value chains, as investors remain sceptical of the real value that investments in sustainability efforts bring. Contributing to the health of the planet seems to still be regarded as being separate to personal cost and ROI (return on investment). In this chapter, we challenge this perspective by outlining the ‘Who, How and Why’ that the hospitality industry needs to consider in order to take an integrative approach to the return on sustainability. More specifically, we advocate that return on sustainability requires a triple bottom line approach to drive value now and in the future. With this, we aim to shed light on the imminent urgency of developing hospitality projects that have the environment, wellness and sustainability at their core. In this context, we define the return on sustainability as a return on investment that identifies and quantifies environmental, societal and economic impacts in all projects and initiatives. Although the measurable returns on sustainable investments are much debated, it is clear that many companies have chosen to embrace sustainability as a core key performance indicator (KPI) within their daily operations. Such companies are not only paving the way for the future, but they are also expecting to see positive results in people, planet and profit.

The triple bottom line approach in hospitality businesses Generally accepted accounting principles typically define the bottom line as a measure of an entity’s profitability or the final total of an organisation’s account or balance sheet (Tuovila, 2021). In a similar, though more inclusive manner, the triple bottom line (TBL) measures the social, environmental and financial performance of an organisation over a period of time, placing equal emphasis on the success of these three components. First coined by John Elkington in 1994, the TBL consists of three Ps: people, planet and profit. The TBL approach to measuring and evaluating an organisation’s performance exposes the interdependence between an organisation’s environmental, social and financial priorities and activities. Organisations may be held accountable for putting their values to work by employing the TBL approach. Hospitality and tourism businesses face increased pressure from investors, employees and customers for more responsible reporting on social and environmental impact. How businesses report on the TBL depends on their ownership structure and local accounting and reporting standards. Professionally run hospitality businesses typically employ the Uniform System of Accounts for the Lodging Industry (USALI) system of reporting management accounts, but the employment and use of USALI may vary between regions. Likewise, the method and manner of TBL reporting also varies. Most businesses face increased scrutiny and pressure to provide transparency and regular reporting on ESG/TBL elements, especially in line with COP26 targets. Table 19.1 provides current approaches of hospitality businesses to measure and report on TBL efforts.

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Measurement examples

Guest and employee wellbeing, health, diversity and inclusion, youth employment, human rights and fair labour practices, resources allocated for trainings, learning and development, fitness and wellbeing, flexible working opportunities, cross-training and knowledge sharing between team members, employing differently abled people and giving opportunities to demographic minorities.

Science-based targets (SBTs)/Scopes and emissions, resource consumption, building materials, biodiversity, pollution prevention.

The financial gain/profit from an entity or business referred to as net operating income (NOI) in the hospitality industry.

Triple bottom line 3 Ps

People

Planet

Profit

Avenue Capital Group LLC, a New York-based investment firm with $9.4 billion in assets under management, set up a fund aimed at investing in or providing credit to impact-focused companies that operate in sustainable infrastructure and resources, alternative energy and climate security, advancing progress towards the UN Sustainable Development Goals.

Profit is measured by all hospitality and tourism businesses, but organisations such as Bangkok-based YANA Ventures ensure that profit is looked at alongside their commitment to people and the planet.

3XN, a leading Danish architecture studio and its sustainability research and innovation arm GXN developed a new hotel wing using green construction methods. The new wing of the GSH (Green Solution House), located on the Danish Island of Bornholm was built, cladded and insulated using timber. It is one the first carbon-neutral and climate-positive commercial buildings in Denmark.

Considerate Group, a B-Corp organisation, is creating an ESG Assessment & Reports for hospitality assets.

Tools such as the Hotel Carbon Measurement Initiative (HCMI) launched by the Sustainable Hospitality Alliance are free tools that enable hotels to calculate their carbon footprint per occupied room or per used facility.

Foxes Hotel in the UK and the Plantation Villa in Kalutara, Sri Lanka, employ those who are otherwise unable to find employment due to physical or mental disabilities and other disadvantages. Their employment model focuses on poverty alleviation; staff are cross-trained for various roles based on willingness to learn and work regardless of professional background. In both cases, staff are hired from within a certain radius of the property.

Industry case

Table 19.1 Current measuring and reporting of the three Ps in hospitality businesses

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A study conducted by Booking.com (2021) revealed that hospitality organisations that employ planet-friendly and people-considerate operations could create more business and consumer value. These organisations also diminish the risk of greenwashing and ecowashing – the process of conveying a false impression or providing misleading information about how a company’s products and/or services are more environmentally sound (Kenton, 2022), which a growing number of hospitality businesses subscribe to, given increased consumer demand and focus on sustainability, carbon footprint and responsible business practices. Following the TBL or similar approaches can hold a business accountable to measure and report. When doing so correctly and transparently, businesses can reduce the risk of greenwashing. However, this requires a more systematic approach to measure specific components across the hospitality asset life cycle to increase transparency.

TBL across the hospitality asset life cycle A key principle of the TBL approach is generating long-term value for all stakeholders. To demonstrate how the TBL approach enhances long-term value and creates more opportunities for hospitality organisations, the entire hospitality asset life cycle must be understood. Ideally, investors begin by identifying an intent to create purposeful value across all factors, including socio-environmental and financial value from the planning stage. The hospitality asset life cycle is broken down into three stages as follows: 1 2 3

Design and development (pre-opening) a Design, construction and financing Operations a Capex improvement, staff upliftment and other operational improvements Regeneration or disposal a Valuation, sale or repositioning and reinvestments/refinancing

Table 19.2 outlines what the TBL approach means for the entire life cycle of a hospitality asset or operating business.

Aligning timeline and strategic vision of stakeholders A hospitality asset’s life cycle is composed of multiple stages, involving various stakeholders with different interests and timeline involvement in the property: developer, investor and operator. A hotel can see many cycles in its lifetime, and its life cycle is not tied to the initial investor’s holding period. This can be a moment for misalignment between a project initiator’s short- to medium-term involvement in a property and a hotel with a lifetime multiple times superior to that holding period. It can result in decisions that are based on short- to medium-term returns, often not reflecting the required reality of a TBL, which impacts on the three Ps (people, planet, profit) in the long run. In Table 19.3, we illustrate each stakeholder’s involvement in the hospitality asset life cycle.

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Construction and delivery: During construction, project management and development, teams can streamline costs and optimise timelines by working with locally sourced natural and reused materials and locally recruited expertise. Contractors and craftsmen with knowledge and experience of the site-specific terrain and culture are proven to deliver more effectively with less damage.

Design and construction example: Playa Viva in Mexico worked with Nomadic Resorts to feature biomimicry and biophilic design; design inspired by natural beings and onsite biodiversity (flora and fauna).

Design and development: During the concept development and design phase, hospitality projects can address environmental, social and financial factors with a positive lasting impact throughout the asset life cycle. Decisions made in this phase are crucial for the environmental impact, especially when considering construction and supply chains.

(Continued)

The Hotel Jakarta in Amsterdam became one of the Netherlands’ and Europe’s first energy-neutral properties, featuring beams, columns and ceilings made of FSC or PEFC quality-marked materials including natural wood that can be disassembled and recycled or repurposed. PV panels along the entire glass façade and roof collect and convert solar energy to heat the water, and rainwater is collected for use in the indoor tropical garden.

Properties such as Banyan Camp in Sri Lanka or Sussuro in Mozambique demonstrate how hospitality products can be built using entirely locally sourced materials from the site of building, reducing the carbon footprint of the entire construction and development process.

Energy-efficiency and circularity example: QO Hotel in Amsterdam has integrated the principles of TBL throughout the design and operations of this urban luxury property. The QO’s in-house grey wastewater treatment system allows a fully circular usage of water on property while the building’s unique design allows for 80% natural lighting throughout the year, severely reducing energy costs and lighting installation costs (increasing profit) and reducing emissions (reducing negative environmental impact). It has also developed its own circular urban farming facilities including a self-sufficient greenhouse garden, with vegetables, herbs and fish – all used in the hotel’s restaurants.

Design and construction example: citizenM’s Hotels’ approach to development places emphasis on quality control and cost and resource efficiency/optimisation through modular building. By employing modular construction practices, a hotel’s entire design and development cycle can be tracked and traced, also using advanced building information systems that store details on the life and health of all construction materials and building elements. Standardisation through modular building also allows for reduced wastage.

Industry case

Hospitality asset life cycle

Table 19.2 Industry cases according to hospitality asset life cycle stages

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Regeneration/disposal: Depending on the owner’s/investor’s time horizon and intention, the asset can either be sold to a new owner improving the TBL or be regenerated in a different use such as student housing or a caretaker’s home.

At the QO Hotel in Amsterdam, the chefs source food from the hotel’s onsite greenhouse which is managed and taken care of by the staff, integrating community elements and also used as an additional guest experience.

Operations: Once a property becomes operational, there are numerous ways to address all three factors (environment, social and financial).

The Student Hotel (TSH) received ‘green financing’ from UniCredit for their properties in Rome and Florence, both of which are repurposed sites. Part of the agreement is that TSH has committed to reinvest by providing students from disadvantaged socio-economic backgrounds scholarships in the form of rent reductions.

AEDES Real Estate in the Netherlands restores and repurposes existing assets into hotels, such as the former Palace of Justice in Amsterdam, being converted into a Rosewood-branded hotel. Previously completed conversions include the SoHo House Amsterdam, Andaz Amsterdam and Hyatt Regency Amsterdam.

The AMBA Estates property in rural Sri Lanka features community-based workshops and integrates local business and crafts into the operational processes – generating additional welfare for employees, additional experiences for guests and additional revenue for the organisation and local community.

Industry case

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Table 19.2 Industry cases according to hospitality asset life cycle stages

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Role

The property developer is the original owner and initiator of a hotel development project.

The investor is buying completed buildings, with the aim to add value and make profit on sale after a holding period.

The operator is in charge of overseeing the day-today operations of a property, with various degrees of involvement depending on the type of operating agreement.

Stakeholder

Developer

Investor

Operator The duration of operating agreements depends on the type of agreement (lease, management, franchise), the category of the property, the location and the strategic positioning for the operator. The more involved the operator, and the higher the category and strategic choice of the location, the longer the agreement. They generally vary from five to 20+ years with renewal clauses.

Medium to long term

A typical investor would hold the asset for a period ranging between 5 and 25 years. At the end of the holding period, the investor either sells the property or redevelops it, going back to the development stage of the circle ( Younes & Kett, 2007).

Medium to long term

Depending on the type of property, it takes approximately 1–3 years to develop a hotel asset. A typical developer would sell after completion.

Short term

Timeline

Table 19.3 Stakeholders’ perspective in the hospitality asset life cycle

The operator is responsible of the operations phase and provides inputs on the design and development, as well as regeneration phases through its design standard, operating guidelines and operating agreement.

It operates following its brand guidelines, and in line with the investor’s vision.

The operator’s goal is to run the property and maximise its revenue, optimising costs and ensuring that the property has a good reputation within its market. Its profit is based on the operating performance of the asset.

The investor is responsible for the regeneration or disposal phase and oversees the operations phase.

The investor owns the asset, with the aim to add value and sell when the value has increased to make profit. The investor works with the operator to maximise the value of the asset, which is determined by the operating results.

The developer acquires the land, develops the building programme and design, obtains the approvals, raises the financing and develops the property. It builds-to-sell (or builds-to-own or to-rent in certain cases).

Strategic vision

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Given that a hospitality asset’s longest phase in its life cyle is typically when ‘operational’, we argue that the operator is the best positioned to enforce sustainability measures and ensure that the TBL approach is employed in the operations. This means that operators have a role to play in each phase of the property’s development. However, developers do not always include operators at the initial stages of a hotel property’s life, which can cause structural inefficiencies and misalignment with the operator’s brand standards, and make it difficult to target sustainability KPIs without significant investments to improve the building’s infrastructure. To illustrate, if a hotel is not equipped initially with LEDs and the brand standards mention that each hotel should reduce its energy consumption by being equipped with LEDs, installing LEDs will induce a cost that could have been avoided at the early stages. While this is a basic illustration, the same applies to refurbishing a building to improve air quality, CO2 emissions, water consumption, waste management or chemicals reduction. Too often, these elements are neglected at the start of the development and are missed opportunities to generate significant savings and benefits for the planet, without inducing premiums for the developer. The World Green Building Council’s study shows that actual cost premiums for sustainable buildings are significantly lower than the industry estimates – with actual cost premiums ranging from −0.4 to 12.5% versus perceived cost premiums ranging from 0.9 to 29% cent (Sustainable Hospitality Alliance, 2020). Operators are dependent on investors’ willingness to implement brand standards and need to align with investors’ vision for the asset. While an operating agreement subjects the investor to an operator’s brand requirements, it is typically limited by the total investment an investor is willing to make in a property.

Towards establishing returns on sustainability One of the key issues of sustainability ROIs is the lack of data at various stages of the asset life cycle and the difficulty of setting up scalable KPIs. There are several variables that impact the KPIs’ realisation in each market, including but not limited to local regulations, costs of raw materials, goods, services and labour, availability of local resources, climate, geography, political situation, trade agreements, type of property (urban, resort, eco, mixed development), property positioning (economy vs luxury), size, available data transparency and more. This provides a challenge for operators to set up relevant targets globally and regionally, to (1) demonstrate the long-term added value of investing in sustainable buildings to investors, and (2) monitor and compare the results across their portfolio to create case studies as evidence. This is particularly the case for the design and development phases as well as phases for regeneration and disposal. Many difficulties remain to report on the accurate cost of a sustainable hotel with respect to the ROI on the building, as well as outlining clear advantages in the selling process. Current practices favour the generating, monitoring and reporting on operational KPIs. For instance, assuming a green construction premium from −0.4 to 12.5%, it is difficult to estimate a hotel’s ADR and cost savings to deliver a corresponding advantage to its NOI. However, according to the US Green Building Council (USGBC), owners of sustainable buildings reported that their ROI improved by 19.2% on average for existing building sustainable projects and 9.9% on average for new projects (Sustainable Hospitality Alliance, 2020).

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Challenging – yes, but not impossible. Companies such as My Green Butler have a cloudbased technology that measures water and electricity consumption and uses gamification to educate guests about the importance of reducing their environmental impact. Hotels can implement existing tools in their tech-stack to improve their sustainability practices. Considerate Group also launched an ESG Due Diligence portfolio to address increasing demand from banks and investors of sustainable assessment of buildings prior to investing. With this, they take a long-term approach to their investment on (1) the changes in regulation from local governments towards more sustainability-oriented measures, putting them ahead of the current standard and potentially avoiding significant investments when regulations are changing, and (2) asset premiums in the selling of sustainable buildings, which is expected to become a parameter of hotel valuation in the near future. Operators are also constrained through the delivery of their guidelines on property, with the general manager often having a key role in promoting sustainability within the hotel. There is an opportunity to reinforce an operator’s values and corporate guidelines to align with the TBL approach and provide a consistent message of a culture set to improve sustainability.

Conclusion This chapter aimed to establish an industry stance on integrating a sustainable approach to the return on investment (ROI). The chapter concludes that there is not a one-size-fits-all for the implementation of sustainable practices, as it is highly dependent on the involvement of various stakeholders and requires a strong culture that embraces sustainability. What is paramount is that if there is no change in the way we go about running our businesses and daily lives, we are paving the way for serious irreversible consequences that will impact the ongoing climate crisis. Thanks to the post-COVID mindset, sustainability and environmental wellness is top of mind for business leaders and consumers alike. Over the past years, several businesses in the industry have found ways of justifying the extra investment, not only fostering environmental sustainability but also setting an example for future projects and investors. We propose that the TBL approach strikes a fine balance between the three Ps. Putting people and planet first and working backwards to adjust the ROI for profit, making decisions accordingly, is currently the most efficient way to realise a return on sustainability. This can, however, imply suboptimal conditions and sacrifices according to specific stakeholder values. To advance this process, we encourage an integrated approach of values to respect chain, supply chain and stakeholder chain. Sharing the same values, while each party (developer, investor, operator) is held accountable for the translation of these values at the various stages of the property life cycle is crucial to its success. The approach proposed in this chapter would further allow a more holistic view on sustainability in hospitality, taking into consideration sustainable KPIs to their full extent, forcing parties to be transparent in reporting not only on operational KPIs but on the complete picture to make a better assessment of the full return on sustainability. We need investors to get on board in this process and be key drivers of this change. We conclude that in order to remain competitive and grow in current and future market dynamics, profits must be thought of in alignment with people and planet. Evidence is

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accumulating and small changes are starting to emerge, which some countries and leaders, as noted in this chapter, are embracing and using to the advantage of all stakeholders, including people and planet.

References Accor. (2019). Planet 21. https://all.accor.com/gb/sustainable-development/index.shtml Banyan Tree Hotels & Resorts. (2022). Sustainability. www.banyantree.com/sustainability Booking.com. (2021). Booking.com’s 2021 Sustainable Travel Report affirms potential watershed moment for industry and consumers. https://globalnews.booking.com/ bookingcoms-2021-sustainable-travel-report-affirms-potential-watershed-momentfor-industry-and-consumers Elkington, J. (1994). Towards the sustainable corporation: Win-win-win business strategies for sustainable development. California Management Review, 36(2), 90–100. 10.2307/ 41165746 European Commission. (2022). Impacts – A changing world. https://ec.europa.eu/clima/ sites/youth/impacts_en Kenton, W. (2022). What is greenwashing? How it works, examples, and statistics. Investopedia. www.investopedia.com/terms/g/greenwashing.asp Kumar, S. (2005). Resource use and waste management in Vietnam hotel industry. Journal of Cleaner Production, 13(2), 109–116. Love, A. (2020, March 13). The plastic problem: Phasing out single-use toiletries in hotels. Hotel Management Network. www.hotelmanagement-network.com/analysis/singleuse-plastic-toiletries-hotels Sustainable Hospitality Alliance. (2020). Business Case for Sustainable Hotels. Sustainable Hospitality Alliance. https://sustainablehospitalityalliance.org/wp-content/uploads/ 2020/05/Business-Case-for-Sustainable-Hotels.pdf Sustainable Hospitality Alliance. (2021). Single-use plastics. Sustainable Hospitality Alliance. https://sustainablehospitalityalliance.org/wp-content/uploads/2021/06/Plasticfactsheet.pdf The Datai Lankawi. (2022). The Datai Pledge. www.thedatai.com/sustainability Tuovila, A. (2021). What is a bottom line in accounting, and why does it matter? Investopedia. www.investopedia.com/terms/b/bottomline.asp Younes, E., & Kett, R. (2007). Hotel investment risk: What are the chances? Journal of Retail & Leisure Property, 6(1), 69–78.

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20 Key Metrics and Reporting Sustainability Leading question: How and what key sustainability metrics should hotels report? Xenia zu Hohenlohe and Joshua Papachristidis

Introduction The hospitality industry has the power to have a lasting positive impact on lives, places, and economies. Reaching into communities all over the world, over 200,000 hotels generate an annual revenue of over $550 billion for local economies and provide opportunities for people from all backgrounds. But we need to ensure that we are all working towards a sustainable and inclusive future for our planet and its people. (Sustainable Hospitality Alliance, 2022) But how can any lasting positive impact be evidenced? How can we ensure we are all working towards a sustainable and inclusive future? This chapter looks at why and how hotels should measure and report the progress they are making towards a more environmental, social and governance (ESG) conscious future.

What is sustainable tourism? Sustainable tourism is defined by the United Nations’ World Tourism Organization (UNWTO) as ‘tourism that takes full account of its current and future economic, social and environmental impacts, addressing the need of visitors, the industry, the environment and host communities’ (UNEP & UNWTO, 2005).

Why does sustainable tourism matter? Due to its interaction and reliance on the local community and local environment, the ongoing success and profitability of a hotel is dependent on the ongoing health of its location.

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The United Nations (UN) and international governments agree. The UN Sustainable Development Goals (SDGs) include two sub-targets that specifically mention tourism, SDGs 8.9 and 12: SDG target 8.9: ‘by 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products’. SDG target 12.b.: ‘develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products’. Tourism is also mentioned in SDGs 13 (Climate Action) and 17 (Partnerships for the Goals), along with SDG 8 (Decent Work and Economic Growth) and 12 (Responsible Resource Consumption and Production).

What is sustainability reporting? Sustainability reporting is ‘the disclosure of the effectiveness of the ESG strategies pursued by a company or organization’ (DNV, 2022). This would normally be done through the creation of a sustainability report. Which, according to Deloitte, 2020, is ‘a report published by an organization on its material nonfinancial performance information, incorporating Environmental, Social and Governance concerns’. Hotels should not only create sustainability reports for their investors but, in the name of true transparency, make this available to all stakeholders including guests, suppliers, investors, business partners, local communities, regulatory bodies, the public and, most importantly, employees. ‘We cannot manage what we do not seek to understand’ (Deloitte, 2020, p. 3). Tracking sustainability initiatives is the initial step on the path to implementing a sustainability strategy and being able to confidently produce a sustainability report. However, the problem must first be quantified. Consequently, it is important to understand: • •

why should businesses in the hospitality industry, and beyond, report? which key sustainability metrics should be tracked and reported?

This chapter aims to answer both questions.

Why report? Broadly, comprehensive, and data-led sustainability reporting is seen as a benefit as it can: • • •

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Ensure legislative compliance Help meet key global climate goals Help meet investor requirements

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Improve performance Help meet changing consumer demand Help attract and retain the best staff Improve supplier relationships and Strengthen public relations and help avoid greenwashing.

1. Ensuring legislative compliance There is a growing awareness among business leaders of statutory regulations associated with sustainability, and how new or future, more stringent regulations will impact business operations and growth. For example, part of the EU sustainability finance package is to ensure that ESG risks and opportunities are embedded in investment decision-making structures. In addition, UK legislation such as the Carbon Reduction Commitment, the Climate Change Levy and indirect carbon tax hikes all pose financial risk via utility costs. As Harper Ho (2021) notes, governments are also starting to ‘recognize the urgent need for information about the financial impact of climate change on companies’. International and regional governments are working to ensure that those businesses in their jurisdiction are as sustainable as possible. As evidenced by recent greenwashing legislation and guidance – such as the Green Claims Code brought in by the UK’s Competition and Markets Authority (CMA) that came into force at the beginning of 2022 – governments are attempting to eliminate greenwashing. This has turned out to be a more widespread practice than many realise; the CMA, in a joint project with the International Consumer Protection Enforcement Network, found that 40% of ‘green’ online claims made could be misleading (CMA, 2021). The process of correct and thorough data collection will not only assist in ensuring that a hotel conforms to current legislation, but the process will also stand it in good stead to adapt to future legislation through knowledge of its base performance level. Moreover, the accurate measuring of sustainability metrics will safeguard against the pitfalls of greenwashing.

2. Meeting key global climate goals Increasing enforcement and legislative compliance is based on the need for governments to ensure their climate pledges, made as part of the Paris Climate Agreements in 2015, are going to be met. Therefore, several laws, policies and legal frameworks, both at EU level (namely the EU Taxonomy) and at national, regional and even at city level, have been introduced that companies need to comply with. The pledges made in 2015 are mostly based on scientific evidence, that we, as a global community, must at all costs avoid the Earth’s climate warming by more than 1.5°C in order to prevent catastrophic changes to all our planet’s eco-systems. Hence most laws and policies devised for countries to meet these climate pledges are based on scientific climate research to align all emissions caused by human activities to the 1.5°C target.

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It is therefore paramount for all companies to report on activities related to CO2 emissions to allow governments to ensure their set goals can be met and to allow the scientific community to track the reduction of emissions for continued climate control.

3. Meeting investor requirements ‘Environmental protection and addressing key environmental issues are becoming increasingly important factors in the hotel business and influence hoteliers’ competitiveness in the market’ (Duric & Topler, 2021). A company’s investors expect adherence to stringent ESG regulations. This is either due to regulatory and legislative changes they are being confronted with or because of their aims to maximise share price and asset value, as well as, in some cases, also due to an investor’s personal beliefs. A study by the University of Oxford and the Arabesque Group found that 80% of 200 studies reviewed saw a correlation between good sustainability practices and stock price performance (Fink & Whelan, 2016). Consequently, nearly 80% of investors state that ESG is an important factor in their decision making, while, according to a PricewaterhouseCoopers (PwC) study (Chalmers, et al., 2021), 50% would divest from companies that were not taking sufficient ESG action. For asset managers, increasing the sustainability rating of a property will not only improve performance by reducing costs but could also increase the value of the asset. The Sustainable Hospitality Alliance (SHA) found that sustainable projects on existing buildings have a return on investment (RoI) of over 19% (SHA, 2020). Furthermore, the SHA also reports that hotel portfolios reporting strong ESG metrics open the door to green finance mechanisms such as ESG-linked loans and green bonds (SHA, 2020). Moreover, Deloitte has found that sustainability reporting helps organisations gain a better understanding of where increased shareholder value can be found (Deloitte, 2020). If a hotel is part of a brand, then it will have brand sustainability requirements or, potentially, an in-house data management system – for example, IHG’s Green Engage programme (InterContinental Hotels Group) or Marriot’s MESH system. There has been a notable increase in brand requirements for a hotel’s continual improvement across the ESG spectrum with many brands now having set emissions reduction targets. Therefore, for investors, the importance of a hotel measuring sustainability metrics, reporting on them, and continuing to improve these scores is threefold: 1 2 3

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To aid in the incremental improvement of an asset’s value, for both resale value and to attract other investors To comply with the overarching brand’s sustainability requirements, and To ensure the asset conforms with both evolving ESG criteria in the market and the investor’s own sustainability goals.

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Moreover, a hotel reporting on sustainability metrics will enable its investors in turn to produce more detailed annual ESG reports and therefore ultimately support the entire industry to meet key sustainability goals.

4. Improving performance The UK Government, in its 2019 Environmental Reporting Guidelines, states: There are direct benefits to your organisation in the measuring and reporting of environmental performance as it will benefit from lower energy and reduced costs, gain a better understanding of exposure to the risks of climate change and demonstrate leadership, which will help strengthen your green credentials in the marketplace. (UK Government, 2019) Of course, only through the measuring and reporting of sustainability metrics can a hotel hope to improve its ESG performance. Not only would any claims of improvement be difficult to prove, but it is very difficult to begin improving anything without initially knowing how much work there is to be done. Duric and Topler, in Trends in Sustainable Tourism (2021), found that hotels that are proactive in the implementation of environmentally sustainable business achieve a high level of overall company performance, including economic and environmental performance. They go on to state that ‘devotion to environmental sustainable development and the quality of services have a meaningful positive impact on hotel performance’ (Duric & Topler, 2021). Therefore, through the process of measuring sustainability metrics and reporting on them, a hotel can work, from a known baseline, to improve its ESG practices, allowing it to take advantage of the correlated increases in performance that have been seen across businesses.

5. Meeting changing consumer demand There is an opportunity to increase revenue by satisfying consumer preferences and reducing reputational risk. Research suggests a shift in consumer demand: more people are seeking products and services from companies with an environmental conscience, and it is expected that sustainable practices will become an important differentiator between hotel groups. A study by Kang and Nicholls (2021) in the International Journal of Hospitality Management, found that ‘71% of global travelers place importance on properties implementing ecofriendly practices’. Booking.com research (2021) showed increased demand among individual and business travellers for greater environmental sustainability. According to Accor, 13% of guests claim to take sustainable development into account when choosing a hotel room (Accor Hotels, 2016), and almost 60% of IHG’s corporate clients requested

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environmental data from the company in 2019 (IHG, 2020). Fifty-eight per cent of consumers say they are thinking more about sustainability now than before COVID-19 (Mastercard, 2021), and 70% of global travellers say they would be more likely to book accommodation knowing it was eco-friendly, whether they were looking for a sustainable stay or not (Booking.com, 2022). Some hotel groups – Hilton, IHG and Meliá Hotels, for example – have already started establishing science-based emission reduction targets for 2030, which the rest of the market will have to follow. However, unless sustainability details are measured and reported, potential and existing customers will not be able to differentiate between hotels that are taking strides towards becoming sustainable and those that are lagging. It is essential that a hotel reports to get the credit it deserves. Equally, it is vitally important that credit is not given where a hotel or company claims to have done more than it actually has when it comes to sustainability. As mentioned in the legislative compliance section (the Green Claims Code brought in by the UK’s Competition and Markets Authority (CMA, 2021)), governments are cracking down on the malpractice of greenwashing. It is paramount that a hotel does not fall into this trap and make false claims in the quest to attract more guests. This is why it is so important to track, monitor and truthfully report on key sustainability metrics in order to base sustainability statements on facts.

6. Attracting and retaining the best staff – the linchpin of all hotels It has been found that hotels that engage with ESG and track and communicate this coherently are those with the highest rates of employee satisfaction. Moreover, a strong ESG proposition increases employee productivity, boosts employee motivation and allows a company to attract and retain talent through greater social credibility (Henisz et al., 2019). The engagement of employees in ESG is crucial as they will likely be collecting the data and implementing any initiatives. It is therefore paramount not only to have their buy-in but also to empower them to make the necessary changes within operations. This can result in proactive employees who offer up ideas for new initiatives. As Henisz et al. (2019) note: ‘The stronger an employee’s perception of impact on the beneficiaries of their work, the greater the employee’s motivation to act in a “prosocial” way.’ Additionally, 70% of millennials, according to a 2019 Fast Company survey, stated that they were more likely to choose a job with a strong ESG plan, while 40% had chosen a job in the past due to the company outperforming its competitors in sustainability. Of course, a prospective employee will only know these details if the company publishes reports on its sustainability. Not only does the reporting on sustainability metrics assist a company in attracting new employees, but the continued measuring of metrics ensures the company retains them. The same Fast Company survey (2019) found that 30% had left a job due to the

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company’s lack of a sustainability plan, while 70% of respondents said that if a company had a strong sustainability plan, it would affect their decision to stay with the company long-term. Therefore, to attract the best and brightest employees and retain them in an industry where employee turnover is so high, ESG reporting should be a priority.

7. Improving supplier relationships The same logic applies to a hotel’s suppliers; as much as a hotel will want to work with sustainable and accredited suppliers, these suppliers will also want to work with a sustainable and accredited hotel, given that it will assist both parties’ ESG ratings. This is a great opportunity for increased interaction with the local suppliers and the community.

8. Strengthening public relations Monitoring and reporting on key sustainability metrics may not get your company immediate public recognition, but the process of doing so will make applying for, and achieving, sustainable certification (such as those shown in Figure 20.1) easier. Participation in certification schemes, such as Green Key (hotel-specific) or GRESB (asset fund specific), which assess sustainability performance against specific criteria, allows owners to benefit from lower interest rates and leverage corporate green bonds or green bonds from local financial institutions.

Figure 20.1 Level of coverage of global reporting frameworks Source: Adapted from Envizi, 2022

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Beyond sustainability, using an ESG benchmark is also a way to improve investment performance: overall: a 3% fund return uplift was observed between the lowest and highest GRESB scoring funds. Alternatively, hotel companies can align themselves with non-binding pacts such as the UN Global Compact, which encourages businesses to adopt and report on sustainable and socially responsible policies through its ten principles. Alignment, or certification, with one of the reporting frameworks shown in Figure 20.1, validates a hotel’s activities as these are internationally recognised by investors, customers and staff alike. Of course, Figure 20.1 is not an extensive list of the internationally recognised frameworks or certifications with which a hotel can align. Indeed, the SHA released, in March 2022, a sector-specific Pathway to Net Positive Hospitality for the Planet. However, hotels should not just apply for certification to get a badge; they should first check the credentials to avoid greenwashing.

What key sustainability metrics should a hotel report? There are hundreds of metrics that a hotel can monitor and report on and dozens of those that relate to sustainability. Table 20.1 shows a holistic overview of the main themes of sustainability metrics that a hotel should track and offers examples of data capture methods. This is by no means an extensive list.

How should hotels report key sustainability metrics? As with most things in life, successful data analysis begins with good preparation. Any hotel would prepare properly to deep-clean a whole floor of hotel rooms or serve 200 covers at dinner, so why would it be different for data collection and analysis? Real-life data is messy; therefore, data preparation is key. Approximately 80% of a project involving data is the process of data preparation. It is important to make sure that all data is in the same format – with the same timeframe and the same units used across each tracked metric, such as ensuring all water readings are in either cubic metres or litres – and that there are no duplicates or false data.

Environmental metrics Energy, water and waste are important to measure as they are areas where operational efficiencies can be made. Additionally, these metrics form a key component of a hotel’s carbon emissions. The granularity of the measured and reported data is important. It is well known that seasonal consumption patterns are likely to differ, especially for climate-specific hotels. But

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1 Waste generation (per waste stream)

1 Business travel

1 Biodiversity net gain

1 Carbon inventory

Waste

Transport

Biodiversity

Carbon

Intermediate – Report on consumption directly via frequent meter readings or importing data from high-frequency meter

2 Gas/heat consumption

(Continued)

Advanced – A full carbon inventory, covering Scope 1, Scope 2 and a minimum of 67% of all Scope 3 emissions, including value chain emissions

Intermediate – In line with GHG Protocol guidelines, calculate a carbon footprint covering Scope 1, Scope 2 and essential Scope 3 emissions (water, waste and business travel)

Commission a qualified ecologist to determine quantity, quality and connectivity of habitats (and biodiversity) on site and provide recommendations for activities resulting in measurable net gain

Advanced – Capture start point, destination and mode of transport for all business trips, calculate the distance travelled and use the appropriate emissions factors to calculate the associated carbon emissions

Intermediate – Use rough conversion factors (per major type of travel) to convert travel expenses into distance travelled, and as such CO2 emissions

Advanced – Report accurate waste generation per waste stream through on-site weighing of waste or from waste collectors’ reports (based on on-truck weighing of waste)

Intermediate – Report on estimated waste generation per waste stream from waste collectors’ reports (based on number of collections)

Basic – Report on total waste generation from waste collector’s invoices

Advanced – Install submetering and report on consumption per floor/area/department

Intermediate – Report on consumption directly via frequent meter readings or importing data from high-frequency meter

Basic – Report on consumption directly from bills

Advanced – Install submetering and report on consumption per floor/area/department

Basic – Report on consumption directly from bills

Data capture

1 Electricity consumption

1 Water consumption

Energy

Environmental

Key metrics

Water

Topic

Theme

Table 20.1 What sustainability metrics should a hotel report?

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Governance

Guest engagement and satisfaction

Social

Strategic oversight and management structures

Supply chain

Local community engagement

Staff engagement and satisfaction

Topic

Is there evidence of an active sustainability champion or green team that effects change to improve sustainability practices across the hotel?

2 Green team or sustainability champion

(Continued)

Are there ESG strategy and policy documents in place, which are up to date and in an accessible, known place?

Advanced – Hotels can report on suppliers’ responses to a supplier sustainability review. The supplier sustainability review should be based on the hotel’s existing sustainability strategy and responsible procurement guidelines

2 Supplier sustainability index

1 ESG strategy and policy documents

Calculation: divide the number of suppliers with their head office within 30 miles of the hotel by the total suppliers of employees used by the hotel; then multiply the value by 100 to obtain a percentage

1 Percentage of suppliers local to hotel area

Total contribution (by spend) to local charitable organisations

Calculation: Divide the number of employees on the last day of the year by the total number of employees employed by the hotel throughout the year; then multiply the value by 100 to obtain a percentage

2 Annual staff retention rate

2 Local charitable donations

Use a yearly staff satisfaction survey to capture staff feedback on sustainability within the hotel

1 Staff satisfaction

Calculation: divide the number of employees who lived within 30 miles of the hotel prior to joining the workforce by the total number of employees employed by the hotel; then multiply the value by 100 to obtain a percentage

If there are specific initiatives ongoing within the hotel (e.g. opting out of housekeeping), hotels should track uptake of these initiatives and report on associated savings

2 Guest engagement with sustainability initiatives

1 Percentage of workforce local to hotel area

Use a post-stay guest satisfaction survey to capture guest feedback on sustainability within the hotel and overall satisfaction levels

Data capture

1 Guest satisfaction

Key metrics

(continued)

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Theme

Table 20.1 What sustainability metrics should a hotel report?

CHAPTER XENIA ZU HOHENLOHE AND JOSHUA PAPACHRISTIDIS

Theme

1 Valid sustainability certification(s)

Number of major health and safety incidents at the hotel reported in the last three years should be reported, alongside incident log and outcomes

2 Health and safety incidents

Certification

Number of incidents requiring major disciplinary action in the last three years should be reported, alongside incident log and outcomes

1 Staff grievance and disciplinary incidents

Working conditions

Hotels should report on any valid sustainability certifications they have been awarded

Calculation: divide the managerial positions filled by those who identify as (i) women, (ii) from another under-represented social group and (iii) have a form of disability by the total managerial positions on offer at the hotel; then multiply the value by 100 to obtain a percentage

Calculation: divide the employees who identify as (i) women, (ii) from another underrepresented social group and (iii) have a form of disability by the total number of employees at the hotel; then multiply the value by 100 to obtain a percentage

1 Percentage of workforce that: i identify as women? ii identify as from another under-represented social group? iii have a form of disability 2 Percentage of managerial positions filled by those who: i identify as women? ii identify as from another under-represented social group? iii have a form of disability

Human rights, equality and security

Data capture

Key metrics

(continued)

Topic

Table 20.1 What sustainability metrics should a hotel report?

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a hotel’s consumption can vary a lot in the span of a week. It is not necessarily true of all hotels, but there is often a noticeable difference between consumption on a weekday and at the weekend. Therefore, if possible, it is recommended to install automated high-frequency meters within a hotel, and to sync these with a data management platform, such as Considerate Group’s hospitality-specific Con-Serve™ platform – see case study below. Transport should be measured as it is also a key contributor to a hotel’s emissions. The initial steps to calculating a hotel’s emissions will be based on business travel; however, to take it further and work to understand guest travel, hotels can interact with guests to deduce the distance they travelled to stay; and they can work with local offsetting groups and charities to sustainably offset guest travel. This has been done at a number of hotels including Six Senses Zighy Bay: the hotel enters flight details and, alongside partner Co2nsesus, offsets the emissions of the flight by investing in a wind farm. As Table 20.1 states, biodiversity should be measured in terms of net gain: how a hotel can support the improved quantity, quality and connectivity of habitats. This will differ depending on the local environment and the location of a hotel. Therefore, the calculation of net gain is the recommended way of measuring biodiversity. This is the comparison of baseline conditions to post-development conditions, presented as a percentage improvement. It is recommended that hotels employ the expertise of a qualified ecologist to undertake the baseline field survey, assist in defining the scope of the project, and undertake the post-development survey. Carbon emissions are perhaps the most well-known and considered sustainability metric to measure. But it is essential to know how and what to measure for all three Scopes to ensure that no greenwashing takes place. The measuring of the sustainability metrics previously mentioned will enable a hotel to begin measuring its carbon emissions. However, to create a full carbon footprint or inventory, a hotel must be aware of specifics such as the exact details of electricity tariffs or the distance ingredients have travelled before arriving at the hotel kitchen. Environmental reporting can be done either through a data management platform (see Figure 20.2) or by the hotel themselves. By publishing the tracked metrics in a report in

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Figure 20.2 Weekly electricity consumption for Q4 of the year 2018, with heating requirements and room nights

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the public domain, a hotel will have to hold themselves accountable to its ongoing sustainability journey and ensure that improvements are made.

Social metrics Sustainable social metrics can be broken down into four areas relevant to hotels: guests, staff, local community and suppliers, and, importantly, the hotel’s engagement with these four stakeholder groups. In terms of guests, a hotel should be measuring their satisfaction, related to their overall stay and the sustainability initiatives undertaken within the hotel. For guests, it is important to see, and take part in, the sustainability initiatives that the hotel is undertaking, especially if these are advertised. Tracking the uptake and feedback on these initiatives can be done through a post-stay survey. As per point 6 in the ‘Why report?’ section of this chapter, reporting on sustainability metrics and initiatives is likely to lead to higher staff retention rate and improved team morale. It is therefore recommended to assess the hotel’s performance from an employee’s perspective at least annually through staff satisfaction surveys. Interaction with the local community through the hiring of local employees, improvements made to the local environment, local suppliers used and donations to local social and environmental charities or initiatives are all key sustainability metrics which should be straightforward for a hotel to track. Looking in greater depth at a hotel’s supply chain will enable a hotel to measure several metrics – for example, the carbon footprint of the product, which will allow a hotel to track its Scope 3 emissions, and the sustainability rating of suppliers which can help a hotel ensure that all its suppliers are following local employment regulations. A possible method of reporting on a hotel’s metrics would be to align a hotel or company’s policies to the UN Sustainable Development Goals. For example, social policies could be aligned with the UN SDGs 1, 3, 5, 8, 10 and 11: • • • • • •

SDG SDG SDG SDG SDG SDG

1: No poverty 3: Good health and wellbeing 5: Gender equality 8: Decent work and economic growth 10: Reduced inequalities 11: Sustainable cities and communities

Through the implementation of employment policies to hire local people, at a fair living wage without any discrimination, while offering healthcare as part of the employment package, a company would have made good progress in aligning themselves with these SDGs.

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Governance metrics Strategic oversight and management structure can be measured through the availability of ESG strategy documentation and an ESG policy to all employees of the company. Additionally, the hotel-specific sustainability champion or overarching brand green team should meet with management regularly, with meetings being tracked. Due to the ever-changing nature of governance metrics, they must be measured consistently and constantly. For example, the percentage of female staff in leading positions, or employees that identify as from an under-represented group or have a form of disability, is likely to be an ever-changing metric. Moreover, ensuring that working conditions remain compliant with local legislation and offer enhanced wellbeing for staff is important and something hotels should be doing as part of standard practice. However, by ensuring that staff take part in a regular survey and by tracking any staff grievances or health and safety incidents, hotel management can ensure this never becomes an issue. By measuring metrics, a hotel can apply for and gain an accredited sustainability certification. This should be updated regularly to ensure the ongoing sustainability of the hotel. And, of course, a hotel’s achievements should be promoted. To quantify and report on social and governance metrics, alongside a companywide annual ESG report, an up-to-date employee handbook, or similar that is easy to find, detailing all the procedures, advice and regulations surrounding a company’s business, should be available to all staff members. Key performance indicators (KPIs) are a useful tool in ensuring that governance is lived at all levels. Through the inclusion in an employee’s initial KPIs of familiarising themselves with the company’s set of policies, and ensuring that regular re-training or refresher programmes are available, employees will always be kept up to date and aware of a company’s effort to hold themselves to the highest possible standards of governance. Moreover, as the world of sustainability grows, the governance metrics being tracked are sure to change, and therefore keeping up with these is a requirement for a sustainable hotel.

CASE STUDY CON-SERVE™ – DATA-MONITORING AND REPORTING PLATFORM Con-Serve™ is an ISO 50001 accredited data-monitoring and reporting platform, which allows users to simply, but comprehensively, measure resource consumption and broader ESG metrics including, but not limited to, electricity, heat, water, waste, food miles, business travel, carbon emissions, room nights, food covers, conference guests, volunteer hours, etc. Con-Serve™ quickly enables users to identify the inefficiencies that impact the performance of their business, environmentally and commercially, can be used across single or multi-site operations, globally, and allows for easy data extraction for reporting purposes.

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The advanced analysis on the platform facilitates the comparison of any number of metrics and visualises these in graph form, thus assisting hotels in identifying which factors influence each metric. Figure 20.2 shows a hotel’s weekly gas consumption for Q4 2018, comparing the hotel’s room nights and the heating requirements (automatically calculated using data from the nearest weather station). This allows a hotel’s engineer to see if there are any weeks in which the hotel’s consumption did not match the external factors. For the week of 5 November, for example, there was a decrease in both room nights and the heating requirements, yet gas consumption increased. When first attempting to measure sustainability metrics, it is important to first analyse historical data. Using a hotel’s electricity, gas and water bills, in any breakdown of time analysts should upload this data into a data-monitoring platform and review the differing levels of a hotel’s consumption throughout a given year. Figure 20.2 shows a comparison gas consumption for the months Q4 of 2018 with the consumption from Q4 2017. This data is useful for several reasons: • • •

It allows a hotel to understand the consumption pattern of the asset throughout the year. It enables management to set meaningful and attainable targets based on data. It allows transparent reporting based on clean data.

Note: If a hotel is looking to set a baseline for a ‘normal’ year of operations, it is recommended to use the data from 2019 or even 2018 as this was, for most hotels, the last normal year of operations pre-pandemic. Dependent on the metering available, the granularity of the data can be anything from monthly manual readings to automated, five-minute interval readings. A higher resolution of data will enable the hotel to analyse the difference in consumption between weekdays and weekends, day and night, and operating hours and non-operating hours. This allows for in-depth insight as to when the patterns of consumption change – for example, between overnight and daily consumption – but also throughout the day – for example, between food services. Acting on the knowledge of a hotel’s consumption during non-operational hours is a straightforward way to quickly reduce the hotel’s consumption. Simple behavioural changes based on the understanding of the data will help make the necessary improvements and will therefore be reflected in future data, which in turn can be used for future reporting. The Con-Serve™ platform can also be used to compare the daily consumption of a hotel – for example, in the below example, electricity on a per room night basis is shown. This allows a hotel to ascertain whether there have been certain periods, shown by the peaks in Figure 20.3, where the hotel has consumed more electricity per room night than others. The hotel can then use this data to investigate any periods of inefficiencies and to work with its employees to ensure that the hotel is running in the most effective manner.

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Moreover, this data and these visualisations can also be provided in personalised weekly, monthly and bespoke quarterly and annual reports. Feeding analysis into annual ESG or sustainability reports acts as a method of communication to employees, or guests, to show tangible progress and results of the sustainability initiatives they have implemented or engaged with. It can also be used for ESG data requested in requests for proposal by corporate clients, which are becoming increasingly demanding. Furthermore, integrating a hotel’s tariffs into the platform means the emissions and costs of the metrics tracked can be calculated. This data can then also be used to set a hotel’s attainable climate targets within the platform.

References Accor Hotels. (2016, April). Responsible Guests Are Looking for Sustainable Hotels. https:// group.accor.com/-/media/Corporate/Commitment/PDF-for-pages/Planet21Research/ Etudes-Client/2016/guest_study_en_2016.pdf Booking.com. (2021). Sustainable Travel Report 2021. https://globalnews.booking.com/ download/1037578/booking.comsustainabletravelreport2021.pdf Booking.com (2022). Sustainable Travel Report. https://globalnews.booking.com/climatecommunity-and-choice-bookingcom-reveals-the-trends-shaping-sustainable-travel-in2022 Chalmers, J., Cox, E. & Picard, N. (2021). The Economic Realities of ESG. www.pwc.com/gx/ en/services/audit-assurance/corporate-reporting/esg-investor-survey.html Competition & Markets Authority. (CMA). (2021a). CMA Guidance on Environmental Claims on Goods and Services (CMA146). www.gov.uk/government/publications/greenclaims-code-making-environmental-claims Competition & Markets Authority. (CMA). (2021b). Global sweep finds 40% of firms’ green claims could be misleading [Press release]. www.gov.uk/government/news/ global-sweep-finds-40-of-firms-green-claims-could-be-misleading Deloitte. (2020). Sustainability Reporting Strategy: Creating impact through transparency. www2.deloitte.com/content/dam/Deloitte/my/Documents/risk/my-risk-sustainabilityreporting-strategy.pdf DNV. (2022). Sustainability Report Assurance. www.dnv.com/services/sustainabilityreport-assurance-11176 Duric, Z., & Topler, J. (2021). The role of performance and environmental sustainability indicators in hotel competitiveness. Trends in Sustainable Tourism, 13(12), 6574. www. mdpi.com/2071-1050/13/12/6574/htm Envizi (2022). Guide to ESG Reporting Frameworks. https://envizi.com/a-guide-to-esgreporting-frameworks/ Fast Company. (2019). Most millennials would take a pay cut to work at a environmentally responsible company. www.fastcompany.com/90306556/most-millennials-would-takea-pay-cut-to-work-at-a-sustainable-company Fink, C., & Whelan, T. (2016, October 21). The comprehensive business case for sustainability. Harvard Business Review. https://hbr.org/2016/10/the-comprehensive-businesscase-for-sustainability#:~:text=Arabesque%20and%20University%20of%20Oxford, 80%25%20show%20that%20stock%20price Harper Ho, V. (2021). Modernizing ESG Disclosure. 2022 University of Illinois Law Review, 277. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3845145 Henisz, W., Koller, T., & Nuttall, R. (2019). Five ways that ESG creates value. McKinsey Quarterly, November 2019. www.mckinsey.com/capabilities/strategy-and-corporatefinance/our-insights/five-ways-that-esg-creates-value

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IHG. (2020). Intercontinental Hotels Group – Climate Change 2020. www.ihgplc.com/en/-/ media/ihg/files/responsible-business/2020-reporting/ihg-cdp-climate-questionnaire.pdf Kang, S., & Nicholls, S. (2021). Determinants of willingness to pay to stay at a green lodging facility. International Journal of Hospitality Management, 94, 102834. www. sciencedirect.com/science/article/pii/S0278431920303868 Mastercard (2021). How the COVID-19 pandemic has impacted consumer attitudes about the environment. www.mastercard.com/news/media/qdvnaedh/consumer-attitudesto-the-environment-2021.pdf Sustainable Hospitality Alliance. (2020). Business Case for Sustainable Hotels. https:// sustainablehospitalityalliance.org/resource/business-case-for-sustainable-hotels/ Sustainable Hospitality Alliance. (2022) What we do. https://sustainablehospitalityalliance. org/about-us/what-we-do UK Government. (2019). Environmental Reporting Guidelines: Including streamlined energy and carbon reporting guidance. https://assets.publishing.service.gov.uk/government/ uploads/system/uploads/attachment_data/file/850130/Env-reporting-guidance_inc_ SECR_31March.pdf UNEP & UNWTO. (2005). Making Tourism More Sustainable: A Guide for Policy Makers. www.unwto.org/sustainable-development

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21 Marketing Sustainability Leading question: How should a hotel market its sustainability initiatives? Sarah Habsburg-Lothringen

Marketing sustainability Any marketing endeavour must address and answer the following three questions to be effective: 1 2 3

Is it easy for the consumer to understand what you do that helps them meet their need? Is it clear how your offer will give them what they need? Is the value they get from choosing your product or service made explicit?

The solution to a consumer problem (1) and how it solves that problem (2) require clarity but are not difficult to produce. Question 3 is more complex. We know that persuasive communication is most effective when it articulates the benefits to the individual (Stanford, 2014), yet convincing consumers why they should choose one product over another demands more of a deep dive. In the hospitality context, the action of marketing does not create outstanding customer experiences. Defining the value served to customers and communicating it to them through thoughtfully crafted and well-placed messaging does. Understanding the role of marketing requires that we understand people. When messaging shifts from being product-focused to customer-focused, it resonates more on an emotional level, and that is what drives sales. In the sustainability context, the challenge is to successfully connect the consumer’s basic needs of price, location and suitability for group type to the sustainability endeavours of the business to prove that the offer has more value and therefore outperforms alternatives. According to Expedia Group’s Sustainable Travel Study (2022, p. 25), ‘7 in 10 consumers feel overwhelmed by starting the process of being a more sustainable traveler’. This challenge needs reframing not only as an opportunity for product innovation and marketing advantage, but also as an imperative responsibility to educate around the topic of sustainability by guiding and explaining to all stakeholders why we are asking them to modify their

DOI: 10.4324/9781003218425-24

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behaviours. As noted by Font and Villarino (2015), work is needed to construct messages that influence consumers to behave more sustainably, while simultaneously normalising this commitment by weaving it into generic marketing endeavours. This requires an overhaul of how the role of marketing is currently perceived. Instead of showcasing individual products, services and packages, the focus needs to shift to marketing a business’s sustainability ethos through the products, services and packages that are sold. In addition, Brønn and Vrioni (2001) emphasised that generating a positive consumer perception of business motivation to share sustainability endeavours is critical to success. The more cohesive and consistent the messaging, the less space is left for complacency and misinterpretation. Each of the sections in this chapter will follow this structure: • • • • •

Definition of each stakeholder group (who we are speaking to) Benefits of marketing sustainability to each group (why we are doing this) Type of messaging required for effective sustainability marketing (what we say) Ideal channels to communicate that messaging (where we say it) Example of best practice to inspire.

Marketing sustainability to suppliers Who ‘Suppliers’ refers to any company that provides your business with products or services, and encompasses bed linen and towel suppliers to wine handlers and utility providers. Marketing sustainability to suppliers appears first in this chapter because it is quite simply where real impact begins. Baselines for improvement can be set and conversations opened for behaviour modification in the supplier business. It is also an opportunity to collect bestpractice stories of those trusted local businesses that share your business ethos.

Why Collaborative marketing efforts to encourage consumers to increase local spend have a clear benefit to all as proven by the results of a study conducted in the state of Montana, USA. Nickerson and Grau (2016, p. 8) concluded that ‘visitors who purchased “made in Montana” products, items at local farmer’s markets, and who used local guides spent $184.73 more than those visitors who did not purchase those products and services’. Communication and the sharing of best-practice information with local suppliers can lead to the following collective benefits: • • • • • • •

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Stronger destination positioning Increased local business support Reduced local economy leakages Higher income per capita in destination Improved product quality and perception Cost savings on integrated transport costs Avoidance of unintentional greenwashing

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What The most effective way for sustainability endeavours to be shared with suppliers is via authoritative guidelines and wording that allows them to understand expectations and serve to educate and guide on how to improve impact.

Where Table 21.1 Marketing sustainability to suppliers: where Sustainability marketing to suppliers

Sustainability marketing about suppliers

Official company guidelines that back up commitment to sustainability

‘Our Suppliers’ page on website

Survey asking critical questions about supplier’s carbon footprint and other sustainability actions

Supplier interviews in blog format linked to webpage

Sustainability policy on website

Social media series celebrating the work of suppliers to reduce their own impact

Best-practice example Lussmanns Sustainable Kitchen is an independent restaurant chain in the UK founded on the fundamental belief that it is possible to be ethical and profitable. Their message is clear: We believe that eating out can have a restorative impact on the planet. Since 2002, we have pioneered sustainable dining – championing local sourcing, promoting organic, high-welfare farming and serving MSC-certified fish. Our restaurants run on green energy, we recycle 100% of all waste and support a wide range of charities. (Lussmanns Sustainable Kitchen, 2022, para 2) Their website champions and celebrates their ‘Great British Suppliers’, without whom their achievements would not be possible, and they also host regular ‘How to Run a Sustainable Business Event’ workshops (Lussmanns Sustainable Kitchen, 2022).

Marketing sustainability to staff Generating organisational business change that endures over time inevitably means involving all staff, whether full-time, seasonal, temporary or sub-contracted. Owner/manager commitment alone is not enough. Buildings do not consume energy; the people in them do. Therefore, any efforts to reduce energy consumption or to guide guests to spend more time in a shady outdoor green area on a hot day require operational changes. Staff will only change the way they do things when they understand why you are asking them to do it. It is critical to address the question ‘What’s in it for me?’ This is not egotistical

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behaviour; it is human nature and must be considered in the context of marketing sustainability to employees for efforts to succeed.

Why As noted by Okumus et al. (2019), staff participation is critical to ensure the successful implementation of environmental strategies; furthermore, Arshad et al. (2021) emphasised that staff members who are actively engaged in environmental practices more readily help colleagues to understand and participate in other sustainability endeavours of both the hospitality sector and the local community. Among other benefits are: • • • • • •

Increased morale and camaraderie Improved staff satisfaction Reduced human resources spend Increased staff retention and loyalty Increased customer satisfaction due to higher staff satisfaction Increased productivity

What When speaking about integrating sustainability into job roles, guidelines work better than standards as they avoid employees feeling forced into change. They also allow staff to fully understand why they are being asked to modify the way they do things and what is expected of them.

Where Table 21.2 Marketing sustainability to staff: where Sustainability marketing to staff

Sustainability marketing about staff

In job descriptions and contracts to ensure accountability

Dedicated website page to showcase staff stories

An integral part of onboarding training

Staff interviews in blog format linked to webpage

Ongoing eLearning opportunities to increase literacy

Behind-the-scenes social media series about staff and their roles

Visuals in lunch and changing room areas

Short-form ‘how to’ videos starring staff members (e.g. how to make signature cocktail)

Suggestion box Competition to improve operations (e.g. model a way to save waste in kitchen) Workshop on energy efficiency that can be applied to own homes

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Figure 21.1 Staying cool with the Kalahari Cooler guest information sheet

Best-practice example Kwando Safari camps in Botswana ensure all staff understand the crucial role they play in crafting the experience of each guest. Their website showcases the pride they have in their staff by noting that ‘Kwando Safaris is a 100% citizen-owned company [ … ] We seek to offer careers, not jobs, to all our staff’ (Kwando Safaris, 2022, para 1). Kwando staff are also involved in their ‘Bucket Project’ which donates sought-after items to locals. In addition, staff receive training and guidance in helping guests stay cool by using an authentically African way to beat the heat. Kikois are provided in each room and presented to guests by a staff member. This works towards improving staff/guest exchanges and reduces negative comments about comfort in the rooms. The kikois are made in Africa but currently not locally to the camps, so this is an ambition of Kwando Safaris to source and support interested locals in developing the product within the community (Kwando Safaris, 2022).

Marketing sustainability to local community Who This stakeholder group includes anyone living and working in the local community and is intrinsically linked to the section about staff because one of the core pillars of sustainable and responsible tourism is to work towards creating better destinations to live in first, before catering for the tourist.

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Why According to the findings of research conducted in northern Bali, Budhiasa et al. (2017, p. 10) concluded that the ‘quality of the destination is directly affected by the level of community participation’. The higher the level, the higher the quality product detected. Other positives are: • • • • •

Increased job opportunities for locals Opportunities to reduce and/or break seasonality Triggers positive cycle of economic circularity Decrease in carbon footprint by offering local activities and excursions Enhanced experience for guests More robust protection in the face of litigation

What All messaging should be welcome and authentic and should be focused on a sense of care, protection and openness to collaboration.

Where Table 21.3 Marketing sustainability to local community: where Sustainability marketing to local community

Sustainability marketing about local community

Behind-the-scenes open days with specific intent (school groups, job opportunities)

Physical and online shop to showcase and sell local products

On-site seasonal activity for local children

Social media short-form video series of seasonal community events

Upskilling and cross-skilling workshops

Monthly community insights blog

Host a collaborative event (e.g. ideas on how to break seasonality)

Video content of any events you host for local children

Offer space to present local art or handicrafts

Written case studies about successful community projects

Create and sponsor a competition at a local school Challenge to win an overnight stay, a meal, pool or day spa use

Best-practice example This example of marketing sustainability to local communities is wonderfully rounded and involves collaboration between three pioneering companies in the sustainability arena: Smartrip – a B Corp and the first travel agency with social purpose in Chile (Fundación Smartrip, 2022); Parley for the Oceans – a non-profit environmental organisation that focuses on protecting the oceans (Parley for the Oceans, 2022); and Tierra

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Figure 21.2 Turning discarded polyethylene fishing nets into delicate baskets Photo Credit: Rodrigo Farias

Chiloé hotel – an architectural masterpiece located on the Chiloé archipelago in southern Chile (Tierra Hotels, 2022a, 2022b). Smartrip initiated the project after contacting Señora Orieta Caucaman, a local woman who lives in tiny Detif on the island of Lemuy. She had spent six months cleaning the shores of polyethylene fishing nets discarded by the mussel and salmon industry. After painstakingly cleaning the nets, she weaves them into delicate baskets. Through their affiliation with Smartrip, Tierra Chiloé employs her full-time to continue to clean the beach and sell her baskets in their hotel store. Señora Orieta also trains other women on her island to weave the baskets to meet demand from other hotels and shops who want to sell her work. Tierra Chiloé markets these initiatives to the local community by working to build trust and create employment opportunities. The company also embraces its role in the education of future generations by organising and hosting environmental consciousness presentations and workshops for local schoolchildren. The power of this action is far-reaching and will continue to influence the guardianship and attitudes of the local community for generations to come.

Marketing sustainability to authorities Who ‘Authorities’ refers to organisations that have a say in how businesses are run in any given location. Examples are local tourism boards and associations, local council

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departments (i.e. waste management, environmental health and protection, traffic management) and location-specific national park authorities, certification bodies, parent companies, franchisors, owners and investors. For those companies that function as a franchise or require investor/owner authorisation for budget allocation and operational changes, presenting persuasive marketing strategies to these decision makers to attain approval might be a much higher priority.

Why As detailed by Stanford (2014), research on how to encourage consumers to reduce the parking of cars in and around UK National Parks reported that potentially well-developed schemes were not being promoted in the right places or reaching the right audiences. There is no doubt of the need for collaborative measures to be employed to ensure localised success and other benefits such as: • • • • • • •

Collaborative pressure for action on local matters of concern Be seen as a local sustainability leader Increased brand recognition and credibility Competitive marketing advantage Risk minimisation due to legal compliance Increased investor opportunities On-site revenue opportunities from best-practice/how-to workshops

What Technical and data-driven messaging is required when marketing to local authorities; information that showcases results is particularly impactful and persuasive.

Where Table 21.4 Marketing sustainability to authorities: where Sustainability marketing to authorities

Sustainability marketing about authorities

Results-driven data (i.e. the CO2 downward trend achieved, plus the guidelines followed to achieve it)

Website space to showcase collaborative projects initiated by the authorities

Organise and host a conference/meeting/workshop to ‘Day in the life’ interview blogs/videos raise awareness about a local issue ‘Day in the life’ interview blog/video of designated sustainability officer to highlight work done and unresolved problems

Include local authority plans and projects in annual CSR/ESG reporting

Best-practice case studies from your area

Short-form video of local projects

Share staff ideas and opinions for improvement in local Sustainability policy on website community

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Best-practice example Sawdays is a vacation rental company based in the UK, whose mission is to ‘bring together people and places of spirit and character for meaningful experiences [that] have a positive social, cultural, and environmental impact’ (Sawdays, 2022a, para 2). A certified BCorp, Sawday’s dedicates a whole page to their behind-the-scenes work to reduce overtourism. Their Travel Better overtourism policy section opens with words from the managing director, Mike Bevan: ‘Over recent years, we have watched as many of the destinations that we love, across the UK & Europe, have seen their character and authenticity eroded by overtourism’ (Sawdays, 2022b, para 1). Sawdays has identified 14 atrisk destinations included in their collection, where they now cap the number of properties that they represent. The company is also vocal about committing to do more after COP26: We had hoped that the climate summit’s goals would be far more ambitious than our own. You can read all about COP26 in this guide from Greenpeace, but we believe that the stated goals of COP26 do not come anywhere near tackling the climate emergency. We urge you to join the call for governments to commit to more #COP26COMMITTOMORE. (Sawdays, 2022c, para 2) The combination of their decision to limit their own operations in destinations that are suffering from the influx of tourism, combined with their transparent and intentional communications about COP26, impact and encourage local authorities to do more.

Marketing sustainability to partners Who This section is dedicated to both on- and offline distribution partners such as online travel agents (OTAs), operators, travel agents, destination management companies (DMCs), trade, press and influencers. It encompasses any company that acts as an intermediary to reach customers and/or recommend products on behalf of other companies.

Why Booking.com, Trip.com Group, Skyscanner, Tripadvisor and Visa joined forces to promote sustainable travel in September 2019. Google joined in 2021 and Expedia Group in 2022. Known as Travalyst, these partners are working together to educate businesses and the public about what it means to travel sustainably. In addition, more and more operators will only work with properties that actively promote their sustainability actions as part of their own endeavours to be more transparent. In April 2021, the 2014 European Union Non-Financial Reporting Directive was revised and strengthened with the aim of bringing sustainability on a par with financial reporting for all companies. This new Corporate Sustainability Reporting Directive (CSRD)

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‘means that nearly 50,000 companies in the EU will be asked to follow detailed EU sustainability reporting standards, an increase from the 11,000 that are subject to the existing requirements’ (Spinaci, 2022, para 8). What comes next will no doubt involve small and medium-sized enterprises (SMEs) and the following benefits of marketing sustainability actions to partners further strengthen the why: • • • • • • • •

Comply with partner requirements Remain competitive on- and offline Product differentiation through sustainability action innovation Build trustworthy relationships based on shared ethos Increased sales and customer spend Increased customer loyalty opportunities Increased opportunities to appeal to press and influencers with shared ethos Opportunity to showcase endeavours with sustainability-focused familiarisation trips

What This is most definitely the place to showcase ‘walk the talk’ stories via a dedicated website page, blogs, short-form videos and case studies that tell the stories behind your successful sustainability endeavours. It is essential to detail results, and consistency is key to consolidating sustainability action as part of your business ethos.

Where Table 21.5 Marketing sustainability to partners: where Sustainability marketing to partners

Sustainability marketing about partners

Results-driven data published on website

Include listings of partners in sustainability policy

Periodic newsletter reporting on results of sustainability action to all partners

Offer a space to showcase collaborative projects initiated by operators/travel agents

Specific training on sustainability action

‘Day in the life’ interview blogs/videos

Specific sustainability experience FAM trip

‘Our Partners’ social series that drip-feeds throughout a season or the whole year

Press releases about individual actions Best-practice case studies for partners to use in own communications ‘Day in the life’ interview blog/video of designated sustainability officer Guest comments and reviews related to sustainability actions

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Best-practice example The best way to build credibility when marketing sustainability to partners is to demonstrate consistency in the information about your property that is posted online. It is smart marketing to collate and upload the required information as defined by the Travalyst organisation to appear as a Travel Sustainable property on Booking.com or as an Eco-certified property on Google (Travalyst, 2021). As more travel platforms from the Travalyst alliance begin to offer similar badges, consumers will be provided with uniform detail allowing them to take the more conscious travel decisions they are seeking. It is also critical that the same sustainability actions are mirrored on the property website too. Further detail about Travalyst’s most up-to-date methodology and impact measurement tools can be found at https://travalyst.org/work/accommodation-industry/.

Marketing sustainability to potential customers Who These are consumers currently in their research stage who are influenced by sustainability messaging as an integral part of the trip-planning process.

Why Expedia Group’s Sustainable Travel (2022, p. 28) reported that when consumers were asked ‘Which of the following sustainable travel resources, if any, would you most like to see when planning a trip?’ the top five responses were as follows: 1 2 3 4 5

Recommendations for locally owned businesses and restaurants at or near a destination 45% Transportation options that have lower environmental impact 45% Information on how best to engage with local cultures and communities at or near a destination 43% Lodging or accommodations that have lower environmental impact 42% Recommendations for destinations that support indigenous cultures and heritages 42%

This provides interesting insights and angles for marketing sustainability in a way that matches what today’s conscious traveller is seeking. Compliance can provide the following benefits: • • • • • • •

Higher perceived value of offer Product differentiation Increased consumer trust Emotional connection with consumers Innovative sustainability action helps to generate ‘wow’ factor Offer authentic experiences Increased recommendations, referrals and repeat bookings

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Increased customer spend per trip More direct bookings

What Authenticity and trust in marketing messaging are key to helping consumers understand sustainability in the travel context, and that is why consistency of information is crucial. Just as traditional guest acquisition funnels are designed to appeal to the different stages of the customer journey, the marketing of your sustainability actions must align with that too. In the first ‘appeal and engage’ stage of customer decision making, short-form, appealing visuals that answer the ‘What’s in it for me?’ question as quickly as possible are needed. This is where the unique value of core offers works best in conjunction with powerful imagery (both stills and short-form video). In the second ‘trust and convert’ stage, more detail should be incorporated to showcase transparency, authenticity and commitment to sustainability. Short-form video and appealing images work well to drive consumers to click through to a relevant landing page.

Where Stage 1: Appeal and engage Innovative digital storytelling on all social channels and on YouTube High-quality images and short-form video content on social channels What to do in destination videos on YouTube Free download relevant to audience and market

Stage 2: Trust and convert What to do in destination blogs on Google Dynamic creative display advertising Core offer detail showcasing sustainability ethos on website More high-quality images and short-form video content on social channels via a retargeting ad strategy Activate email nurture sequence that incorporates sustainability storytelling when potential customers access your free download

Best-practice example Stage 1: Appeal and engage Tourism Ireland’s ‘Fill Your Heart’ video campaign is a wonderful example of generating emotional connection to a destination. A couple from Sweden were invited to visit

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Ireland wearing head cameras fitted with heart monitors to track their physiological responses so that the moments that raised their heart rates the most are the ones that later featured in the video. Just one minute long, as you watch you cannot fail to marvel at the ingenuity of the idea, all the while being captivated by the beauty of the landscape and the fun moments the couple are enjoying. It is storytelling at its best and culminates with the most engaging value proposition: ‘Fill your heart with Ireland’ (Tourism Ireland, 2018).

Stage 2: Trust and convert Meliá Hotels International have truly embraced dynamic creativity to turn the display into a full-funnel experience. The leaves on their interactive digital ad literally fall down the image as a couple walk through a city centre. On hovering over ‘Where would you like to go?’, a drop-down menu appears, and the background images change to show wellknown landmarks in the four cities that appear on the list. When the viewer clicks a destination, they are taken to a specific landing page that is already filtered according to interest (Meliá Hotels International, 2019).

Marketing sustainability to in-house customers Who There are various categories of ‘in-house’ customers. They can be classified as those who have made a reservation but have not yet arrived; those who are currently in-house; those who were at the business in the last seven days; and anyone who has visited the business in the past and left their email.

Why Coghlan et al. (2022) noted that, compared to domestic settings, tourist accommodation represents a particular challenge as it blends home-like features and practices with commercial management structures, potentially increasing resource demand through service expectations. Shen et al. (2020, p. 4) went on to emphasise that ‘the major source for customers’ information on sustainability in the hotel industry arises from customers’ on-site observations and experiences, including reading from hotel booklets, observing the actual sustainable practices of the hotel staff, and sensing other eco-friendly signals posted by hotels’. This emphasises the need to showcase sustainability endeavours through consistent action to achieve the following benefits: • • • • • •

Reduced energy spend by employing persuasive communication techniques Opportunities to connect on an emotional level with consumers Create moments that exceed expectations and drive recommendations Increased positive reviews and recommendations on- and offline Increased customer spend per trip More repeat bookings

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Increased staff satisfaction in line with increased guest satisfaction Opportunity to reduce seasonality through email nurture strategy

What In the penultimate stage of the customer journey (‘exceed and wow’), it is important to continue to educate consumers on sustainability by drawing attention to physical details such as green walls, recycling areas, food waste management practices, etc. Harness the natural curiosity of children, get them involved and leverage this educational opportunity to generate moments that exceed expectations while leaning on social norms messaging to nurture a sense of belonging. Once the customer has left the property, the last stage (‘loyal and repeat’) can be nurtured by a seasonal email marketing strategy that incorporates elements of your generic marketing strategy as well as updates about your sustainability initiatives.

Where Stage 3: Exceed and wow Exclusive in-house extended stay deals Social norms messaging about towel reuse/water consumption Educate and guide on how to ‘use’ your property Personalised messaging offering activity and excursion based on group type and weather Behind-the-scenes tour to learn about in-house sustainability initiatives In room QR codes linked to sustainability information Notes in rooms and around property inviting to stop and enjoy green wall or visit your insect hotel Add CO2 footprint to menu to educate Offer alternatives to stay warm/cool depending in location and season Engage and involve children as much as possible Host a short workshop on how to reduce energy costs at home

Stage 4: Loyal and repeat Email marketing strategy Retargeting with social ads to stay top of mind Email or mail value offer on anniversaries/birthdays Send a physical reminder of stay at Christmas Core offer detail on website

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Best-practice example Stage 3: Exceed and wow An outstanding example of best practice of marketing sustainability to in-house guests can be found at Lapa Rios, a rainforest reserve located in a 1,000-acre reserve on the Osa Peninsula in Costa Rica. Guests are invited to a Sustainability Experience tour where they can ‘go behind the scenes’ to meet the people as well as visiting the recycling operation, solar power station, and water turbines (Lapa Rios, 2022).

Stage 4: Loyal and repeat This final best-practice example showcases the power of even the simplest in-house action. It is a wonderful example of marketing from the heart that I heard in a presentation by Professor Xavier Font from the University of Surrey, UK. An older lady who runs a farmhouse B&B invites families to collect wildflowers and spends a moment pressing them together. She gives a postcard to the children and invites them to draw something on it. She then asks them to write their address on an envelope. Months later, around Christmas, the family receives the envelope addressed in their child’s handwriting. Inside is the postcard with the child’s drawing, the pressed flowers, and a handwritten note offering a discount for a stay at the B&B in the spring. The reminiscence of that lovely holiday brought about by this simple gift stirs family memories and leads to many repeat bookings at the farm, often with more family members joining in. It is proof that sustainability marketing does not have to be complex, but it must be intentional, authentic and come from the heart.

Conclusion Successful sustainability marketing lies in embracing the need for a holistic approach that integrates systems thinking. We must give to receive, and that means clearly defining how a business can have positive, consistent impact on all three pillars of sustainability: environmental health, economic vitality and social justice. Defining action leads to the creation of strong and powerful narratives. Storytelling is one of the oldest forms of communication, and the hospitality industry is well placed to leverage this ancient art form to resonate and connect. As we have seen, each story can be dissected to engage each stakeholder group, each marketing channel and even each stage of the customer journey. To the words of Day (as cited in Legrand, 2022, para 19) – ‘Get your house in order – and tell the world’ – I would add in your own unique way. The most effective sustainability marketing is so authentic that it is not immediately obvious that it relates to sustainability, or even that it is marketing. It simply makes the consumer feel so good that they are drawn in to find out more. There is a national park in Austria that is home to Europe’s highest waterfall. That alone is quite a marketing pitch; instead though, Krimml Falls in the Hohe Tauern National Park is promoted as ‘waterfall therapy’. The natural spray mist from the waterfall is described as ‘a gigantic therapy room, furnished with forests, rocks,

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and seemingly endless masses of water’ (Austria.info, 2022). Just a short visit to the website is enough to be filled with desire to stand in that natural therapy room, breathing in the invigorating fine spray. These ‘health holidays’ are marketed in a collaboration by the national park authorities and local hotels who all use the same messaging in different formats to connect emotionally with potential visitors. That waterfall is cleverly transformed from the mass of water that it is into a haven of health and wellness. Such outside-the-box thinking, integration of great storytelling and combination of visuals and sound stimulate the senses, generate the perception of real value, and drive our motivation to take action and visit. Every business can and should strive for their sustainability ethos to be that natural spray mist that envelops and unites all products, services and packages that are sold.

References Arshad, M., Abid, G., Ahmad, J., Anum, L., & Khan, M.M. (2021). Impact of employee job attitudes on ecological green behavior in hospitality sector. Journal Open Innovative Technology, 7(31). 10.3390/joitmc7010031 Austria.info. (2022). The Krimml Waterfall’s health secret. www.austria.info/en/wellbeingnature/lakes-mountains/krimml-waterfalls-health-secret Brønn, P.S., & Vrioni, A.B. (2001). Corporate social responsibility and cause-related marketing: An overview. International Journal of Advertising, 20(2), 207–222. 10.1080/ 02650487.2001.11104887 Budhiasa, S., Wakarmamu, T., & Firman, A. (2017). Community participation as agent for sustainable tourism: A structural model of tourism development at Bali Province, Indonesia. International Journal of Economic Research, 14(2). 73–83. Coghlan. A., Becken, S., & Warren, C. (2022). Modelling a smart tech user journey to decarbonise tourist accommodation. Journal of Sustainable Tourism. 10.1080/09669582. 2022.2030344 Expedia Group Media Solutions. (2022). Sustainable Travel Study. https://info.advertising. expedia.com/sustainability-study-2022 Font, X., & Villarino, J. (2015). Sustainability marketing myopia: The lack of sustainability communication persuasiveness. Journal of Vacation Marketing, 21(4), 326–335. 10.1177/1356766715589428 Fundación Smartrip. (2022). Viaja con sentido. https://fundacionsmartrip.org/ Kwando Safaris. (2022). Giving back. www.kwando.co.bw/giving-back Lapa Rios. (2022). Keeping it green – everyday sustainability. www.laparios.com/ everyday-sustainability Legrand, W. (2022, January 4). 2022: The Great Pivot? Hospitality Actions for the Decade of Decarbonisation & Restoration. www.hospitalitynet.org/opinion/4108262.html Lussmanns Sustainable Kitchen. (2022). Sustainability and Awards. www.lussmanns. com/sustainability Meliá Hotels International. (2019). Best Display Advertising Campaign: Meliá Hotels International. www.bannerflow.com/blog/best-display-advertising-campaign-meliahotels-international Nickerson, N.P., & Grau, K. (2016). Significance of visitor spending on locally produced goods and services. Travel and Tourism Research Association: Advancing Tourism Research Globally 13. https://scholarworks.umass.edu/ttra/2016/Academic_Papers_Oral/13 Okumus, F., Koseoglu, M.A., Chan, E.S., Hon, A.H., & Avci, U. (2019). How do hotel employees’ environmental attitudes and intentions to implement green practices relate to their ecological behavior? Journal of Hospitality Tourism Management, 39, 193–200.

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Parley for the Oceans. (2022). For the Oceans www.parley.tv/#fortheoceans Sawdays. (2022a). About. www.sawdays.co.uk/about Sawdays. (2022b). Travel Better – Our Overtourism Policy. www.sawdays.co.uk/about/ good-business/overtourism/ Sawdays. (2022c). A climate emergency. www.sawdays.co.uk/cop26/ Shen, L., Qian, J., & Chen, S.C. (2020). Effective communication strategies of sustainable Hospitality: A qualitative exploration. Sustainability, 12(17), 6920. 10.3390/su12176920 Spinaci, S. (2022). European Parliament: Corporate Sustainability Reporting Directive (CSRD). www.europarl.europa.eu/legislative-train/theme-a-european-green-deal/file-review-ofthe-non-financial-reporting-directive Stanford, D.J. (2014). Reducing visitor car use in a protected area: A market segmentation approach to achieving behaviour change. Journal of Sustainable Tourism, 22(4), 666–683. 10.1080/09669582.2013.847944 Tierra Hotels. (2022a). Weaving a better future. https://tierrahotels.com/blog/weaving-abetter-future Tierra Hotels. (2022b). Sustainability Tierra Chiloé. https://tierrahotels.com/chiloe/ sustainability Tourism Ireland. (2018, December 20). Tourism Ireland unveils the world’s first tourism campaign created by the hearts of its visitors [Press Release]. www.tourismireland. com/Press-Releases/2018/December/Tourism-Ireland-unveils-the-world%E2%80%99sfirst-tour-1 Travalyst. (2021, November 15). Accommodation: Helping consumers make more sustainable choices [Press Release]. https://travalyst.org/work/accommodation-industry/

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22 Communicating Sustainability to Guests Leading question: How should sustainability be communicated to guests? Nancy Loman Scanlon

Why are you communicating about sustainability? Communicating sustainability presents a series of challenges that begins with the question of what the primary goal is for a communication regarding sustainability efforts. If we look at the larger picture in a company’s efforts to achieve sustainability, then a strategic goal is corporate reporting and the demonstration of corporate social responsibility. The outcomes for these communications have multiple impacts ranging from informing shareholders to employees, industry partners and customers. The communication of corporate reporting of sustainability effort results also impacts hotels operating in global areas such as the European Union (EU) which requires reporting specific activities and outcomes to meet the International Organization of Standardization (ISO) environmental reporting requirements. The impacts of the EU ISO regulations can also affect hospitality-related sales and marketing efforts globally. The EU ISO regulations require that companies work with vendors and service providers that adhere to environmental reporting requirements or can, at the least, provide evidence of efforts to reduce CO2 emissions and other sustainability key performance indicators (KPI). For the hospitality industry, this has far-reaching impacts ranging from travel and tourism activities to the booking of conferences, conventions and meetings. When customers submit a request for proposal (RFP) for meetings and conventions, it often includes specific questions related to the documentation of sustainability-related actions. This RFP can be for a large city-wide activity or a limited conference or meeting globally. The ability to be able to respond positively to sustainability-related questions in an RFP often determines the success of the sales response.

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Communicating sustainability actions by a corporation to customers also serves to provide evidence of a commitment to reduce energy and water use and waste output. Energy, waste and water are three of the major resources both consumed and impacted by tourism activities and hospitality-related buildings of all types globally. As a member and co-chair of the American Hotel and Lodging Association (AHLA) Sustainability Committee for many years, I had the privilege of being a part of a team of hospitality professionals that helped to spread the communication of sustainable operating practices by lodging and other tourism-related businesses in the United States. The key sustainable activities for which this AHLA committee documented use reduction goals included carbon emissions, energy, water, waste and responsible sourcing. Communicating these goals resulted in some lodging companies creating specific strategies and programmes posted on corporate websites devoted to identifying specific actions and results to the global community. Examples of corporate communication of sustainability to customers is currently evident on the websites of six of the largest global lodging companies: Hilton International, Accor Group, IHG Hotels and Resorts, Marriott International, Wyndham Hotels & Resorts and Choice Hotels. Together, these sjx companies operate an estimated 35,300 hotels globally. Their combined sustainability efforts on energy use, water consumption and waste output have a significant impact on CO2 emission reduction efforts and net zero goals in the communities and countries in which they operate. Although there are other large international lodging companies, the six reviewed here present a variety of ways to successfully communicate their individual sustainability programmes.

Hilton International Hilton International has created the strategy and resulting programme ‘Travel with Purpose’, located in the ‘Corporate Reporting’ section of their website (Hilton, 2021a). The site identifies water, waste and energy as the primary targets to reduce consumption and output in their hotel properties across over 18 hotel brands internationally. Under ‘Environmental’ on the website, Hilton identifies the corporation’s efforts to reach ‘net zero’ and provides direct access to the corporation’s Environmental Social Governance (ESG) Report. Efforts to achieve energy efficiency, water consumption and pollution along with reducing and diverting waste of all types from landfills is also detailed. Hilton’s efforts in creating sustainable structures and resort facilities provides an educational resource for customers and investors. The communication of these sustainability efforts includes ‘more than 6,800 properties in 122 countries and territories’ worldwide (Hilton, 2021b).

Accor Group Accor is a global hospitality company based in France operating more than 5,300 lodging properties worldwide (Accor, 2022a). The company identifies its commitment to sustainability with the programme ‘Planet 21’ and a vision plan that offers a series of sustainability initiative programmes for employees, customers and the communities in which they operate. This includes a four-level rating system to acknowledge how well individual hotels are achieving the ‘65 actions promoting sustainable development’ (Accor, 2022b).

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IHG Hotels & Resorts IHG Hotels & Resorts operates 6,000 hotels with an estimated 884,820 hotel rooms globally under 16 brand names. In 2021, IHG launched ‘Journey to Tomorrow’ as a ten-year plan for sustainable operations and company growth. Key goals for this plan are: “Our People, Communities, Carbon & Energy, Waste and Water” (IHG, 2022). The company communicates these efforts to customers in the responsible business report available on the corporate website. The original ‘Environmental Operating Management for Hotels’ programme was first operationalised in 1993 and spearheaded by IHG (International Hotel Group) and the International Tourism Partnership (ITP). This effort became the platform for many of the lodging company environmental programmes and global sustainability efforts being discussed today.

Marriott International Marriott International, considered the largest lodging company in the world, now operates more than 8,000 hotels in 139 countries globally (Marriott, 2022). Marriott International’s sustainability programme ‘Spirit to Serve’ commits to sustaining responsible operations globally. This programme identifies the key areas of reducing environmental impacts in the building and operating of sustainable hotels as part of their sustainability commitment. These commitments are also specifically aligned with some of the UN Sustainable Development Goals.

Wyndham Hotel Group Wyndham Hotel Group has been in the forefront of creating sustainability programmes for lodging properties. One of the principal challenges for the implementation of sustainability practices for Wyndham Hotel Group is that the company includes 22 separate hotel brands. Each brand is an independent hotel company which comes under the corporate management of Wyndham Hotel Group. While Wyndham creates a policy for sustainable operating practices for hotels, actually having the separate brands implement these policies in 8,900 hotels in 95 countries is a challenge (Wyndham Hotels, 2022a). As a statement of achievement and policy, Wyndham has released the 2022 Environmental, Social and Governance Report. The key environmental goals in this report are focused on energy, water, waste, biodiversity and responsible sourcing. Wyndham has created a ‘5 level Green Certification Program to help reduce a hotel’s environmental footprint. Achieving Level 1 Core in the program is part of brand compliance for hotels worldwide by April 2023.’ Wyndham has also aligned these goals with the UN Sustainable Development Goals: 6 (Clean Water and Sanitation), 13 (Climate Action) and 15 (Life on Land) as detailed in the ESG report (Wyndham Hotels, 2022b).

Choice Hotels Choice Hotels operates more than 7,100 hotels globally. The company’s commitment to sustainability is outlined in the 2021 Choice Hotels Environmental Social Governance

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Report (Choice Hotels, 2021a). The report identifies the Room to be Green (RTBG) programme as a pathway to achieving the environmental impact goals of reducing energy, water and waste. Hotels are required to achieve Level One of RTBG and encouraged to complete the remaining three levels. To assure that hotels participate in this program, the results of the actions in Level One are incorporated into the Quality Assurance Review process. Failure to complete the required elements in Level One of the RTBG programme will adversely affect a hotel’s Quality Assurance Review (QAR) (Choice Hotels, 2021b). Linking the requirement to participate in the RTBG programme with a hotel’s QAR is a strategic way to achieve participation by all hotels across brands in this lodging company. Together, these six international lodging companies represent approximately 42,200 lodging properties operating around the globe. Having communicated to a global stakeholder audience by reaching out on the world wide web using a variety of technologies, hospitality companies present their social responsibility and sustainability commitments to a group of diverse audiences. These communication efforts also provide resources and information for the media and other outlets to communicate and educate about sustainability efforts.

Communicating to customers The concept of communicating sustainability policies, actions and outcomes of a company to customers has a number of objectives, some of which carry over into the discussion of the importance of understanding who is being communicated to. These objectives are:

1. To convey the commitment to ‘responsible business’ practices This has now become even more important as the UN 17 Sustainable Development Goals (SDGs) have become a part of most major lodging company corporate social responsibility programmes. Many of the 17 SDG are directly linked to existing hotel sustainability goals such as 6: Clean Water and Sanitation, 7: Affordable and Clean Energy, 12: Responsible Consumption and Production, 13: Climate Action, 14 Life Below Water and 15: Life on Land (UN, 2021). Marriott International, Hilton International and IHG Hotels feature their commitment to all, or some, of the 17 SDGs on their corporate reporting and social responsibility websites.

2. To create a sense of purpose for customers during their hotel stay Regardless of the age group, many hotel customers want to reduce their personal impacts on the environment. Offering sustainable initiatives in which customers can participate during a hotel stay is adding another dimension to the customer experience. Whether it is participating in the linen reuse programme by limiting the number of times bed sheets are changed, monitoring the temperature in the hotel room or requesting recyclable

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containers in food and beverage outlets, customers can feel engaged in reducing their impact on sustainability.

3. To measure both the savings of water and energy use and reduction of waste from customer efforts This is both a financial and a marketing measurable. Using technology to measure water use reduction and energy savings in a hotel room can provide impact tracking for both specific hotel rooms and customer groups. Established formulas for calculating daily water use in hotel rooms based on the average number of guests that stay in a room for toilet flushes and timed showers can serve as a basis for identifying water use reductions. Monitoring the hotel guest-room electronic thermostat provides evidence of variances in energy use. Acknowledging efforts by hotel guests to reduce water and energy can be achieved during the guest stay, creating an immediate sense of accomplishment. These efforts can be rewarded with financial incentives, gifts and prizes as well as certificates of achievement.

Who are you communicating to about sustainability? Communicating successfully about sustainability requires an understanding of the audience that is being targeted. This includes an assumption of the level of understanding that the consumer group has of the concept of operating a business based on sustainable principles. Sustainability as a subject can be broad, and often confusing, based on the principal activities of the business and the knowledge level of the group being targeted. In the previous section, the communication efforts for the customers and employees of six large global hospitality corporations were reviewed. Designs for these corporate global communication platforms assumed a level of education and understanding of the concept of sustainability for the targeted groups. These companies represent over 35,590 individual lodging properties in more than 140 countries around the world. For each of these countries, and often regions, it was important to consider how the messages of sustainability should be communicated based on the traditions, customs, languages and cultural assumptions of the target audiences. Often there is more than one targeted audience group. It becomes necessary to find a common ground of knowledge to reference about sustainability among groups which will lead to the successful communication of the objectives of a company’s efforts. The consumer market group titles most applicable for consideration as customers for lodging facilities globally are often broken down into the age groups Generation Z (born 1997–2012), Generation Y or Millennials (1981–1996), Generation X (1965–1980), Boomers (1946–1964) and the Silent Generation or Post War (1928–1945) (Beresford Research, 2022). Globally, the hospitality industry should recognise that the senior population aged 60 and older is healthier, wealthier and more ready to travel than ever before. This group

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has high levels of education and experience regarding sustainability. As individual customers, they can have a significant impact on the measurements of the reduction of water, energy use and waste reduction when they participate in hotel property sustainability initiatives. Many countries are currently experiencing a turndown in national birthrates, indicating that 20- to 40-year-olds are focused on a lifestyle that allows for more frequent travel. In the developed nations, this also signals that there is a focus on two-income families with more time and financial resources to travel. Combined with changes in the workplace allowing for remote work and the creation of more effective work spaces for customers in hotels, as well as wellness initiatives and facilities, this age group will be increasing the length of hotel stays in addition to frequency of travel. The length of stay is significant to recording the impact of customer sustainability efforts. The customer group often referred to as Generation X – those born between 1965 and 1980 – frequently travel with children and are receptive to sustainability programmes and activities. From beach and outdoor educational programmes to in-room water and energy actions, children are generally willing participants. School curriculums offer educational activities supporting sustainability for water, energy and waste, giving children a knowledge base from which to understand the impact of resource reductions and community activities offered in hotels. Lodging properties generally have a good grasp of who their customers are and how they fit into the customer group designations discussed here. Some hotel properties, such as those specific to airport, highway and other transportation locations, are generally one-night stays with a wide range of customers. The opportunities for participating in sustainable practices in these locations are limited but available. Water and energy use reduction, along with food and beverage recyclable and reusable containers, can certainly be implemented and acknowledged. The range of hotel brands and themes available provides each age group with a selection of hotels and resorts offering a variety of locations, facilities and activities. Communicating to guests about sustainable actions and activities among the different customer groups is challenging but, given technology advances and initiatives, very accessible and engaging.

How are you communicating about sustainability? Information transfer in today’s marketplace includes forms of communication ranging from the printed word and verbal conversation to web-based high-tech applications requiring technology to access. The customer range that has the most impact on the development of methods of communication for the lodging industry are those covering the 20–40-year-old age range. In order to have a better understanding of the preferences of prospective hotel customers for the 20–40-year-old range in today’s market, a group of 250 students studying sustainability practices in the hospitality industry were asked how they thought hotels should communicate information about

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sustainability practices to hotel customers. Students were primarily located in China, North America and the Caribbean, enrolled in online courses at Florida International University.

Communication method suggestions The following suggestions for communicating with guests prior to arrival, during and after hotel stays include a wide range of written, oral and graphic messages communicated by print, in person and using technology applications. The following are communication delivery ideas for lodging customers by delivery method.

Technology delivery for customer communication • • • •

• • • • • •

Website information posting general information, actions, goals and current results by guests and staff Social media notices posted by employees Social media communication using a variety of technology applications Website, social media, hotel TV channel and electronic display screens identifying the achievements of the hotel and its guests in reducing water and energy consumption along with waste output reduction and other sustainable actions Emails prior to arrival explaining the sustainability-related practices in which the hotel participates and how guests can participate QR codes located in guest rooms and around the hotel which can be scanned for information on specific sustainability actions including goals and current hotel results Videos promoting and educating about a hotel’s sustainability programme on the hotel TV channel, playing when guests check into their rooms Sustainability promotional videos playing on electronic screens in the hotel lobby areas Sustainability knowledge competitions on a hotel mobile app Guest feedback survey online following checkout to determine what actions were participated in to reduce consumption

Personal communication by hotel staff with customers • • • • • •

Check-in programmes informing guests of actions and ways to participate in sustainable actions and activities by the front-desk staff Checkout closing conversation with guest at the front desk to determine general responsiveness to sustainability actions and activities Guest feedback following checkout on what they participated in to reduce consumption Printed materials available for customer communication Printed materials in guest room detailing ways to reduce water and energy use Signage in the guest-room shower and by the thermostat encouraging water and energy reduction practices

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Interactive sustainability-themed activities for customers • • •

Incentive programmes rewarding guests for in-room energy reduction with redeemable points, environmentally friendly hotel products and toys Parent-and-child sustainability-themed guest activities such as beach clean-ups, work in the hotel vegetable garden and exploring local areas Recycled packaging and takeaway containers in food and beverage outlets throughout the hotel

Collaborative programmes for customer education and participation •

•

Collaboration with organisations such as Clean the World (https://cleantheworld. org) to collect used soap and with local food kitchens and pantries for distribution of leftover food (Clean the World, 2022) Partner with sustainability certification sites such as Tripadvisor Green Leaders (www.tripadvisor.com/GreenLeaders) and Green Globe (www.greenglobe.com) to promote hotel sustainability actions online (see Tripadvisor, 2022; Green Globe, 2022; Scanlon, 2022)

While many of these ideas focus on communicating with technology, a significant number include printed in-room communication ranging from small tent cards to multipage pamphlets. Many ideas suggest a hotel check-in programme with front-desk staff personally communicating the hotel’s sustainability practices to guests. This is an interesting outcome for the 20–40 age group given that many hotel companies are working to convert the hotel check-in process to be app-based with QR-code technology replacing the guest-room key. Perhaps there is a need for face-to-face interaction with hotel staff as forms of communication that are not based on technology screens.

Concluding remarks Successfully communicating to customers for hotels in the market place of the mid-21st century needs to respond to constantly changing technologies and the adaptations surrounding them. It is also important to understand that traditional forms of written and oral communication are still relevant across the age ranges of customer groups. Sustainability focused on environmentally related operating practices for lodging properties requires an understanding of how different cultures interpret the need for the outcomes of reducing carbon emissions, energy use, water use and waste management. The global message of the need to reduce climate heat temperatures in order to protect and save natural resources is often regionally interpreted. How well a lodging customer group will not only accept but participate in sustainability practices and activities depends largely on what they are currently required to do in home countries and regions. EU countries have mandated waste management practices along with water and energy

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practices. These same regulations are largely missing in the United States and limited to some states and regions of the country. The six international lodging companies reviewed in this chapter present a variety of communication practices reflecting both corporate culture and an understanding of the customers to which they are being directed.

References Accor. (2022a). Homepage. https://group.accor.com/en Accor. (2022b). Acting here. https://group.accor.com/en/commitment/positive-hospitality/ acting-here Beresford Research. (2022). Age range by generation. www.beresfordresearch.com/agerange-by-generation Clean the World. (2022). Homepage. https://cleantheworld.org Choice Hotels. (2021a). Corporate social responsibility. www.choicehotels.com/en-de/ about/responsibility Choice Hotels. (2021b). Room to be Green®. www.choicehotels.com/about/responsibility/ room-to-be-green Green Globe. (2022). Homepage. www.greenglobe.com Hilton. (2021a). Travel with Purpose. https://esg.hilton.com Hilton. (2021b). Homepage. www.hilton.com/en/corporate IHG. (2022). Introducing our 10-year responsible business plan. www.ihgplc.com/en/ responsible-business Marriott. (2022). Sustain responsible operations. https://serve360.marriott.com/sustain Scanlon, N. (2022). Unpublished raw data on communication methods for sustainability initiatives. Florida International University. Tripadvisor. (2022). Green Leaders. www.tripadvisor.com/GreenLeaders UN. (2021). Do you know all 17 SDGs? United Nations Department of Economic and Social Affairs. https://sdgs.un.org/goals Wyndham Hotels. (2022a). Committed to doing what’s right. https://corporate. wyndhamhotels.com/social-responsibility Wyndham Hotels. (2022b). 2022 Environmental, Social, and Governance (ESG) Report. https:// s22.q4cdn.com/153757806/files/doc_downloads/2022/04/WHR-2022-ESG-Report.pdf

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23 Engaging Guests in the Sustainability Experience Leading question: How can hotels engage guests in sustainability endeavours and experiences? Adela Balderas-Cejudo and Belén López

Introduction The post-pandemic era is generating challenges in business, and sustainability is a variable that affects the global market. In this sense, the hospitality industry is evolving through the inclusion of corporate social responsibility (CSR) activities, generating experiences based on the current expectations of consumers (Hörisch et al., 2020; Carroll, 2021). By including sustainable practices, firms are creating a new relationship with consumers who are concerned about the effects of climate change. Thus, to capture the sustainable experience that hotels offer in different environments, this chapter is based on a case study of a hotel, where we conducted an interview through different questions to identify the strategic areas of this hotel to generate a sustainable experience – in sum, circular practices, cultural tourism, renewable energy, resource consumption, waste generation in a circular economy process (Rodriguez et al., 2020). Because sustainability is also gaining interest in the hospitality industry, firms are implementing CSR and sustainable activities (Hörisch et al., 2020; Carroll, 2021) to generate engagement with their customers (Wang et al., 2016; Belyaeva et al., 2020). To improve their CSR practices, firms also include the Sustainable Development Goals (SDGs) promoted by United Nations including activities with suppliers, employees and consumers (Mio et al., 2020). This chapter presents a brief review of the literature on concepts linked to sustainability in the hospitality sector. Then we present an interview with Luciana Bianchi, Director of the Galapagos Foundation focusing on gastronomy, conservation and sustainability and partner of the Golden Bay Galapagos Hotel (a five-star hotel) based on the concept of ‘luxury without ostentation’, and MUYU, a pioneer project of contemporary cuisine of the Galapagos.

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Finally, we underline some conclusions to highlight the main aspects related to the strategy of this business and point out some research areas in the field of sustainability and CSR strategies. The aim of this case study is to gain a thorough understanding of its natural real-life situation in relation to hotels and guests’ experience in a sustainability initiative.

Hotel trends: From technology to the search for meaning and authenticity According to the Hospitality Global Market Report (2022), the global hospitality market is expected to grow from $3,952.87 billion in 2021 to $4,548.42 billion in 2022 at a compound annual growth rate (CAGR) of 15.1%, and it is expected to reach $6,715.27 billion in 2026 at a CAGR of 10.2%. This growth is mostly related to the companies recovering from the impact of COVID-19 and restructuring their operations. Worldwide, the hotel business was impacted the hardest of all industries, with activity losses of more than 90% in some markets (Fernandes, 2020). In contrast, the travel and tourism sector is positioned to be a significant driver of global economic recovery following COVID-19, by creating new jobs, bringing visitors back to countries and having a beneficial economic domino impact on suppliers along the supply chain (Aksoy et al. 2022; Dogru & Bulut, 2018; WTTC, 2020). In the short term, COVID-19 has brought safety and disease prevention to the forefront. In the medium and long term, technology-related challenges remain at or near the top for both academics and practitioners (Aksoy et al., 2022). Related to tourists’ behaviour and its potential impact, new consumers, such as millennials, as well as older baby boomers, are demanding exceptional and meaningful experiences (Salazar, 2018). Today’s travellers are looking for unique experiences, whether it is an authentic local experience, an adventure, the chance to make a difference in their location or trying local food. Interest in food and cooking today has a social cachet that crosses demographic boundaries (Collins, 2015). Tourists are becoming more food-savvy and they are interested not just in eating but also in learning about food, its history, recipes and cultural traditions. Gastronomy has evolved from a minor issue for destinations to one of the primary motivations. Following Richards (2015), the advent of the ‘foodie’, or food enthusiast, as a major impact in the development of food destinations and food tourism reflects the expanding importance of the consumer in the gastronomic experience manufacturing process. Rand et al. (2003, p. 97) stated that ‘the local food holds much potential to enhance sustainability in tourism; contribute to the authenticity of the destination; strengthen the local economy; and provide for the environmentally friendly infrastructure’. Another noteworthy trend is the transformation in the definition and promise of a luxury hotel, with one of those qualities being laid-back living. Following Hindley et al., (2022), the desire for luxury is shifting away from physical trophy collecting and toward a new definition that emphasises environmental connection, personal fulfilment and choosing a brand or experience that shares the values of the buyer. New forms of tourism have

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emerged as a result of the commercialisation of nature, with a focus on connecting to places, people and causes. Finally, relevance to the environment/sustainability is regarded as critical. It is widely viewed as vital across all industries (UN, 2020); the concept of sustainability is gaining traction among organisations, and the hotel industry is no exception. According to Oriade et al. (2021), it is key to highlight that employees must also comprehend this foundation as organisations continue to implement sustainability guiding principles into hospitality policies and procedures.

Guest and sustainability endeavours Sustainability has become essential in the global context, also affecting the hospitality industry (Hsieh, 2012). In fact, in view of CSR interest, companies are including sustainable practices attending to their stakeholders’ expectations (Hörisch et al., 2020; Carroll, 2021). Furthermore, some authors have identified the value for customers when firms connect their purpose and transform CSR, contributing to the guest experience in tourism and hospitality (Kuokkanne & Catrett, 2022). Some companies increase their engagement (Wang et al., 2016; Belyaeva et al., 2020) by inviting stakeholders to participate in CSR activities (Buallay et al., 2020) and, consequently, reinforce their relationship through sustainable activities. In addition, considering global trends to promote sustainable practices, hospitality firms should measure their economic, social and environmental impacts addressing several needs, such as visitors, the environment and communities (UNWTO, 2019). In general, hotels are sustainable when they include circular economy practices, such as renewable energy, resources consumption and waste generation, among others (Rodriguez et al., 2020). From a theoretical perspective, some scholars have shown that companies can create value for the stakeholders through the challenges summarised in the Sustainable Development Goals (SDGs) (Mio et al., 2020). Following the 17 SDGs promoted by the United Nations, firms can positively contribute to the global challenges, and businesses have the opportunity to contribute to sustainable development (Taliento et al., 2019). In the hospitality sector, firms are adopting CSR business strategies to be socially responsible and create customer experiences by collaborating in different activities (Lo, 2020) and building positive relationships, creating a benefit to society (Van Doorn et al., 2010). Moreover, other studies have affirmed that involving customers in CSR activities has an impact on improving customer satisfaction and loyalty (Robinson & Etherington, 2006). As a consequence, companies generate engagement in CSR activities and brand building (Chomvilailuk & Butcher, 2010). Some authors have studied several benefits, such as psychological, functional and value benefits (Bhattacharya et al., 2009). In this sense, hotels are adopting different services to reduce negative impact on the environment (Park et al., 2014), using efficiency in areas such as energy, management of freshwater resources, ecosystem conservation, air-quality protection and land use management, among others (Khatter et al., 2019).

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CASE STUDY: GOLDEN BAY GALAPAGOS AND MUYU Engaging guests through a unique and truly sustainable Galapagos experience Luciana Bianchi is an Italian–Brazilian chef and writer with a background in molecular science. She has worked in Michelin-starred restaurants, cooked for celebrities, interviewed many renowned international chefs and has published work in 26 countries. A frequent world traveller and food researcher based in the Galapagos Islands, she is a conservationist and a human rights activist, speaking at forums, conferences and universities about current topics involving gastronomy, sustainability and humane and ethical business models. With 25 years of experience in the field, she is a consultant for projects in education, tourism and hospitality. Luciana is a contributor to international magazines, newspapers, books and food guides, and her articles and micro-blogging have thousands of followers on social networks. Luciana is the Director of the Galapagos Foundation focusing on gastronomy, conservation and sustainability. Her latest project is MUYU – the first farm-, forest- and sea-to-table restaurant in the Galapagos Islands, supporting organic farmers and empowering women and young people to become hospitality professionals. Through a circular economy that considers materials, products and people, the hotel is an integrated area of the environment in a natural ecosystem of high ecological value. As a result of the philosophy and creativity that combine gastronomy and sustainability, this business is

Figure 23.1 Luciana Bianchi Instagram

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highly attractive to consumers who come with the intention of fully integrating into this natural space surrounded by plants, trees and animals that coexist with the community. Five topics will lead us to Golden Bay Galapagos and MUYU’s vision of sustainability and gastronomy: 1. Sustainability; 2. Circular economy; 3. People management; 4. Customer profile; and 5. The future. Below are the responses provided by Luciana Bianchi in the interview.

1. Sustainability 1.1. How is sustainability developed in the hotel? From staff training to the choice of biodegradable products. 1.2. Which areas of management are involved? In all operational and training areas and in the training, and also in the creation of new business models. 1.3. Bearing in mind that the hotel is integrated in a natural area, how do you interact with the nature and fauna of the area? We have created a hotel that is ‘invaded’ by plants and often by wild animals. Every balcony and every public area has edible plants, gardens and urban orchards, and often wild animals.

Figure 23.2 Golden Bay Galapagos Hotel Source: Golden Bay Galapagos Hotel

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1.4. Are luxury and sustainability incompatible, or perhaps doomed to understand each other, or a necessity? I believe in the ‘luxury of simplicity’ which is the opposite of ostentation. Being sustainable is an attitude of life attitude to life, rather than a business model for us. 1.5. The Galapagos Foundation, how is the hotel part of it, what role does it play and what will be the next projects? It was created to help an archipelago that lives off tourism to use its major activities – gastronomy and hospitality – as tools for conservation and hospitality – as tools for conservation and social change.

2. Circular economy: What is being done in different areas affected by the circular economy in the business (recycling, local produce, environmental care, suppliers, gastronomic offer and zero waste)? 2.1. Recycling It is not the most viable option in an archipelago that has no recycling plant. For us, reuse is the key word. 2.2. Local produce We are pioneers in the use and promotion of local organic produce and the largest buyers of organic produce on the island. We are also micro-producers with our own farm and two urban gardens. 2.3. Environmental care It is part of everything we do, our central aim in every project we undertake. 2.4. Suppliers We only work with ethically sustainable suppliers; we reject products from unethical and environmentally damaging companies. We buy everything we can buy locally. 2.5. Gastronomic offer Fresh catch of the day, seasonal vegetables, and a variety of vegan options. 2.6. Zero waste It is the number-one principle of our kitchen at MUYU. With this philosophy, we lower our carbon footprint, we self-educate ourselves to maximise the use of produce, and we are consistent with our discourse. We use everything that is edible and compost the rest

3. People management 3.1. How do you link the local people to the hotel? Currently, more than 200 families depend on our hotel, restaurant, bakery and catering operations. We always offer the opportunities first to locals. Especially women and

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mothers without the opportunity of a career. Youngsters learn the importance of becoming professional for their future and to help their island to develop sustainability. Women – especially the ones fighting against domestic violence or misogyny – have a safe space to gather their strength, to build their independence and to learn how to have a voice in a ‘macho society’. We are a mix between a work, a study space and a protected sanctuary for minorities and for people who want to make a difference. In many ways, we are the ‘weird people’ who employ people with special needs, gays, indigenous women and all possible outcasts. 3.2. What do you bring to the area? We are the largest project in the Galapagos in ethical/sustainable/educational hospitality and gastronomy in the Galapagos. We are mostly ‘agents provocateurs and influencers’. As the Galapagos suffers from lack of educational and cultural opportunities, our company, together with a foundation we create for this purpose (Galapagos Foundation), is trying to be this place – an island of opportunity and tolerance inside an island, where our team members can learn and develop their talents, listen to exciting people from other countries while providing for their families with stable work. Islamic communities are very closed and rather than publicly accept and value what we do, they criticise but copy what we do. Which ends up serving the same purpose but in a different way. Our educational methods are unorthodox but quite effective. We are agents of change fighting more battles than any restaurant and hotel in other places in the world. 3.3. Are there any intergenerational interventions? We believe that a woman who has been a mother and even a grandmother has a lot to contribute to a business and has the right to have a professional career. We have meetings with the matriarchs of the island to learn about cooking and history, and we dedicate some of the dishes on the menu to them, inspired by their experiences. 3.4. How do you ‘empower’ women and young people through your project? MUYU’s kitchen and our popular bakery Kachi Tanta have many women among the chefs and bakers who teach about traditions and human respect and learn the importance of listening more to young people and learning about techniques and discipline. Everyone benefits from the intergenerational integration. In order to ‘empower’ women, we offer then the possibility of ‘learning by doing’. They have a regular work contract, earn around $1,000 a month, and learn during working hours all they need to become an ethical and sustainable professional in gastronomy and hospitality.

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4. Customer profile 4.1. What are customers looking for in this space? The unique and truly sustainable Galapagos experience. We are in the heart of the most famous and protected national park in the world, a wildlife paradise and we even have sea lions and marine iguanas visiting us in the hotel and restaurant. 4.2. How do you think they have been adapting to what you are offering? It was a process of five years of struggle – a titanic mission 4.3. How do guests interact with the environment? Customers come for the full experience. We are just the ‘icing on the cake’. 4.4. How do they live the sustainable experience that the hotel offers to visitors? In every detail, from the welcome cocktail made with ginger flowers from our own cultivation to the amenities made with the scents of the island. We have solar panels, we harvest the vegetables and lettuce from the ‘km 0 garden salad’ on the third floor of the hotel, and everything from the cleaning products to the food packaging for tours and trips is biodegradable.

5. The future 5.1. How do you see the future of sustainability linked to hotels? It is the only option. Everything else is actively participating in the rapid destruction of the planet. But I believe it is a governmental and national park obligation to regulate the use and entry of unsustainable products and materials. My dream is that one day we will no longer need to talk about ‘ethics and sustainability’ as a fashionable topic and that we will be able to understand the true meaning of being an ethical-sustainable citizen. And that the governments of Latin American countries put education and health at the top of their agendas, not just as an empty political campaign discourse.

Conclusion Different authors have focused their research on studying experiences by considering the competitive advantages while connecting destination, experience value (Liu et al., 2016; Smit & Melissen, 2018) and guest satisfaction when they can interact and actively participate in sustainable experiences (Breiby et al., 2020). The unique experience of the case study presented has sustainability as the pillar of its business. Through a circular economy, the hotel is integrated into a natural ecosystem of high ecological value. As a result of the philosophy and creativity that combine gastronomy and sustainability, this business is highly attractive to consumers, who come with the intention of fully integrating into this natural space surrounded by plants, trees and animals that coexist in a community.

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In general, we can conclude that several circumstances occur to highlight this case study. In the first place, climate change makes sustainability part of the business strategy, both due to the business philosophy and regulations that reminds us that the planet has limitations and we must preserve it. Second, firms understand that sustainability must be present in their production processes, as well as their relationships with their stakeholders. Third, and because of this, a conscious consumer looks for brands and companies that allow them to live according to these principles of responsibility and sustainability through experiences in contact with nature, people, products, local food and local communities. Although this chapter shows the case of a specific business located in a special place on the planet, the business model of this hotel allows us to explore different paths in this sector to achieve a balance in the different axes of future strategies according to the changes taking place in the environment. Sustainability as a value is shared by many individuals and organizations who demonstrate this value in their policies, everyday activities and behaviours. Individuals have played a major role in developing our current environmental and social circumstances. The people of today along with future generations must create solutions and adapt. (University of Alberta, n.d. p. 3)

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Hindley, C., Legrand, W., & Laeis, G.C.M. (2022). The Pandemic of Tourism: How Tourism Has Become an Unsustainable Luxury. In A. Kotur & S.K. Dixit (Eds.), The Emerald Handbook of Luxury Management for Hospitality and Tourism (pp. 479–496). Emerald Publishing. Hörisch, J., Schaltegger, S., & Freeman, R.E. (2020). Integrating stakeholder theory and sustainability accounting: A conceptual synthesis. Journal of Cleaner Production, 275, 124097. Hospitality Global Market Report (2022). The Business Research Company. www. thebusinessresearchcompany.com/report/hospitality-global-market-report Hsieh, Y.-C.J. (2012). Hotel companies’ environmental policies and practices: A content analysis of their web pages. International Journal of Contemporary Hospitality Management, 24(1), 97–121. Khatter, A., McGrath, M., Pyke, J., White, L., & Lockstone-Binney, L. (2019). Analysis of hotels’ environmentally sustainable policies and practices: Sustainability and corporate social responsibility in hospitality and tourism. International Journal of Contemporary Hospitality Management, 31(6), 2394–2410. 10.1108/IJCHM-08-2018-0670 Kuokkanen, H., & Catrett, J. (2022). Ethically meaningful customer experiences: Satisfying an evolving desire for purpose through CSR. Journal of Sustainable Tourism, 1–18. 10.1080/ 09669582.2022.2064481 Liu, C.H., Horng, J.S., Chou, S.F., Chen, Y.C., Lin, Y.C., & Zhu, Y.Q. (2016). An empirical examination of the form of relationship between sustainable tourism experiences and satisfaction. Asia Pacific Journal of Tourism Research, 21(7), 717–740. 10.1080/10941665. 2015.1068196 Lo, A. (2020). Effects of customer experience in engaging in hotels’ CSR activities on brand relationship quality and behavioural intention. Journal of Travel & Tourism Marketing, 37(2), 185–199. Mio, C., Panfilo, S., & Blundo, B. (2020). Sustainable development goals and the strategic role of business: A systematic literature review. Business Strategy and the Environment, 29(8), 3220–3245. Oriade, A., Osinaike, A., Aduhene, K., & Wang, Y. (2021). Sustainability awareness, management practices and organisational culture in hotels: Evidence from developing countries. International Journal of Hospitality Management, 92, 102699. Park, J., Jeong Kim, H. & McCleary, K.W. (2014). The impact of top management’s environmental attitudes on hotel companies’ environmental management. Journal of Hospitality & Tourism Research, 38(1), 95–115. Rand, G.E.D., Heath, E., & Alberts, N. (2003). The role of local and regional food in destination marketing: A South African situation analysis. Journal of Travel & Tourism Marketing, 14(3–4), 97–112. Richards, G. (2015). Evolving gastronomic experiences: From food to foodies to foodscapes. Journal of Gastronomy and Tourism, 1(1), 5–17 Robinson, S., & Etherington, L. (2006). Customer Loyalty: A Guide for Time Travelers. Palgrave Macmillan. 10.1057/9780230513037 Rodríguez, C., Florido, C., & Jacob, M. (2020). Circular economy contributions to the tourism sector: A critical literature review. Sustainability, 12(11), 4338. Salazar, N.B. (2018). Momentous Mobilities: Anthropological Musings on the Meanings of Travel. Worlds in Motion. De Gruyter. 10.1515/9781785339363 Smit, B., & Melissen, F. (2018). Sustainable Customer Experience Design: Co-Creating Experiences in Events, Tourism and Hospitality. Routledge. Taliento, M., Favino, C., & Netti, A. (2019). Impact of environmental, social, and governance information on economic performance: Evidence of a corporate ‘sustainability advantage’ from Europe. Sustainability, 11(6), 1738. 10.3390/su11061738 UN (2020). Business as a force for good. United Nations Global Compact. www. unglobalcompact.org/what-is-gc/mission

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24 Stakeholder Engagement and Regenerative Hospitality Leading question: What is the role of stakeholders in advancing sustainability and regeneration in tourism and hospitality? Marina Laurent and Carlos Martin-Rios

Introduction The current global grand challenges – the COVID-19 pandemic, poverty, conflicts, rising inequalities and chronic diseases, to name just a few – seem to be interrelated symptoms of a greater disease that we have grown into since we embarked on the rapid global industrialisation age. Efforts, investing and hope are geared toward technical and technology-oriented solutions, as we focus on solving problems in a siloed and linear way. Notwithstanding their merit to raise awareness of the necessity to account for social and environmental issues as part of our economic development, these strategies, coupled with a lack of concerted approach and questioning of our mental models, remain unable to address most global environmental and social threats humanity is facing in its history (Martin-Rios et al., 2021). At this point, merely limiting the negative impacts of our activities is no longer enough. We have crossed multiple thresholds of our planetary boundaries destabilising the fragile equilibrium that had been in place for thousands of years (Figure 24.1). Yet we continue to extract natural resources and release pollutants at a pace and volume that exceeds the capacity of our planet to regenerate. If we are to maintain the conditions for life on earth as we know it to thrive on our planet, we need to go beyond traditional sustainable development and corporate sustainability that

DOI: 10.4324/9781003218425-27

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Figure 24.1 The planetary boundaries framework Credit: Azote for Stockholm Resilience Centre, based on analysis in Persson et al., 2022 and Steffen et al., 2015

aims primarily at limiting and mitigating the negative impacts of human activities. We need to restore and regenerate our socioecological systems, acknowledging the interconnectedness of all life on Earth and rethinking our place and roles in its complex web of life.

Regenerative business practice The main criticism against the traditional approach to sustainability is that it lacks whole-system awareness (Raub & Martin-Rios, 2019). Often, interventions in some parts of a complex ecosystem can cause negative side effects on other parts of the system, which in turn will have to be corrected in a self-reinforcing process also known as negative feedback loops. This way of thinking and designing our human activities derives from the current dominant anthropocentric worldview that places human

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Figure 24.2 From ego to eco: a necessary paradigm shift Source: Adapted from Social Gabe/Flickr, 2013

beings as separate from and superior to nature and other living beings and gives us the right to exploit each other and nature for our own self-interests. Regeneration, on the other hand, includes and transcends these outdated sustainability paradigms by moving our logic from feeding our ‘ego’ to nurturing the ‘eco’ – that is, including all life on Earth as per Figure 24.2. We argue the need for a differentiated approach that allows us to view the world in a systemic way akin to how nature approaches complexity: through an intricate, selforganised, interdependent web of relationships. To this end, we ought to change the current narrative of separation and domination and adopt a living-system approach, understanding ourselves as part of nature and embedded in a greater web of nested systems. It is referred to in the literature as the regenerative concept of nestedness as per Figure 24.3. From this perspective, we can drive positive change through localised systemic interventions – also called “acupuncture points”, that create value for all stakeholders within the ecosystem. Figure 24.3 below illustrates the need to show up with our whole selves in a place of heightened consciousness and integrated intelligence (mind–body–spirit) to overcome our egos and become aware of the impacts of our actions on the greater nested systems we are part of, whether in our families, organisations, communities, cities,

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Bioregions

Organizations

Planet

Whole Self

Cities

Family

Local Communities

Figure 24.3 The spiral of nested living systems Source: Adapted from Laurent, 2022

bioregions – all the way up to the planet as a whole. Further, the dotted lines indicate the permeability of these nested systems that interact and influence each other at all times as part of a co-evolutionary continuum. From this realisation, we are better suited to cross an ‘ontological threshold’, or a shift in our mindsets and consciousness, and evolve our ways of being, seeing and thinking to apply living-system thinking to the way we design human activities (Pollock, 2019). In other words: [L]iving-systems thinking looks at the web or larger context of reciprocal relationships within which it is embedded since all systems are comprised of smaller systems and are part of larger systems … This constant reaching toward being more whole, being more ‘alive’, is seen as the fuel for regeneration. (Mang & Reed, 2013, p. 30)

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It is first and foremost developmental work. It requires developing a new set of skills and capabilities in people and places to be able to regenerate nature and their communities locally, working from potential rather than problems. Second, it is about integration and reconciliation of the inner and outer, feminine and masculine, human and nature, leftbrain and right-brain hemispheres. To paraphrase Einstein’s famous quote, we need new mindsets, ways of being and thinking that lead to new ways of designing, using co-designing and living-system thinking, to inform our actions, as ‘we can’t solve problems by using the same kind of thinking we used when we created them’. Although often overlooked, our mental models are in fact deep leverage points for systemic change (Meadows, 2008), meaning that even a small evolution of our mindset can produce major ripple effects throughout the system as a whole, affecting our systemic structures (e.g. organisational culture, societal norms, legal frameworks), design patterns and ultimately the way we impact natural ecosystems as per Figure 24.4 (Gibbons, 2020). From the understanding of this premise, climate change and other systemic issues might sound less daunting as every one of us, individually and collectively, can play a crucial role in the regeneration of our ecosystems, with each individual realising that they belong to a complex web of life and that they have the power to create change at scale by joining forces to take action through a collaborative and concerted approach. As a result,

Figure 24.4 The iceberg model of underlying forces for systemic change Source: Adapted from Ives, 2020

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everyone can take full responsibility for their actions and be part of the solution without having to rely on external stakeholders or a technological panacea to tackle our societal challenges.

Rethinking tourism: From sustainability to regeneration How does this apply to tourism and its stakeholders? According to Bellato, Frantzeskaki, Briceño Fiebig et al. (2022, p. 4), ‘applying this thinking, tourism becomes a complex set of evolving practices and stakeholder relationships interconnected with broader systems within which multiple actors collaborate and support the systems to thrive’. This ‘paradigm shift’ occurs when we understand tourism as a living system which allows us to move beyond conventional sustainability (Figure 24.5) and design for the thrivability of the system as a whole, considering the entire ecosystem of stakeholders among the tourism industry and its related sectors (Raub & Martin-Rios, 2019). Therefore, both the inner and outer dimensions of our lives are essential in the context of regenerative development in general and regenerative tourism specifically. Tourism stakeholders need to ignite and nurture a felt sense of care and agency for their place. Stakeholders must work simultaneously on the inner dimension (i.e. the deeply ingrained values, worldviews, paradigms, belief systems and patterns of thoughts) and outer

Regenerating System

Regenerative Humans PARTICIPATING AS nature – Co-evolution of the Whole System

Reconciliatory

Living Systems Understanding

Humans are an integral part of nature

Restorative

Whole System

More Energy Required

Humans DOING THINGS TO Nature – assisting the evolution of Sub-Systems Less Energy Required

Sustainable Neutral – “100% less bad"(McDonough)

Technologies / Techniques

Green

Fragmented

Conventional Practice

Relative Improvement (LEED, GB Tool, Green Globe, etc.)

"One step better than breaking the law"(Croxton) Degenerating System

Figure 24.5 Environmental design trajectory diagram from green model to sustainable model and to regenerative model Source: Reed, 2007

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dimension (including our relationships, roles, and actions) to reconcile and integrate the inner and outer worlds at the level of the individuals, organisations and communities. This requires new educational models, innovative collaborative design processes and tools, and life experiences that foster a deep reconnection to oneself, others and nature (Erhardt et al., 2022). If done consciously, travel can offer great opportunities for this deep transformation to happen through fostering positive holistic change at a traveller, host and community level (The Transformational Travel Council, n.d.). Table 24.1 summarises the main differences between the traditional tourism management approach that is still predominant in our industry nowadays – although evolving toward the implementation of sustainable ‘practices’ – and the regenerative development approach applied to tourism. The adoption of a regenerative approach to tourism adds value to the system as well as to each of its constituent parts. It is crucial to accelerate and extend the adoption of such a holistic approach to the way we design and develop tourism products and services as natural resources are becoming increasingly scarce, as residents and local communities are raising Cain over respect and inclusion, and as travellers are craving meaningful encounters and authentic experiences. To realise this aspiration, stakeholders need to rethink the place and basis of tourism and their own role in tourism systems. This includes the understanding of tourism as a living system or organism. Stakeholders belong to this ecosystem as interdependent and interconnected parts – similar to organs and cells in a body. As the health of our bodies is contingent on the health of each of its organs and cells, tourism stakeholders should join forces and contribute collaboratively to the health of the greater tourism system to which they belong. United towards a shared vision and common goals, these stakeholders can evolve the way they collaborate, design travel experiences, develop tourism destinations and measure success, prioritising stewardship over management, and thrivability of the system over financial growth for some. (Dwyer, 2018).

Embracing the regenerative development approach in tourism contexts Regenerative tourism consists in applying a regenerative development and design approach to tourism contexts. From this perspective, tourism is understood as a living system embedded in greater ecological systems that showcase unique natural and cultural characteristics that make up the ‘essence’ of a place. It is a developmental process that aims at unveiling and unlocking the inherent potential that exists in people and place so they can develop their capabilities to co-create the social and environmental conditions for all life to thrive and co-evolve harmoniously. In the context of regenerative development, a place can be defined as a geographical location that showcase a unique ‘essence’ or ‘sense of place’ made up of specific local natural and cultural characteristics and a sense of belonging around common values and

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284 Co-design of solutions by a diverse team of local stakeholders from different backgrounds

Mostly desk research and a few interviews a select group of stakeholders that are not a representative sample of the local community

Stewarding, hosting, guesting, communing, placing Design thinking, working from potential and with emergence (i.e. unifying diverse background and perspectives toward a shared vision, purpose, values and goals), deep leverage points, inner development work in combination with outer interventions in systems

Suppliers, distributors, consumers

Strategic management, siloed and problem-oriented (one problem, one solution), technical solutions relying on technological innovation, shallow leverage points, ‘outer focus’ through interventions on the external environment only

Tourism roles

Problem-solving approach

(Continued)

Design and development of local ecosystems based on the unique essence of the place, visitors as ‘guests in our home’, hosts (residents and tourism stakeholders) as stewards of their place who collaborate to bring value to the whole ecosystem of stakeholders locally

Industrial, supply-demand model: design of standardised tourism products based on the needs and wants of tourists, travellers as market potential, industry professionals as mere suppliers of a tourism product who compete to attract and retain demand

Tourism framework

Social and environmental ‘flourishing’: qualitative development that put residents’ wellbeing and enhancement of local natural and cultural assets at the forefront

Profit-generation and economic growth: quantitative metrics of success (maximisation of tourism revenue from increased inbound and occupancy rate and revenue optimisation)

Main focus

Broader community consultation and engagement early on in the process

Collective intelligence and wisdom

External ‘expert’ consultants

Source of knowledge and data

Holistic approach: tourism as a subsystem of larger ecological systems, organisations and individuals as embedded living systems of different scales, stakeholders as interconnected and interdependent parts of a greater whole, collaboration with nature is essential

Mechanistic, siloed, linear: tourism as an industry, organisation-asmachine, individuals as cogs, stakeholders as competitors, nature provides resources that serves the needs of human activities

Worldview

Regenerative tourism approach

24

Sustainable tourism management approach

Table 24.1 From strategic management to regeneration: the maturation of tourism

CHAPTER MARINA LAURENT AND CARLOS MARTIN-RIOS

Benefits

Decision-making process

Actions and solutions are co-designed by stakeholders themselves who know the unique cultural and ecological characteristics of the place and have the ownership of their evolution Builds long-lasting capacities in people and place Fosters autonomy and resilience of the system over time, allowing for its continuous evolution

Off-the-shelf solutions that don’t always fit the specific needs of the place

‘One-shot’ solutions that become outdated quickly and require more consultations, and consultant investment, later on

Client destinations are left alone with the implementation of the solutions

Fixed and selected solutions to specific issues that do not address the system as a whole and can even trigger some negative side effects on other parts of the system over time

Collaboration

Reaching consensus and leaving aside critical voices

Systemic positive impacts that add value to all stakeholders and to the whole system (the whole becomes superior to the sum of the parts)

Nurture a sense of belonging and pride within the community

Inclusivity

Regenerative tourism approach

(continued)

Recommendations comes from external consultants disconnected from the place

Sustainable tourism management approach

Table 24.1 From strategic management to regeneration: the maturation of tourism

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a shared identity among its inhabitants. It can be a city, a watershed, a valley or a region as it is not bound by traditional administrative or political boundaries but rather by a feeling of shared identity (Mang & Haggard, 2016). The ultimate goal is to foster the development of ‘tourism living systems that facilitate encounters, create connections and develop reciprocal and mutually beneficial relationships through travel practices and experiences, uniquely reflecting tourism places. Regeneration occurs mentally, physically, emotionally, spiritually, culturally, socially, environmentally, and economically’ (Bellato, Frantzeskaki, & Nygaard, 2022, p. 17) Drawing upon timeless Indigenous knowledge and wisdom combined with Western science and system thinking, this place-based approach works holistically in order to create systemic positive change through targeted interventions or ‘acupuncture points’ through which small interventions can have the greatest capacity for systemic change. To implement this regenerative approach in tourism contexts, stakeholders can use the nine regenerative development and design principles that have been identified as the most relevant to guide their actions (REGEN Hospitality, 2022) as per Figure 24.6.

Figure 24.6 Regenerative development principles for tourism Source: Extracted from Laurent, 2022

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1 2 3

4

5

6

7

8

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Wholeness through integration: reconnection between and integration of self, others and the world as well as our inner and outer worlds. Mindset shift: inner transformation that leads to a higher level of consciousness, changing our values and worldviews and ways of being, relating and designing. Collaborative and inclusive: regenerative development relies on a co-creative process whereby solutions and projects are co-designed collaboratively by local stakeholders united by shared core values and common vision and aspirations for their community and place. Potential and capabilities: regenerative development is a developmental process that aims at unlocking the inherent potential in people and places to co-evolve harmoniously, creating the conditions for all life to thrive. Aspirational by nature: it is an ongoing developmental journey of our inner and outer worlds informed by our constant relationships with each other and our environment, whereby the journey is more important than the destination. Community and place: regenerative development uses a place-based design and strategy that draw from the understanding of the ‘sense of place’ – that is, the specific local natural and cultural conditions that shape the identity of the people and place over time. Community and place become active tourism development stakeholders. Thrivability: a transformational approach that aims to create the conditions for all life to flourish and co-evolve, and is designed with the long-term health and wellbeing of communities and places in mind. Living-system thinking: we recognise tourism as a complex living system embedded in larger living systems within which collaboration with nature is central. Our actions consist in nodal interventions on specific acupuncture points that have the greatest potential for systemic change. Co-evolutionary: developmental process that occurs through the ongoing exchange of information and energy among stakeholders within a living system by which everyone learns, adapts and evolves in relationship to the greater context that is constantly changing.

Regenerative tourism development is a journey that is deeply aspirational and inspirational. It is a developmental process of ongoing co-evolution of all the stakeholders involved. It aims to apply nature’s principles through living-system thinking and the collective creation of value through a co-design process. It requires us to question the way the tourism industry currently works, reconsidering its greater purpose and unveiling its concealed potential to be a force for good. It also calls for rethinking the roles of tourism stakeholders, understanding the dynamic relationships at play between them at a placebased level so they can co-design innovative tourism products, services and experiences that create value for all. Tourism living systems ‘requires a shift in roles from extraction to generating new life to survive, thrive and evolve towards higher levels of complexity and order’ (Bellato, Frantzeskaki, Briceño Fiebig et al., 2022, p. 14). In this framework, place plays a central organising and structuring element ‘from which all initiatives are designed to achieve

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maximum systemic effects’ (Bellato, Frantzeskaki, Briceño Fiebig et al., 2022, p. 8). The unique characteristics or ‘essence’ of the place serves as a unifying concept from which human and non-human stakeholders emerge forming ‘guilds’ characterised by a shared identity and diverse dynamic and reciprocal relationships to design tourism place development and experience informed by the living-system properties of emergence, selforganisation, non-linearity and wholeness. In this model, tourism’s core purpose moves away from solely serving economic growth and profitability of tourism businesses to contributing to the health and wellbeing of people and places through regenerating all forms of life. As a consequence, tourism ‘stakeholder roles move away from serving the industrial tourism models such as consumers and producer towards contributing to the health and wellbeing of socialecological systems’ (Bellato, Frantzeskaki, Briceño Fiebig et al., 2022, p. 1). Five key roles have been identified by Bellato and co-authors that can be played by tourism stakeholders to form ‘an inter-related and mutually beneficial complex of living entities within and across places’ (p. 13) as follows: • • • • •

Stewarding enables caretaking of all beings within the system Hosting provides the dedicated resources for tourism practices Guesting ensures biodiversity and mobility Communing offers a welcoming and supportive place to live and visit Placing resources contains and shapes the nested systems

From rethinking their place and role in the world and as part of a tourism living systems, stakeholders can actualise roles beyond their traditional functions and become active regenerative agents, caring for and stewarding their place and contributing to the flourishing of the ecosystems in which they are embedded (Laurent & Martin-Rios, 2020). Not only does this paradigm shift serve a higher purpose that is necessary for the survival and flourishing of the tourism industry and nature as a whole, but it is also highly inspirational and supports stakeholders’ developmental process toward living a more purposeful and meaningful life.

Moving forward: Concrete actions for regenerative tourism Societal grand challenges require a new approach to current threats (Martin-Rios & Pasamar, 2018; Martin-Rios & Parga, 2016). Regenerative tourism acknowledges our interconnectedness and interdependence with all life forms and understands tourism activity as a living system nested in other embedded living systems which are co-evolving through constant flows of energy, resources and information. In order to reach this envisioned regenerative future for tourism, we have to create the conditions conducive for this mindset shift to happen and create the space that fosters multi-stakeholder collaboration and unleash creativity and innovation through collective intelligence and codesign.

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Here are concrete actions to consider as we move toward implementing regenerative development and design to tourism contexts: •

•

•

•

•

Providing extensive education and training to tourism stakeholders. This facilitates the mindset shift and develop the necessary skills, qualities and capabilities needed to do this work. This includes regenerative development and design training to destination stakeholders such as REGEN Hospitality’s educational programmes and workshops including the year-long TTC’s Regenerative Places Program based on regenerative leadership tools and practices, such as Active Hope, Way of Council, Appreciative Inquiry, Contemplative Practices, Deep Listening and Connection to Nature, and the use of collaborative creative tools such as Miro to foster creativity and innovation and the co-design of solutions by the community of stakeholders themselves. Hosting and facilitating multi-stakeholder dialogue at destination levels. It creates ‘safe space’ or ‘containers’ where people gather in an open and compassionate way, share their stories, doubts, and aspirations with vulnerability, and connect on a deeper level with each other and with their place. By creating the conditions for this deeper transformation to happen, people can tap into their inherent whole-body intelligence (‘head–heart–gut’) to transcend their differences and prejudices and go beyond their old paradigms and worldviews. It helps therefore to evolve their ways of being, thinking and relating. From this place of wholeness, destination stakeholders are unified towards a shared vision and goals and can collaborate and co-design for thrivability with a newfound sense of wisdom and collective intelligence. Getting commitment from government and public administrations from destination to national levels. This requires identifying decision makers who get things done. It also involves donors and development assistance agencies able to secure funding at local, regional and national levels. Finally, it means fostering public–private partnerships and seeking the collaboration of NGOs from tourism and related areas (protected areas, agriculture … ) at local, regional, national and multinational levels. Developing ‘regenerative hubs’ or ‘communities of practice’ with a global reach and a local impact. It creates new or join existing collaborative platforms and hubs both online and in-person for stakeholders to share their knowledge, experience and collective wisdom and intelligence. There, stakeholders can find support and inspiration from other like-minded changemakers and grassroot communities from around the world. They can co-design solutions that are attuned to the local specificities of their place. It is essential to be inclusive and involve Indigenous communities as well as the greater community of stakeholders beyond the tourism value chain to allow for a cross-pollination between different sectors and sub-segments, including residents, agriculture and farming, culture and entertainment, conservation agencies, etc. Enabling the ongoing empowerment of stakeholders’ capabilities in places. Here, the focus is on nurturing and developing the existing and latent potential in people and place to foster self-organising and self-evolving ecosystems locally similar to the Playa Viva resort project in Mexico. It is essential to move from the traditional approach to management and decision making that favour problem-solving

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through isolated technological solutions to embrace living-system thinking and create the conditions for all life to thrive through systemic interventions, leveraging acupuncture points in the system at play. Ultimately, stakeholders are empowered to co-design solutions that are future-fit and best suited for the unique place they inhabit with a renewed sense of ownership and belonging. Designing transformative travel experiences. Such experiences help travellers travel intentionally and mindfully to reconnect with themselves, others and the world. As offered by the Transformational Travel Council, travel becomes a way to learn and evolve, rethinking our place and roles in the world and in relationship to other living beings. Transformative travel encourages to interact with diverse cultures and to cultivate our sense of care and deep appreciation for the world around us. This renewed sense of belonging support travellers’ inner transformation as they develop new ways of being and relating to the world, and nurture a sense of will and agency to protect, care for and support the ongoing regeneration of human and nature (Laurent, 2021).

Regenerative tourism has the potential to enhance the wellbeing of all stakeholders – residents, communities and complex ecosystems – and to create the conditions for all life to thrive and co-evolve harmoniously. Ultimately, regeneration is a means to an end; it is a way to vitalise places and create opportunities for people to reconnect with themselves, others and nature through authentic and meaningful encounters and experiences that can ignite a sense of care and belonging for our beloved planet and its inhabitants of all kinds. It has the power to reveal and unleash the unique talents and qualities of people and the unique beauty and essence of each place, as well as the unique history and culture that emanate from the relationship between the two. All tourism stakeholders have the power to advance regeneration in their destination by rethinking tourism as a living system and becoming stewards of their place.

References Bellato, L., Frantzeskaki, N., Briceño Fiebig, C., Pollock, A., Dens, E., & Reed, B. (2022). Transformative roles in tourism: Adopting living systems’ thinking for regenerative futures. Journal of Tourism Futures. 10.1108/JTF-11-2021-0256 Bellato, L., Frantzeskaki, N., & Nygaard, C.A. (2022). Regenerative tourism: A conceptual framework leveraging theory and practice. Tourism Geographies, 1–21. 10.1080/1461 6688.2022.2044376 Dwyer, L. (2018). Saluting while the ship sinks: The necessity for tourism paradigm change. Journal of Sustainable Tourism, 26(1), 29–48. Erhardt, N., Martin-Rios, C., Bolton, J., & Luth, M. (2022). Doing well by creating economic value through social values among craft beer breweries: A case study in responsible innovation and growth. Sustainability, 14(5), 2826. Gibbons, L.V. (2020). Regenerative – the new sustainable? Sustainability, 12(13), 5483. 10.3390/su12135483 Ives, C.D., Freeth, R., & Fischer, J. (2020). Inside-out sustainability: The neglect of inner worlds. Ambio, 49, 208–217. 10.1007/s13280-019-01187-w Laurent, M. (2021, May 24). The solutions nature provides: how can hotels contribute and benefit? Hospitality Net. https://www.hospitalitynet.org/panel/125000113/126001087. html

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Laurent, M. (2022). Regenerative hospitality. https://regenhospitality.com Laurent, M., & Martin-Rios, C. (2020). Regenerative tourism will be at the forefront of the recovery effort. EHL Insights. https://hospitalityinsights.ehl.edu/regenerative-tourism Mang, P., & Haggard, B.B.H. (2016). Regenerative Development and Design: A Framework for Evolving Sustainability. Wiley. Mang, P., & Reed, B. (2013). Regenerative Development and Design. In V. Loftness, & D. Haase (Eds.), Sustainable Built Environments. Springer. 10.1007/978-1-4614-58289_303 Martin-Rios, C., & Parga, E. (2016). Service response to economic decline: Management innovation as enabler of organizational renewal. Journal of Business Research, 69(8), 2890–2900. Martin‐Rios, C., & Pasamar, S. (2018). Service innovation in times of economic crisis: The strategic adaptation activities of the top EU service firms. R&D Management, 48(2), 195–209. Martin-Rios, C., Poretti, C., & Derchi, G.B. (2021). Three anchoring managerial mechanisms to embed sustainability in service organizations. Sustainability, 14(1), 265. Meadows, D.H. (2008). Thinking in Systems. Chelsea Green Publishing. Persson, L., Carney Almroth, B.M., Collins, C.D., Cornell, S., de Wit, C.A., Diamond, M.L., Fantke, P., Hassellöv, M., MacLeod, M., Ryberg, M.W., Søgaard Jørgensen, P., Villarrubia-Gómez, P., Wang, Z., & Zwicky Hauschild, M. (2022). ‘Outside the safe operating space of the planetary boundary for novel entities.’ Environmental Science & Technology, 56(3), 1510–1521. 10.1021/acs.est.1c04158 Pollock, A. (2019, October 1). Regenerative tourism: The natural maturation of sustainability. https://medium.com/activate-the-future/regenerative-tourism-the-naturalmaturation-of-sustainability-26e6507d0fcb Raub, S.P., & Martin-Rios, C. (2019). ‘Think sustainable, act local’ – a stakeholder-filtermodel for translating SDGs into sustainability initiatives with local impact. International Journal of Contemporary Hospitality Management, 31(6), 2428–2447. Reed, B. (2007). Shifting from ‘sustainability’ to regeneration. Building Research & Information, 35(6), 674–680. REGEN Hospitality. (2022). What is regenerative tourism? https://regenhospitality.com/ concept Steffen, W., Richardson, K., Rockström, J., Cornell, S.E., Fetzer, I., Bennett, E.M., Biggs, R., Carpenter, S.R., de Vries, W., de Wit, C.A., Folke, C., Gerten, D., Heinke, J., Mace, G.M., Persson, L.M., Ramanathan, V., Reyers, B., & Sörlin, S. (2015). Planetary boundaries: Guiding human development on a changing planet. Science, 347(6223), 1259855. 10.1126/science.1259855 The Transformational Travel Council. (2022). Travel awakened. www.transformational. travel

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25 Hotels and E-mobility Leading question: Should hotels adopt charging stations? Jonathon Day and Roya Sadat Alavipour

Introduction E-mobility – the growth of electric-powered transportation – is emerging as one of the most significant socioeconomic changes in the quest to address climate change. The increase in popularity of electric vehicles (EVs) signals significant changes in the tourism system and represents new opportunities for hospitality and lodging companies. EV charging stations create an opportunity for hotels to provide an important new service, generate new income streams and support the decarbonisation of hospitality. Nevertheless, early adopters of this service face some challenges as EV infrastructure becomes more mature. In this chapter, we’ll answer the question ‘Should hotels adopt charging stations?’

Demand drivers for e-mobility and electric charging stations As governments and businesses grapple with sustainability challenges, including the climate crisis, the growing importance of EVs represents great promise. Although EVs represent only about 1% of vehicles on the road currently (Cage, 2022), the move to e-mobility and electric vehicles is considered an important tactic for reducing greenhouse gases, and governments have committed to transitioning to electric vehicles. Indeed, more than 20 countries have electrification commitments, with nine countries, in addition to the European Union, pledging net-zero emissions by mid-century (IEA, 2021). Even countries without such commitments have set aggressive targets to achieve e-mobility. The US, for example, has set the target that 50% of all new car sales by 2030 will be EVs (White House, 2021). Despite the low market penetration of EVs, the pace of change has accelerated dramatically, and it is clear the transition to electric vehicles is underway. The global electric vehicle market is expected to grow at a compounded annual growth of 25% over the coming years to reach $2.5 trillion by 2027 (Saxman & McWilliams, 2022). The transition

DOI: 10.4324/9781003218425-28

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is a global phenomenon with strong growth in major markets, including Europe, China and the United States (IEA, 2022). From a tourism-system perspective, transitioning transportation from carbon-producing fossil fuel combustion to electric engines represents one of the most significant systemlevel interventions. While aviation is tourism’s biggest emitter of greenhouse gases, ground transportation is a major contributor to tourism’s carbon footprint (UNWTO & ITF, 2019). In the lodging sector, major brands have committed to reducing their carbon footprint, and supporting e-mobility aligns with these goals. Early indications suggest that hoteliers can provide a unique contribution to the expansion of e-mobility while meeting their consumers’ changing needs in new ways. The change to e-mobility represents a major shift in the systems that support transportation and mobility in society. While some have dismissed the move from petroleum-powered vehicles to electric vehicles as of little consequence for tourism (Fitt, 2022), the potential impacts of these changes are becoming more apparent. As these systems change, hoteliers seeking to take advantage of this trend must be aware of the drivers of the growth. The growth in EVs can be attributed to several factors, including increasing strong policy support, new technological advances and environmental factors, including rising consumer demand (Yong & Park, 2017).

Consumer demand for electric vehicles Consumer demand for electric vehicles is accelerating quickly. The International Energy Agency notes that sales of EVs doubled between 2020 and 2021 (IEA, 2022), and recent research from consultancy Ernst and Young, shows that more than half of car buyers globally expect their next car to be an EV (Miller et al., 2022). Car manufacturers have recognised the significant opportunities and have increased their product offerings, and there are now more than 450 electric car models available worldwide (IEA, 2022). While Tesla has been an early adopter of EV technology, 18 of the top 20 major auto manufacturers, including Ford, General Motors, Toyota, Volkswagen and BMW, offer or plan to provide EVs (IEA, 2021), further increasing the EV product availability. Despite strong growth, several factors represent possible drags on EV growth. While the importance of issues differs across markets, two frequently cited factors that remain issues are the cost of EVs and concerns regarding interrelated topics of the range of vehicles and the ability to charge quickly. Even with significant increases in fuel costs, many Americans consider EVs more expensive than conventional vehicles (Webb-Carey et al., 2022). The ability for consumers to purchase an EV has increased significantly in recent years (IEA, 2022). In addition to substantial public incentives to support the purchase of EVs, the range of EVs has increased dramatically in recent years, providing consumers with various options and price points. In addition, in many countries, consumer demand has been stimulated by government policies designed to reduce the cost of EV ownership. Another factor contributing to consumer reticence to adopt EVs is concern regarding their vehicles’ range and the charging infrastructure’s availability. Although there are increasing efforts to improve the infrastructure supporting EV deployment, matching EV

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growth with EV infrastructure support remains a challenge (Yu et al., 2022; LaMonaca and Ryan, 2022). While governments work to encourage charging infrastructure investment, the present problem with the adoption of EVs can be considered a ‘chicken and egg’ situation. (Greene et al., 2020), with investors seeking assurances that market demand will justify their expenditures. In the meantime, EV drivers are concerned they will be stuck without the ability to recharge, also knowns as ‘range anxiety’, meaning consumers need assurance that their trips will be successful and they will reach their destination with minimum or no delay in charging time. These concerns are often most prominent in relation to longer trips such as vacation road-trips and business or leisure travel utilising road transportation travel. Of particular concern to the tourism system, consumers have concerns regarding the ability of the current infrastructure to support vacation and business travel (Mullaney, 2022; Monkman, 2021). Indeed, until recently, EVs were considered poorly suited to vacation travel resulting in little current research addressing the use of EVs in drive-related tourism (Fitt, 2022). In response to these concerns, hoteliers and online travel providers now include information on charging facilities on their websites to assist EV drivers in planning their travel. There is also a growing number of services, including apps to locate charging sites and manage the charging process, to support EV travellers (Zubair, 2020; Huang, 2022).

Policy support for e-mobility The growth of e-mobility is being enhanced by strong public policy support from governments around the world. Governments are committed to reducing reliance on fossil fuels in order to combat climate change and other environmental and socioeconomic issues. While specific policies to support the growth of e-mobility vary worldwide, many address the dual themes of reducing barriers to consumer purchase of EVs and increasing charging infrastructure (Macioszek, 2021). Many countries have implemented policies, including subsidies and tax credits, designed to reduce the cost of EVs. China has a number of policies to encourage EV sales (Helveston et al., 2015), including the New Electric Vehicle (NEV) programme that supports models with longer driving ranges (IEA, 2021). In the United States, the newly approved Inflation Reduction Act 2022 currently allows for a tax credit of up to $7,500 (U.S. Treasury, 2022). Policy supporting EV deployment is not limited to national policies. States and even municipalities are encouraging EV adoption. For example, Paris provides dedicated parking and free parking spaces, whereas Amsterdam is deploying public access charging where no private or off-street alternatives are available (IEA, 2017). Policies that exempt EVs from congestion reduction policies add significant non-monetary incentives in some markets (Tschiesner et al., 2022). Policy support for charging infrastructure deployment has also increased significantly in recent years. Despite the growth of publicly accessible EV chargers, which reached 1.3 million units worldwide in 2020 (IEA, 2021), there is a significant need for more. While the majority of electric vehicles are charged at home, the need for public charging stations is expected to grow (IEA, 2022). The availability of these charging stations is necessary for e-mobility and EV adoption (Almeida Neves et al., 2019). As noted by

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Li et al. (2017), there is interdependence between the investment in charging stations and EV adoption. Governments have a range of strategies to support the growth of charging networks to achieve sustainable growth in the EV market (Yu et al., 2022). The market for EV charging is in its early stages, and considerable uncertainty remains as to how charging services should be provided, as well as which policies are best suited to support deployment. Additionally, in the absence of policy interventions, investors in charging infrastructure are waiting for more EVs on the road to justify the investment (Mishra et al., 2021). The regulatory frameworks, government incentives, commercial actors and resulting business models in place to support EV charging vary widely both across and within jurisdictions (LaMonaca & Ryan, 2022). Just as the adoption of EVs has been different in different parts of the world, the creation of EV infrastructure, including EV charging stations, has been unevenly distributed. China leads the world in both fast and slow public chargers, with the United States and European countries following (IEA, 2021). In the United States, the government has committed to an additional 500,000 charging stations (White House, 2021), and new legislation includes the National Electric Vehicle Infrastructure (NEVI) programme designed to stimulate charging infrastructure along highway corridors (White House, 2022). In Europe, the Alternative Fuel Infrastructure Directive (AFID) supports the development of public charging stations (IEA, 2021). In many countries, policy initiatives provide significant opportunities for hospitality companies seeking tax benefits, incentives and the ability to engage in public–private partnerships to support the expansion of EV charging infrastructure. For example, in the United States tourism and hospitality trade associations are advocating for tourism organisations to engage with the department of transportation and other government departments regarding the implementation of these programmes (Girma, 2022).

EV charging and the lodging industry The infrastructure that supported the growth of fossil-fuel-powered transportation is changing as e-mobility gains market share. While gas stations have been ubiquitous, the disruptive technologies of e-mobility are creating opportunities for new providers of energy to support drive travel. Recognising the opportunities in the changing transportation system, many lodging companies see this as an opportunity for innovation. Even though the transition to e-mobility is in its nascent stages, lodging companies have embraced the new opportunity. Marriott, for example, reports offering over 1,700 charging stations at more than 600 hotel locations (Fox, 2018), while Hilton touts 1,400 properties with charging stations (Hilton, 2022). It has become common for new hotels to tout the availability of charging stations.

Innovation and the lodging industry The adoption of new technologies in the lodging industry has been the focus of considerable academic research (Wang & Qualls, 2007; Siguaw et al., 2000). Indeed, Wang

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and Qualls (2007) expand upon the widely accepted Technology Acceptance Model (TAM), which recognises two factors – perceived usefulness and perceived ease-of-use, to incorporate additional factors such as the hotel company’s technology climate and characteristics and its ability to assess the strategic value of the technology. The adoption of new technology to achieve sustainability goals has been an important stream of innovation adoption research. Smerecnik and Andersen (2011) note that factors that improved the likelihood of new innovation adoption included simplicity, that the innovation was easy to understand and implement, the ability to easily trial the innovation, the relative advantage the innovation created, as well as management-related factors such as innovativeness and environmental opinion leadership. Horng et al. (2017) note that organisational support for environmental innovation and the alignment of these actions with environmental marketing strategies are critically important success factors for new environmental technology adoption. Indeed, Bell and Ruhanen (2016) find that internal organisational factors, such as organisational fit, employee influence and individual managers’ environmental ethics, are important factors in eco-innovation adoption. Technology adoption in hotels can be influenced by a variety of stakeholders, including property owners, management companies, brands, as well as individual property-level managers. Marriott has indicated that many EV charging decisions occur at a property level. Even so, Marriott’s brand, Element, a leader in providing electric charging (Myers, 2012), now incorporates electric charging as a brand standard (Wroten, 2022).

Benefits and perils of early adoption It is worth noting that it is more than ten years since tourism industry news source Skift ran the article ‘Electric car charging stations are the new, new thing for hotels’ (Myers, 2012). While the Skift article indicates that e-mobility has been around for some time, the current market share of EVs is low; less than 1% of the 250 million cars in the United States are electric (Cage, 2022). Even today, lodging companies introducing charging facilities are at the cutting edge of these technological innovations. These early adopter hotel companies have the potential to benefit from first-mover advantages identified in Lieberman and Montgomery’s (1988) seminal work. These benefits include the ability of managers to advance on the EV learning curve, the ability to research and undertake trial experimentation, preemption of locations in geographic and product spaces, and building customer loyalty. Nevertheless, early adoption does expose innovators to risk, and it is well established that first-movers are not always most successful in the long term. While research on the adoption of EV charging is limited, some preliminary observations on the state of the market seem reasonable. Emerging themes in the hotel industry trade publications suggest that the growth of EV adoption is being fuelled by consumer demand, revenue growth opportunities and low barriers to testing charging services. Additionally, although it appears clear there is a significant opportunity in the provision of EV technology, there are several reasons for hoteliers to remain cautious. Issues such as a rapidly changing competitive landscape, the ability of hotels to satisfy consumer

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expectations, given the current lack of broadly established standards, and fast-changing technology are emerging.

Drivers of hotel adoption of EV chargers Hoteliers have the potential to help overcome worries about range anxiety. Range anxiety and the need to charge quickly and efficiently are core to the EV driving experience and travellers need to be confident that they will be able to find chargers as they drive across the country. There is growing evidence that charging stations are an amenity that travellers seek when choosing hotels, and hotels are responding to that demand. It seems likely that fast, reliable EV charging, like high-speed wireless internet, will soon be expected. Hotels without such services face negative reviews for lack of EV chargers. Another factor contributing to the growth of charging stations is reduced installation and operational costs for hotel companies and even individual hotel properties to undertake trial programmes. In addition to significant incentives and subsidies available in many countries mentioned earlier, charging companies are partnering with hotel companies to provide hotel guests charging facilities. Hilton partnered with both Tesla and Current, GE’s EV infrastructure subsidiary, in the initial rollout of its charging facilities (Perkowsky, 2016; Hilton, 2015). While there is limited research on the benefit of EV charging, some research is emerging. Qian and Zhang (2022) found that hotels offering Tesla charging stations benefited from the offering but that benefits varied across hotel types, with upscale and luxury hotels most advantaged. These results are not surprising given the upmarket positioning of Tesla, and similar benefits may extend to other hotel segments as EVs become more broadly available.

Reasons for caution The growing pains associated with the explosive growth of EVs and the subsequent buildout of the infrastructure to support them will include challenges for hoteliers as well. While none of these issues is a reason to forgo the adoption of EV charging technologies, they represent issues that will need to be considered. First, the competitive landscape is changing quickly. Times of transition and disruption are often characterised by a changing competitive landscape. A range of organisations, including restaurants and other tourism-related businesses, have indicated their intention to provide charging services and may compete with hoteliers in the provision of charging services. For example, Starbucks (Peters, 2022) and Canadian coffee chain Tim Hortons (Wolfe, 2022) are rolling out customer charging facilities. Indeed, even smaller and regional restaurant chains, such as Pappas restaurants and Cracker Barrel, have announced plans to offer charging stations. Second, a lack of EV charging standards adds risk to early investors. Policymakers have identified the establishment of industry standards for charging infrastructure as a priority. Currently, there is no universal compatibility for charging stations, making hoteliers’

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choices on the deployment of charging systems more complicated. It is noteworthy that Hilton partnered with both Tesla and GE’s subsidiary, Current, in order to provide charging capability for the widest range of Evs. A third factor for caution by hoteliers is that some charging infrastructure will quickly become obsolete as technology advances. Charging technology is changing rapidly, with ever-faster equipment quickly making slower models obsolete. While most public charging facilities are categorised as slow, the strongest growth is taking place in fast chargers (IEA, 2022). Indeed, these technologies are expected to be replaced with new products, including Ultrafast Chargers, inductive charging and smart-charging technologies (Frost & Sullivan, 2021). Finally, hoteliers must ensure that they are able to provide the levels of service expected by their customers. It seems likely that fast, reliable EV charging, like high-speed wireless internet, will soon be expected. These consumer issues extend beyond the mere provision of charging to the quality of the charging services. As demand increases, hoteliers will need to come to terms with a number of issues, including optimal levels of coverage (number of chargers), appropriate speed of chargers, systems to provide access to chargers including during peak times, convenient booking systems for chargers and appropriate pricing for charging services. Some critics have identified issues with charging speeds and booking systems for charging facilities (French, 2022) and even hotels with facilities face criticism as guests express frustration with slow charging times.

Embracing the transition to e-mobility Should hoteliers provide EV charging and support the growth of e-mobility? The short answer is a qualified ‘yes’. The transportation system is changing, driven by public policy and consumer demand. The growth of e-mobility will change the tourism system in significant ways, and hoteliers have a unique opportunity to take advantage of this disruptive technology. The provision of EV charging provides guests with a highly valued new amenity that will significantly affect the value proposition hoteliers provide. Hoteliers must ensure they are able to provide these amenities in ways that satisfy the expectations of their consumers. Despite the opportunities presented by the growth of EVs, hoteliers face a set of new issues related to the growth of e-mobility. The market is shifting rapidly, and hoteliers need to be agile in their adoption of these technologies. Early adopters of these technologies will not only reap the benefit of gaining knowledge and experience in providing these services but also meet the needs of the growing market.

References Almeida Neves, S., Cardoso Marques, A., & Alberto Fuinhas, J. (2019). Technological progress and other factors behind the adoption of electric vehicles: Empirical evidence for EU countries. Research in Transportation Economics, 74, 28–39. Bell, C., & Ruhanen, L. (2016). The diffusion and adoption of eco-innovations amongst tourism businesses: The role of the social system. Tourism Recreation Research, 41, 291–301.

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Cage, F. (2022). The long road to electric cars. Reuters Graphics. https://graphics.reuters. com/AUTOS-ELECTRIC/USA/mopanyqxwva Fitt, H. (2022). Boring and inadequate? A literature review considering the use of electric vehicles in drive tourism. Current Issues in Tourism, 25, 1920–1946. Fox, J. (2018, July 27). Hotels race to fill growing demands for electric car chargers. Hotel Management. www.hotelmanagement.net/tech/hotels-drive-revenue-by-chargingelectric-cars French, S. (2022, May 20). Hotels tap into hot amenity amid surging gas prices. www. nerdwallet.com/article/travel/hotels-tap-into-hot-amenity-amid-surging-gas-prices Frost & Sullivan. (2021). Global electric vehicle charging outlook 2021 https://insights. frost.com/pr_at_sdaivanayagam_mg28_globalev Girma, L.L. (2022, March 3). U.S. travel group lays out 5-point plan on sustainable travel. https://skift.com/2022/03/03/us-travel-group-lays-out-5-point-plan-on-sustainable-travel Greene, D.L., Kontou, E., Borlaug, B., Brooker, A., & Muratori, M. (2020). Public charging infrastructure for plug-in electric vehicles: What is it worth? Transportation Research Part D: Transport and Environment, 78, 102182. Helveston, J.P., Liu, Y., Feit, E.M., Fuchs, E., Klampfl, E., & Michalek, J.J. (2015). Will subsidies drive electric vehicle adoption? Measuring consumer preferences in the U.S. and China. Transportation Research. Part A, Policy and Practice, 73, 96–112. Hilton. (2015). Hilton Sparks Major Expansion of Charging Stations for Electric Vehicles. HospitalityNet. https://www.hospitalitynet.org/news/4072107.html. Hilton. (2022). Your eco‑friendly trip just got easier in 2022. https://stories.hilton.com/ sustainability/your-ecofriendly-trip-just-got-easier-in-2022 Horng, J.-S., Liu, C.-H., Chou, S.-F., Tsai, C.-Y., & Chung, Y.-C. (2017). From innovation to sustainability: Sustainability innovations of eco-friendly hotels in Taiwan. International Journal of Hospitality Management, 63, 44–52. Huang, T. (2022). How to find EV charging stations on a road trip. https://roadtrippers. com/magazine/how-to-find-ev-charging-stations IEA. (2017). World Energy Outlook 2017. OECD Publishing/International Energy Agency. IEA. (2021). Global EV Outlook 2021: Accelerating Ambitions Despite the Pandemic. International Energy Agency. IEA. (2022). Global EV Outlook 2022. International Energy Agency. LaMonaca, S., & Ryan, L. (2022). The state of play in electric vehicle charging services – A review of infrastructure provision, players, and policies. Renewable & Sustainable Energy Reviews, 154, 111733. Li, X., Chen, P., & Wang, X. (2017). Impacts of renewables and socioeconomic factors on electric vehicle demands – Panel data studies across 14 countries. Energy Policy, 109, 473–478. Lieberman, M.B., & Mongomery, D.B. (1988). First-mover advantages. Strategic Management Journal, 9, 41–58. Macioszek, E. (2021). The Role of Incentive Programs in Promoting the Purchase of Electric Cars: Review of Good Practices and Promoting Methods from the World. Springer International Publishing. Miller, R.H., Cardell, M., & Batra, G. (2022). Why consumers are charging toward electric vehicles. Ernst and Young. www.ey.com/en_gl/automotive-transportation/mobilityconsumer-index-wave-3 Mishra, S., Verma, S., Chowdhury, S., Gaur, A., Mohapatra, S., Dwivedi, G., & Verma, P. (2021). A comprehensive review on developments in electric vehicle charging station infrastructure and present scenario of India. Sustainability, 13, 2396. Monkman, R. (2021). Why EV charging is a must-have amenity for hotel guests and employees. HospitalityNet. www.hospitalitynet.org/opinion/4107040.html

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Mullaney, T. (2022, May 27). Electric Cars hit the road this holiday weekend but charging stations still a big hurdle. Skift. https://skift.com/2022/05/27/electric-cars-hit-theroad-this-holiday-weekend-but-charging-stations-still-a-big-hurdle Myers, P. (2012, December 26). Electric car charging stations are the new, new thing for hotels. https://skift.com/2012/12/26/electric-car-charging-stations-are-the-new-newthing-for-hotels Perkowsky, A. (2016). GE brings electric vehicles to life at Hilton hotels. Hotel Business. https://togo.hotelbusiness.com/article/ge-brings-electric-vehicles-to-life-at-hilton-hotels Peters, A. (2022, March 15). Starbucks wants to become the gas station of the future for EVs. Fast Company. www.fastcompany.com/90730929/starbucks-wants-to-becomethe-gas-station-of-the-future-for-evs Qian, L., & Zhang, C. (2022). Complementary or congruent? The effect of hosting Tesla charging stations on hotels’ revenue. Journal of Travel Research. 10.1177/00472875221 093017 Saxman, D., & McWilliams, A. (2022). Electric Vehicles and Fuel Cell Vehicles: Global Markets. BCC Research. Siguaw, J.A., Enez, C.A. & Namasivayam, K. (2000). Adoption of information technology in U.S. hotels: Strategically driven objectives. Journal of Travel Research, 39, 192–201. Smerecnik, K., & Andersen, P. (2011). The diffusion of environmental sustainability innovations in North American hotels and ski resorts. Journal of Sustainable Tourism, 19, 171–196. Tschiesner, A., Heuss, R., Hensley, R., Wi, T., Sschaufuss, P., Hertzke, P., Knupfer, S., & Gersdorf, T. (2022). The Road Ahead for E-Mobility: How OEMs Can Win Consumers and Achieve Mass-Market EV Adoption. McKinsey Center for Future Mobility. U.S. Treasury. (2022). Treasury Releases Initial Information on Electric Vehicle Tax Credit Under Newly Enacted Inflation Reduction Act. U.S. Department of the Treasury. UNWTO & ITF. (2019). Transport-Related CO2 Emissions of the Tourism Sector: Modelling Results. World Tourism Organization (UNWTO) and International Transport Forum (ITF). Wang, Y., & Qualls, W. (2007). Towards a theoretical model of technology adoption in hospitality organizations. International Journal of Hospitality Management, 26, 560–573. Webb-Carey, I., Tyson, A., & Spencer, A. (2022, August 1). Americans support incentives for electric vehicles but are divided over buying one themselves. Pew Research Cetner. www.pewresearch.org/fact-tank/2022/08/01/americans-support-incentives-forelectric-vehicles-but-are-divided-over-buying-one-themselves White House. (2021). Fact Sheet: The Biden-Harris Electric Vehicle Charging Action Plan. Washington, DC: White House. White House. (2022). Fact Sheet: Biden-Harris Administration Proposes New Standards for National Electric Vehicle Charging Network. Washington, DC: White House Wolfe, A. (2022, March 25). Tim Hortons adds EV chargers. Hospitality Technology. https://hospitalitytech.com/tim-hortons-adds-ev-chargers Wroten, B. (2022). Hoteliers invest in charging stations as electric vehicle adoption grows: Marriott’s Element makes EV charging a brand standard. www.costar.com/article/ 328030127/hoteliers-invest-in-charging-stations-as-electric-vehicle-adoption-grows Yong, T., & Park, C. (2017). A qualitative comparative analysis on factors affecting the deployment of electric vehicles. Energy Procedia, 128, 497–503. Yu, J.J., Tang, C.S., Li, M.K., & Shen, Z.J.M. (2022). Coordinating installation of electric vehicle charging stations between governments and automakers. Production and Operations Management, 31, 681–696. Zubair. (2020, January 8). The best apps for travelling by electric car. Ecobnb. https:// ecobnb.com/blog/2020/01/apps-travelling-electric-car

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26 Incorporating Nature in Sustainable Hotel Design Leading question: How can sustainable hotel design incorporating nature effectively contribute to social and environmental regeneration? Willy Legrand, Clare Hindley, and Akupe Matthew-Bolofinde

Introduction A hotel building’s main function is to protect the inhabitants from the elements including the sun, rain and snow, wind and temperature changes. In addition, a hotel building should provide (1) a healthy and comfortable space for travellers, (2) an efficient working environment for hotel employees and (3) a profitable investment to owners and investors (Legrand et al., 2022). Typically in use 24/7/365, hotels are prone to constant wear and tear, necessitating periodic renovation, refurbishments and upgrades (Stipanuk, 2015). Due to their considerable environmental footprint during the development, construction, operation and renovation stages (see Figure 26.1), both industry professionals and academic researchers have turned their attention to methods, tools and practices that both mitigate negative impacts of hotel buildings and ensure greater adaptation to the Anthropocene.i A hotel building impacts both the local and global surroundings through a number of interconnected human actions and natural processes. The choice of a site for a hotel development followed by the construction phase has an early impact on the local ecosystem, scenery and overall existing infrastructure. The sourcing and manufacturing of construction and design materials results in global impacts along the supply chain all the way to the hotel development site. As shown in Figure 26.1, the procurement of raw materials, the distribution of construction material to be used and building operations and maintenance such as heating, cooling and refurbishment are linked to various

DOI: 10.4324/9781003218425-29

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Raw Materials/ Pre-manufacture

Design/ Construction

Use/Operation

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Output

Output

Output

Output

Energy Carbon Waste Water Material

Energy Carbon Waste Water Material

Energy Carbon Waste Water Material

Energy Carbon Waste Water Material

Figure 26.1 A building’s life cycle and related impacts Source: Legrand et al., 2022, p. 222

environmental impacts which range from resource depletion and greenhouse gas emissions all the way to biodiversity loss from activities such as mining and deforestation. While hotel buildings also have socio-cultural impacts at destinations (e.g. competition for scarce land, displacement of local populations, privatisation of commons, changes in architectural traditions – see Devine (2017) and Devine & Ojeda (2017) for further examples), this chapter focuses on the mitigation of environmental impacts through alternative approaches to hotel development and design as well as the impacts on those both staying and working in these buildings. This research closely references and complements chapter 6 on Facilities in Legrand et al. (2022). Consequently, this chapter addresses the question of how principles of sustainability can be integrated into the design of hotels with particular focus on the environmental and psychological benefits of nature integration for communities, guests, employees and owners.

Setting the stage A jungle of concrete and the search for the unspoiled Hotel buildings are often designed with specific parameters (e.g. following brand standards), specific desires (e.g. the owner’s wishes) or specific customers (e.g. the needs of business travellers or all-inclusive holidaymakers) in mind. In most cases, however, every square centimetre is taken into consideration since space is often scarce and expensive, particularly in crowded cities. In urban centres, hotel buildings (and indeed any other buildings) made of concrete, steel and glass capture significant heat during hot weather, making it difficult or expensive to cool down and further aggravating the urban heat island effect. Increased summer heatwaves exacerbate the trapped heat in high-density, high-thermal-mass material such as concrete and steel. The increased use of energy-intensive air-cooling equipment is only a short-term band-aid solution aggravating the overall climate situation through the carbon emitted in producing the energy to cool the buildings. Stuck in a downward spiral, ‘the more we use air conditioning, the warmer it gets’ (Buranyi, 2019, para 1). In addition,

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increased sealing of grounds through hotel buildings and asphalt for parking lots works as a physical barrier to natural water flows, which results in added pressure on the stormwater sewer systems with increased risks of flooding. Hotel development also takes place in remote, often relatively unspoiled, nature-based destinations. However, less than 3% of the world’s land remains undisturbed and unspoiled (Plumptre et al., 2021). An estimated 20–50% of the planet’s surface is under minimal influence from human footprint (Riggio et al., 2020) but the bulk of those locations are either extremely cold or very arid. Access infrastructure, procurement of construction material, access to an energy grid, fresh- and wastewater as well as solid waste treatment facilities necessitate additional investments and result in considerable environmental impacts. Whether the urban jungle or the ‘unspoiled’ destination, any hotel development incurs various sets of impacts (see chapter 6: Facilities, Legrand et al., 2022) for detailed categorisation and quantification of impacts).

Restoration as a response to damaged habitats The United Nations Decade of Ecosystem Restoration is a response to the unabated degradation of ecological biodiversity with the stated goal of ‘Preventing, Halting, and Reversing the Degradation of Ecosystems Worldwide’ (UN, 2022, para 1). Biodiversity plays a critical role in the provision of ecosystem services which are the services nature delivers to humans (e.g. the production of fertile soils and pollination for crops, filtering air and water). Quantifying and valuing the ecosystem services for the hotel sector remains difficult, but it is clear that many processes, from the sourcing of construction material (e.g. timber) to provision of supplies (e.g. food and beverage), rely on functioning ecosystems. Restoration occurs after an ecosystem has been damaged or destroyed. Since any development incurs various sets of impacts which then require some form of restoration, this would indicate that any new hotel development must be 1 2 3 4

met with strict impact assessment matched with the highest possible standards (e.g. in construction) supported with a clear conservation and restoration plan led by and to the benefit of local communities.

Leading the way The goals of sustainable hotel design The basic aim of sustainable hotel design is to develop and implement architectural solutions that ensure the prosperity and coexistence of society, the environment and business. This implies a transformation of the current hotel building stock into a safe and low-impact haven for guests and employees to meet and develop meaningful connections, to work, learn, restore and recharge batteries. While there are numerous approaches on how best to operationalise the construction and design of a sustainable hotel (see chapter 6 on Facilities in Legrand et al., 2022), this chapter focuses on one particular method: the integration of nature in hotel design.

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Nature-based solutions and hotels One very important aspect to consider is that nature is not only a capital component available to hotel businesses (such as timber for construction and design features), but nature is also a source of solutions to mitigate and adapt to climate change and protect biodiversity while ensuring human wellbeing. The International Union For Conservation of Nature (IUCN) defines nature-based solutions (NbS) as ‘actions to protect, sustainably manage, and restore natural or modified ecosystems, that address societal challenges effectively and adaptively, simultaneously providing human well-being and biodiversity benefits’ (2016, p. 1). Similarly, the European Commission defines NbS as ‘solutions that are inspired and supported by nature, which are cost-effective, simultaneously provide environmental, social and economic benefits and help build resilience’ (2019, para 3). NbS are therefore activities and interventions that are specifically designed to protect, restore or enhance nature and natural features in landscapes, seascapes and urban ecosystems resulting in shared benefits (Cohen-Shacham et al., 2016; Liu et al., 2021; Seddon et al., 2020). Applications of NbS are multifaceted depending on the desired impact mitigation. Street trees, green roofs, green walls, green spaces are particularly applicable to the urban building sector in general (Dumitru & Wendling, 2021; Winch et al., 2020; World Bank, 2021) (see Figure 26.2). Cities around the globe are tackling urban island heat effects by actively supporting a green cover replacement or green plot ratio for urban construction. The basic idea is for the land taken away through construction of buildings to be replaced with greenery within the construction whether via a green rooftop, green intermediary spaces or green walls (Ong, 2003). Hotel buildings such as the Parkroyal Collection Pickering and the Oasia Hotel Downtown, both in Singapore, are examples of extensive green cover replacement in urban

Figure 26.2 A living façade, Paris, 7th Arrondissement Photo credit: Willy Legrand

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settings. Another example is the BoutiqueHotel Stadthalle in Vienna which offers guests views over a green lavender roof from their room in the middle of the city. In 2022, France mandated green rooftops for all new commercial buildings (the legislation stipulates the partial green rooftop covering or alternatively a rooftop solar panel installation) (European Commission, 2022). Green rooftops play an active role in the conversion to blue-green infrastructureii in urban spaces. There are various techniques for green roofs and green façades which are described more extensively in the World Bank report A Catalogue of Nature-based Solutions for Urban Resilience (World Bank, 2021). Research outcomes on the positive environmental impact of living walls, rooftop gardens and intermediary green landscapes in buildings include: • • • • • • •

reduced summer heat gain and cooling demand (Winch et al., 2020) reduced urban heat island effect (Feitosa & Wilkinson, 2018) improved air quality, increased absorption of pollutants (Charoenkit & Yiemwattana, 2017) improved water management (Prodanovic et al., 2017) reduced noise pollution (Jang et al., 2015) increased thermal comfort (Charoenkit & Yiemwattana, 2016) reduced energy costs (Winch et al., 2020)

There is growing evidence of the benefits of NbS outweighing the cost of implementation (Seddon et al., 2020). As already stated, using NbS reduces a building’s exposure to external factors and therefore increases the lifespan of the building infrastructure, and is naturally not limited to urban settings. Moreover, green rooftops are better protected from solar radiation, air temperature fluctuations and air pollution, with their lifespan almost doubled (Winch et al., 2020; Meulen, 2019). A green roof extends the lifespan of the roof by an average of 23 years compared to a conventional roof (Winch et al., 2020). Hotels can greatly benefit from green walls and green roofing, conserving energy by insulating the building envelope, with data showing that a green wall can reduce the temperature of walls up to 20°C in the summer (Mazzali et al., 2013). This additional insulation translates into reduced heating or cooling demands and decreased energy costs. Research conducted by Winch et al. (2020) for the IGNITION project estimated that the use of living walls translated into a 15% reduction of energy required for cooling and installation of green roofs and a resulting 6.7% of energy saved. In terms of landscaping, low-rise hotel buildings can greatly reduce the summer heat gain and cooling demand by planting deciduous shade trees. Noise pollution is also reduced as NbS are able to reflect and absorb acoustic sound energy (Winch et al., 2020). Additionally, green walls, trees, green spaces adjacent to a property and a green roof all translate into increased value of real estate (Winch et al., 2020). For example, it is estimated that property value is increased by 2.5% and land value by 2% if a green façade is applied, while planting street trees may enhance property value by 4.7% and green spaces near the building by 9.5% (Winch et al., 2020). A recent study concluded that consumers show a greater willingness to pay (WTP) for accessible green roofs (Teotónio et al., 2020). While the research focused on the WTP of tenants on rent value (up to 5% per month of

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the rent value for accessible green rooftops), this is of particular relevance to hotel owners and operators. With a building stock of more than 660,000 hotels worldwide (IbisWorld, 2021) and a steady flow of new properties under construction (Lodging Econometrics, 2022), NbS is an important ally in tackling the many environmental challenges (Seddon et al., 2020). Beyond the mitigation of negative environmental impacts via NbS, nature and natural features inside and outside a building impact inhabitants and surrounding communities. Integrating green spaces in urban areas results in healthier communities inside and outside the building (Winch et al., 2020). One vital ‘visual landscape’ that bridges the link between the inside of the building and outside is the building façade; a ‘climate modifier’ used to sustain a healthy and pleasant environment for people within a building (Clements-Croome, 2004). Green façades are found to positively affect physiological and psychological wellbeing and provide more comfort, relaxation, cheerfulness and vigorous feelings compared to plain building walls (Elsadek et al., 2019).

Biophilia and hotels The ‘innate tendency to focus on life and lifelike processes’ is known as biophilia (Wilson, 1984, p. 1). Amidst the concrete, asphalt and steel of any modern urban sprawling, green spaces such as parks, streets with tree cover and neighbourhood gardens are a welcome refuge for city dwellers. The idea to bring nature into urban planning and design is a recognition that human health and wellbeing are connected to nature (Söderlund, 2015). There are connections between NbS and biophilic design with the most obvious being nature connectedness. While NbS focuses on the capability of nature to reduce disaster risk, build climate resilience and restore biodiversity, for example, the term ‘biophilic design’ describes a set of tactics that incorporate natural elements into the built environment (Kellert et al., 2013). The goal of biophilic design is thus to ‘create good habitat for people as biological beings in the modern built environment that increases people’s physical and mental health, fitness, and wellbeing’ (Kellert, 2016, p. 2). For biophilic design to be effective, it must: (1) include regular and continuous exposure to natural elements; (2) focus on how humans have evolved to adapt to their surroundings; (3) elicit an attachment response to particular ecological or cultural settings; (4) facilitate interaction between people and nature; and (5) foster connection and mutual reinforcement (Kellert, 2016). The theoretical basis behind biophilic design is wide and beyond the scope of this chapter. However, the following represent important work in this area: • • • • •

Prospect and refuge theory (Appleton, 1975) Stress recovery theory (Ulrich, 1981) Savanna hypothesis (Cole, 1986) Place attachment theory (Shumaker & Taylor, 1983) Attention restoration theory (Kaplan & Kaplan, 1989)

The underlying theme of the above-mentioned work is the physical and emotional connection to and particular preferences for natural environments or specific natural

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conditions and features and their effects on health and wellbeing. Importantly, as shown by Zhong et al. (2021) biophilic design is complex and a thorough analysis shows more than the simple addition of vegetation to buildings. Correspondingly, Fernandes Guzzo et al.’s (2022) study on prospective urban hotel employees concluded that not all biophilic design elements are equally evaluated and that more in-depth research is needed. It is often the deprivation of nature that results in negative repercussions known as nature-deficit disorder (Louv, 2011). Nature-deficit disorder has reached a new level of importance in light of the 2020 ‘Great Lockdown’ (St-Esprit McKivigan, 2020). Similarly, the so-called restoration theory of Kaplan (1995) is another approach to explaining why certain types of natural environments are effective in stress reduction and restoration from fatigue. People recover best from the stresses of daily life in environments where their minds are drawn by involuntary interest, which the natural environment supplies in abundance. Evidence shows that people suffering from mental fatigue are soothed by natural elements such as trees, plants, flowers and animals (Terrapin Bright Green, 2012). As populations become increasingly urbanised, well-documented evidence pointing to the beneficial effects of nature on health and wellbeing is apparent across many destinations. Increasingly, today’s hospitality concepts focus on people’s reactions to natural surroundings. Glamping and ecolodges are prime examples of bridging humans’ needs for shelter and desired connection to nature (e.g. see World of Glamping – www. worldofglamping.com – and The Long Run – www.thelongrun.org). Biophilic hotel design is an additional attraction for guests, increasing guest hotel ratings and guest wellbeing with evidence of improved wellness, relaxation and sleep quality (Song et al., 2022). Guests associate hotels with biophilic design features with high quality (Lee, 2019). Biophilic design also resonates with positive guest experiences and a greater likelihood of guests spending time and money in biophilic environments (Lee, 2019). Millennials, for example, are willing to pay considerably more for hotel rooms with natural features (Song et al., 2022, p. 271). The authors stress that biophilic design must be seen as more than simple add-on features but involves incorporating nature in all aspects of design (see also Zhong et al., 2021). The authors show the return on investment environmentally, socially and psychologically, even down to details such as booking behaviour impact through the likelihood of sharing images of biophilic design on social media (Song et al., 2022, p. 271). The use of nature elements in a hotel additionally minimises employee burnout and increases productivity, work engagement satisfaction and employee retention (Nieuwenhuis et al., 2014; Jongsik et al., 2020; Winch et al., 2020).

Biophilic design and hotel applications In terms of interior design, more than 50 attributes in six major biophilic interior design elements have been identified (Andreucci et al., 2021; McGee et al., 2019) which form the biophilic interior design matrix (McGee et al., 2019). Those six elements are (1) natural features such as plants, trees, grass and flowers in design;

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(2) natural shapes and forms such as curves, spirals and arches; (3) natural patterns and processes such as sensory richness, ratios and scales in design; (4) colour and light such as natural light, composition of colours; (5) place-based relationships such as historic or cultural relationship to a place; and (6) human–nature relationship such as creating a refuge-like environment or, for example, designing for exploration and discovery (McGee et al., 2019). 3. Natural features. Plants often play a central role in biophilic design (see Figure 26.3) providing a sense of lushness to a space. Beyond the purely decorative aspect, it is the combination with other elements such as shape, light and colour that makes a calming, relaxing atmosphere.

Figure 26.3 Surrounded with plants Photo credit: Boutiquehotel Stadthalle/Tina Herzl

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Figure 26.4 Wave-like shape, Paris, 17th Arrondissement Photo credit: Willy Legrand

2. Natural shapes. Straight lines are the exceptions in nature where curves, spirals and more fluid forms and shapes are the norm (see Figure 26.4). 3. Natural patterns and processes. Natural environments are very dynamic, changing over time. Buildings can be designed to follow a similar pattern. Rather than a static construction, features may change according to weather or temperature, such as wood façades or sunshades rotating according to the daily rhythm of the sun, or be designed to recreate natural metamorphosis (see Figures 26.5 and 26.6). 4. Colour and light. A strong emphasis on natural daylight and light pools offers multiple benefits such as encouraging employee creativity, inspiration and wellbeing (Cooper & Browning, 2015), helping to build a memorable experience for guests (see Figure 26.7). 5. Place-based relationships. Portraits, pictures and paintings help bridge the historic or cultural relationship to a destination (see Figure 26.8). It is the integration of culture and ecology creating the spirit of a place (McGee et al., 2019).

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Figure 26.5 A metamorphic journey enables the guest to ‘shed their skin’, symbolic of the metaphoric transition from cocoon to butterfly, as they journey over the ravine to Naviva, a Four Seasons Resort in Punta Mita, Mexico Photo credit: Luxury Frontiers

Figure 26.6 The Arrival Pavilion houses the transitional experience from the individual’s ‘everyday life’ to Naviva, a Four Seasons Resort in Punta Mita, Mexico Photo credit: Luxury Frontiers

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Figure 26.7 Integrating natural colours, materials and light Photo credit: Shinta Mani Wild – A Bensley Collection & Elise Hassey

Figure 26.8 Elephant mural in Cambodia at The Elephants Tent by Mac Ernelson Photo credit: Shinta Mani Wild – A Bensley Collection

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Figure 26.9 Looking over sandstone formations and rust-coloured sands at Camp Sarika by Amangiri Photo credit: Aman Resorts

6. Human–nature relationship. One can decide to create a refuge-like environment or design a space for exploration and discovery (see Figure 26.9). The crux is to restore a healthy connection with nature.

Conclusion Crafting a beautiful building or space that people will enjoy is no longer enough. Today’s hotel concepts should focus on people’s reaction to natural surroundings, merging biophilia and the hospitality experience, fostering a regenerative connection to the social and environmental surroundings. Integrating nature-based solutions in hotel design, whether in construction of new properties or transforming existing hotels, can be a vital part of the mitigation of negative environmental impacts while enhancing the physical and psychological wellbeing of communities, guests and employees. The above brief analysis highlights the power of nature as the master architect to foster both human and environmental regeneration. Although this work does not tackle the complex issues of consumer or owner awareness and willingness, it provides compelling evidence that the negative impacts of hotel design can be effectively mitigated in cost-effective ways. The benefits of sustainable hotel design are indisputable and provide a roadmap that can and should become mandatory in the hotel industry.

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Notes i The Anthropocene marks a new geological era whereby ‘[h]uman activity is now global and is the dominant cause of most contemporary environmental change’ (Lewis & Maslin, 2015, p. 171). ii Blue-green infrastructures (BGI) ‘integrate solutions implemented to enhance water management and landscape values for more climate resilient and livable cities’ (Pochodyla et al., 2021, p. 1).

References Andreucci, M.B., Loder, A., McGee, B., Brajković, J., & Brown, M. (2021). Exploring Regenerative Co-benefits of Biophilic Design for People and the Environment. In C. Catalano, M.B. Andreucci, R. Guarino, F. Bretzel, M. Leone & S. Pasta (Eds.), Urban Services to Ecosystems (pp. 391–412), Future City, 17. Springer. 10.1007/978-3-030-7592 9-2_21 Appleton, J. (1975). Landscape evaluation: The theoretical vacuum. Transactions of the Institute of British Geographers, 66, 120–123. 10.2307/621625 Buranyi, S. (2019, August 29). The air conditioning trap: How cold air is heating the world. The Guardian. www.theguardian.com/environment/2019/aug/29/the-airconditioning-trap-how-cold-air-is-heating-the-world Charoenkit, S., & Yiemwattana, S. (2016). Living walls and their contribution to improved thermal comfort and carbon emission reduction: A review. Building and Environment, 105, 82–94. 10.1016/j.buildenv.2016.05.031 Charoenkit, S., & Yiemwattana, S. (2017). Role of specific plant characteristics on thermal and carbon sequestration properties of living walls in tropical climate. Building and Environment, 115, 67–79. 10.1016/j.buildenv.2017.01.017 Clements-Croome, D.J. (2004) Building Environment, Architecture and People. In D.J. Clements-Croome (Ed.), Intelligent Buildings: Design, Management and Operation (pp. 53–100). Thomas Telford. Cohen-Shacham, E., Walters, G., Janzen, C., & Maginnis, S. (Eds.) (2016). Nature-Based Solutions to Address Global Societal Challenges. Gland, Switzerland: International Union for Conservation of Nature. 10.2305/IUCN.CH.2016.13.en Cole, M.M. (1986). The savannas: biogeography and geobotany. Academic Press Cooper, C., & Browning, B. (2015). Human Spaces: The Global Impact of Biophilic Design in the Workplace. Human Spaces. https://greenplantsforgreenbuildings.org/wp-content/ uploads/2015/08/Human-Spaces-Report-Biophilic-Global_Impact_Biophilic_Design.pdf Devine, J.A. (2017). Colonizing space and commodifying place: Tourism’s violent geographies. Journal of Sustainable Tourism, 25(5), 634–650. 10.1080/09669582.2016.1226849 Devine, J.A., & Ojeda, D. (2017). Violence and dispossession in tourism development: A critical geographical approach. Journal of Sustainable Tourism, 25(5), 605–617. 10.1080/ 09669582.2017.1293401 Dumitru, A., & Wendling, L. (Eds.) (2021). Evaluating the Impact of Nature-Based Solutions: A Handbook for Practitioners (1st ed.). Publications Office of the European Union. Elsadek M., Liu B., & Lian Z. (2019). Green faç ades: Their contribution to stress recovery and well-being in high-density cities. Urban Forestry & Urban Greening, 46, 126446. 10.1016/ j.ufug.2019.126446 European Commission (2019). Nature-based solutions. https://research-and-innovation. ec.europa.eu/research-area/environment/nature-based-solutions_en European Commission (2022). France announces rooftops must be covered in plants or solar panels. https://ec.europa.eu/environment/europeangreencapital/france-green-roofs Feitosa, R.C., & Wilkinson, S.J. (2018). Attenuating heat stress through green roof and green wall retrofit. Building and Environment, 140, 11–22. 10.1016/j.buildenv.2018.05.034

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Fernandes Guzzo, R., Suess, C., & Legendre, T.S. (2022). Biophilic design for urban hotels – prospective hospitality employees’ perspectives. International Journal of Contemporary Hospitality Management, 34(8), 2914–2933. 10.1108/IJCHM-10-2021-1322 IbisWorld (2021). Global Hotels & Resorts Industry – Market Research Report. June 13. www. ibisworld.com/global/market-research-reports/global-hotels-resorts-industry IUCN. (2016). WCC-2016-Res-069-EN: Defining Nature-based Solutions. International Union For Conservation of Nature. https://portals.iucn.org/library/sites/library/files/ resrecfiles/WCC_2016_RES_069_EN.pdf Jang, H.S., Kim, H.J., & Jeon, J.Y. (2015). Scale-model method for measuring noise reduction in residential buildings by vegetation. Building and Environment, 86, 81–88. 10.1016/j.buildenv.2014.12.020 Jongsik, Y., Ariza-Montes, A., Hernandez-Perlines, F., Vega-Muñoz, A., & Han, H. (2020). Hotels’ eco-friendly physical environment as nature-based solutions for decreasing burnout and increasing job satisfaction and performance. International Journal of Environmental Research and Public Health, 17(17), 6357; 10.3390/ijerph17176357 Kaplan, S. (1995). The restorative benefits of nature: Toward an integrative framework. Journal of Environmental Psychology, 15(3), 169–182. 10.1016/0272-4944(95)90001-2 Kaplan, R., & Kaplan, S. (1989). The Experience of Nature: A Psychological Perspective. Cambridge University Press. Kellert, S.R. (2016). Biophilic urbanism: The potential to transform. Smart and Sustainable Built Environment, 5(1), 1–7. Kellert, S.R., Heerwagen, J., & Mador, M. (2013). Biophilic Design: The Theory, Science and Practice of Bringing Buildings to Life. Wiley. Lee, H.S. (2019). Effects of biophilic design on consumer responses in the lodging industry. International Journal of Hospitality Management, 83, 141–150. 10.1016/j.ijhm. 2019.05.006 Legrand, W., Chen, J.S., & Laeis, G. (2022). Sustainability in the Hospitality Industry: Principles of Sustainable Operations (4th ed.). Routledge. Lewis, S.L., & Maslin, M.A. (2015). Defining the Anthropocene. Nature, 519, 171–180. 10.1038/nature14258 Liu, H.-Y., Jay, M., & Chen, X. (2021). The role of nature-based solutions for improving environmental quality, health and well-being. Sustainability, 13, 10950. 10.3390/ su131910950 LodgingEconometrics (2022, February 23). At year-end 2021, Global Hotel Construction Pipeline counts essentially even year-over-year. https://lodgingeconometrics.com/atyear-end-2021-global-hotel-construction-pipeline-counts-essentially-even-year-over-year Louv, R. (2011). The Nature Principle: Human Restoration and the End of Nature-Deficit Disorder. Chapel Hill, NC: Algonquin Books of Chapel Hill. McGee, B., Park, N.-K., Portillo, M., Bosch, S., & Swisher, M.E. (2019). DIY biophilia: Development of the biophilic interior design matrix as a design tool. Journal of Interior Design, 44(4), 241–247. 10.1111/joid.12159 Mazzali, U., Peron, F., Romagnoni, P., Pulselli, R.M., & Bastianoni, S. (2013). Experimental investigation on the energy performance of living walls in a temperate climate. Building and Environment, 64, 57–66. 10.1016/j.buildenv.2013.03.005 Meulen, S. (2019). Costs and benefits of green roof types for cities and building owners. Journal of Sustainable Development of Energy, Water and Environment Systems, 7(1), 55–71. 10.13044/j.sdewes.d6.0225 Nieuwenhuis, M., Knight, C., Postmes, T., & Haslam, S.A. (2014). The relative benefits of green versus lean office space: Three field experiments. Journal of Experimental Psychology: Applied, 20(3), 199–214. 10.1037/xap0000024 Ong, B.L. (2003). Green plot ratio: An ecological measure for architecture and urban planning. Landscape and Urban Planning, 63(4), 197–211. 10.1016/S0169-2046(02)00191-3

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Plumptre, A.J., Baisero, D., Belote, R.T., et al. (2021). Where might we find ecologically intact communities? Frontiers in Forests and Global Change, 15 April. 10.3389/ffgc.2021. 626635 Pochodyła, E., Glińska-Lewczuk, K., & Jaszczak, A. (2021). Blue-green infrastructure as a new trend and an effective tool for water management in urban areas. Landscape Online, 92. 10.3097/LO.202192 Prodanovic, V., Hatt, B., McCarthy, D., Zhang, K., & Deletic, A. (2017). Green walls for greywater reuse: Understanding the role of media on pollutant removal. Ecological Engineering, 102, 625–635. 10.1016/j.ecoleng.2017.02.045 Riggio, J., Baillie, J.E.M., Brumby, E.E., et al. (2020). Global human influence maps reveal clear opportunities in conserving Earth’s remaining intact terrestrial ecosystems. Global Change Biology, 5 June. 10.1111/gcb.15109 St-Esprit McKivigan, M. (June 3, 2020). ‘Nature deficit disorder’ is really a thing. The New York Times. www.nytimes.com/2020/06/23/parenting/nature-health-benefits-coronavirusoutdoors.html Seddon, N., Chausson, A., Berry, P., Girardin, C.A.J., Smith, A., & Turner, B. (2020). Understanding the value and limits of nature-based solutions to climate change and other global challenges. Philosophical Transactions B Royal Society Publishing, 375, 20190120. 10.1098/rstb.2019.0120 Shumaker, S.A., & Taylor, R.B. (1983). Toward a Clarification of People-Place Relationships: A Model of Attachment to Place. In N.R. Feimer & E.S. Geller (Eds.), Environmental Psychology: Directions and Perspectives (pp. 219–251). Praeger. Söderlund, J.C. (2015). Biophilic design: A social movement journey. Doctoral dissertation, Curtin University. Escape – Curtin’s institutional repository. Song, C., Ali, F., Cobanoglu, C., Nanu, L., & Lee, S.H.J. (2022). The effect of biophilic design on customer’s subjective well-being in the hotel lobbies. Journal of Hospitality and Tourism Management, 52, 264–274. 10.1016/j.jhtm.2022.07.008 Stipanuk, D. (2015). Hospitality Facilities Management and Design (4th ed.). American Hotel & Lodging Educational Institute. Teotónio, I., Cruz, C.O., Silva, C.M., & Morais, J. (2020). Investing in sustainable built environments: The willingness to pay for green roofs and green walls. Sustainability, 12(8), 3210. 10.3390/su12083210 Terrapin Bright Green. (2012). The economics of biophilia: When designing with nature in mind makes financial sense. www.terrapinbrightgreen.com/reports/the-economicsof-biophilia Ulrich R.S. (1981). Natural versus urban scenes: Some psychophysiological effects. Environment and Behavior, 13, 523–556. 10.1177/0013916581135001 UN. (2022). Preventing, halting, and reversing the degradation of ecosystems worldwide. United Nations Decade on Ecosystem Restoration. www.decadeonrestoration.org Wilson, E.O. (1984). Biophilia. Harvard University Press. Winch, R., Hartley, S., & Lane, J. (2020). Nature-based Solutions to the Climate Emergency: The Benefits to Business and Society. The Ignition Project. www.ukgbc.org/wp-content/ uploads/2020/08/Nature-based-solutions-to-the-climate-emergency.pdf World Bank. (2021). A Catalogue of Nature-based Solutions for Urban Resilience. Washington, DC: World Bank Group Zhong, W., Schröder, T., & Bekkering, J. (2022). Biophilic design in architecture and its contributions to health, well-being, and sustainability: A critical review. Frontiers of Architectural Research, 11(1), 114–141. 10.1016/j.foar.2021.07.006

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27 The Greater Purpose of Hospitality Leading question: How can purposeful hospitality be developed? Henri Kuokkanen and Jeffrey Catrett

Introduction Both customers and society are expecting purpose from the hospitality industry, and corporate social responsibility (CSR) has been proposed as a potential vessel for delivering purpose that targets the stakeholders of a hospitality business (Kuokkanen & Catrett, 2022; Kuokkanen, 2020). Despite the potential that many CSR initiatives possess for this, customers often greet CSR initiatives with a distinct lack of enthusiasm or even scepticism, particularly if they are asked to open their wallets. Subsequently, the for-profit hospitality business has found it difficult to make significant investments in such initiatives. A normative approach to business, where companies strive for the greater good of society without an underlying profit motive, would be laudable. However, the hospitality industry mostly takes an instrumental approach to CSR, where companies expect financial benefits from their investments in good business practice (Theodoulidis et al., 2017). This instrumental approach has not, however, resulted in strong evidence of ‘doing well by doing good’ (Rhou & Singal, 2020), as hoped for by many in the field. To this end, the emerging customer expectation for purpose may offer a novel avenue to excite customers through ethical business practice and earn profit while doing so. Kuokkanen and Catrett (2022) propose that synthesising CSR practices with experience design to create ethically meaningful customer experiences (EMCE) can amount to a new type of CSR that combines the two goals. According to the authors, the experience approach can convert the sacrifice customers would usually have to withstand into an enriching activity, and engaging in this activity will provide the purpose they yearn for through its ethical meaningfulness. The industry also demonstrates signs of transition in this direction, with Accor (2022, para 2) declaring their ambitions to include acting ‘for a meaningful hospitality’ as an example.

DOI: 10.4324/9781003218425-30

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This chapter aims to explore what the purpose of the hospitality industry should be and how such a purpose could be achieved and demonstrated. Naturally, we are unable to provide detailed instructions for this, as the practical actions will largely vary depending on the location and business of the companies wishing to provide purpose. Instead, our chapter first focuses on how the hospitality industry has approached the notion of purpose throughout its history until the current situation where customers, for the first time, clearly express a wish for incorporating it in their experience. Second, we provide an evaluation framework that can act as a benchmarking tool for hospitality businesses that wish to provide concrete evidence in their endeavour to achieve purpose. Consequently, our development also evaluates the meaning and consequences of the EMCE concept proposed by Kuokkanen and Catrett (2022).

The emergence of purpose in hospitality Historical background to hospitality and purpose Since the inception of modern tourism, hospitality has navigated a difficult course between social caring, inherent in the meaning of the word ‘hospitality’, and exploitation for profit as a business concern. Monastic orders maintained hospices along routes of pilgrimage and in high mountain passes to minister to the physical and spiritual needs of travellers, while early innkeepers, on the other hand, were viewed largely as base profiteers. The Grand Tour, which began in the seventeenth century, originally had as its purpose the cultural enlightenment of young English noblemen and served to protect the vestiges of ancient civilisations; by the late nineteenth century, the Grand Tour had branched out into conservationism and even support of living Indigenous cultures through such travellers as Charles Darwin (Adelona, 2017). Hotels and lodging establishments along these routes profited from and facilitated an appreciation for nature and for culture. It may be argued that the conservation movements of the mid-nineteenth century resulted in some of the first hotels truly dedicated to environmental protection and the social good with the development of National Parks and their associated hotels (see e.g. Stronza et al., 2019). Burgeoning populations and the increasing attainability of beautiful destinations (not protected by legislation) after World War II, however, resulted in the development of mass tourism and destructive overbuilding especially along coastlines in such places as Florida, Mexico or around the Caribbean and Mediterranean. Privatisation of beaches for use only by rich foreigners, overfishing, offshoring of wealth generated, water and heat pollution, and destruction of local cultures were just some of the side effects of greedy tourism ventures. Subsequently, some early visionaries began to imagine private hospitality offers that would not detract from and potentially even enhance the natural or social environments. In the mid-1950s, William Holden and associates founded the Mount Kenya Safari Club in a storied mansion, which became both a mecca for the international jet-set and a wildlife sanctuary (The Most Famous, 2022). Laurence Rockefeller’s RockResorts in the Caribbean and throughout the US (some of the resorts actually contributed to creation of National Parks) also launched in the mid-1950s (Greater Yellowstone Resource Guide, n.d.). José Koechlin von Stein’s Inkaterra from the

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mid-1970s in various locations in Peru is another early example of what would evolve into the ecotourism movement of the 1980s and 1990s. While RockResorts has been sold, split up and then reconstituted with different properties, Inkaterra remains committed to its original goals. The ecotourism revolution of the 1980s and 1990s sought to use tourism as an economic lever for the preservation of natural environments as well as local cultures (Stronza et al., 2019). It signified the first organised movement to associate sustainability and social responsibility directly with profitability and the experience offer. Several green labels for hotel design and operation emerged at this time. While ecotourism would become the primary brand of several countries including Costa Rica and Belize, eco-resorts remained mainly niche operations, their development coinciding with the boutique hotel revolution. The only mainstream company to adopt a sustainability platform as a central aspect of its offer was Scandic Hotels, which by 1993 had focused on sustainability as a source of differentiation (Cuenllas, 2014). Although the company continued to maintain an emphasis on sustainability through the Hilton International takeover and subsequent divestiture, it no longer features as the dominant element in the company’s offer to customers. It may be assumed that Scandic’s early sustainability focus appealed strongly to Nordic environmental protection sentiments but may have been a bit ahead of the curve internationally. Most mainstream companies at this time gave a tacit nod to sustainability and responsibility (an option for guests to reject daily laundering of towels, for instance) which only opened them up to accusations of greenwashing (Font & Lynes, 2018). As the boutique era morphed into the lifestyle era, Starwood, the most innovative mainstream company in lifestyle development, created a sustainable/responsible brand as one lifestyle offer to a particular group of customers. This brand, Element, was initially launched in 2006 with a heavy focus on sustainability, but following the Marriott takeover of Starwood, the long-stay aspect of the brand concept seems to have gained greater visibility. Barry Sternlicht has taken his strong interest in sustainability and social responsibility and made it a fundamental part of the offer in his new SH Group, especially with 1 Hotels. Throughout this period, as lifestyle hotels made experience their central offer, and as lifestyle notions began to take root in all aspects of the industry, several companies edged closer to incorporating sustainability, social responsibility and ethical elements into the experiences they offered to their guests. In the late 1980s, Aman Resorts began placing their properties in remote areas with a prominent focus on nature and cultural preservation. For example, Amanyangyun is a project which resulted from the removal of hundreds of threatened camphor trees and ancient dwellings downstream from a planned dam to a new reserve in the Shanghai suburbs (Hotelsmag, 2018). Banyan Tree got its start incorporating conservation into its essential experience when its founders, Ho Kwon Ping and his wife Claire Chiang, purchased a piece of land that had to undergo detoxification and replanting to be feasible for a resort. To this day, the corporate ethos of Banyan Tree is ‘Embracing the Environment, Empowering People’ with an equal focus on sustainability and cultural awareness (MacLaurin & Min, 2015). When Sonu and Eva Shivdasani created Six Senses in 1995, it was with a goal to give people a place where they

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could see how personal wellbeing and the wellbeing of the planet could flow together. This idea has continued within Six Senses after the company’s divestiture and has been expanded by the Shivdasanis in their new brand, Soneva, through their Slow Life Foundation (Legrand et al., 2013). Christine Ong, in her COMO Hotels, was an early proponent of wellbeing and appreciation of time-honoured Indian and Eastern cultural traditions, and incorporated notions of sustainability into her resorts from early on (Shurvell. 2020). Since 2010, almost all major brands have moved in two directions simultaneously. Virtually every major hotel player has given evidence to their customers through their websites and other media of a commitment to sustainability and to social responsibility with plans that are significantly more detailed and deadline-oriented than the early suspect narrow gestures. Marriott, Hilton and Accor, for example, all dedicate multiple pages on their websites to corporate social responsibility and sustainability. At the same time, most mainstream hospitality companies, at least in their luxury and lifestyle properties, have trended towards experience-based offers focusing on uniqueness, authenticity, personalisation and adventurous off-the-beaten-track activities in the vicinity of their properties. Both tendencies reflect the ascendancy of the Millennial customer, who grew up on internet surfing and hundreds of television channels and is no longer satisfied by bland, standardised offers. This generation also no longer sees sustainability and responsibility as a ‘nice to have’ but rather as a ‘need to have’ element of a modern lifestyle. This phenomenon is visible in the ascendancy of lodges as luxury accommodation – particularly in Australia, Africa and the Americas – and high-end camping or glamping during the last decade, as seen through Condé Nast’s Gold Lists, for example. Unsurprisingly, luxury hospitality is leading the way in offering ethically meaningful experiences, actively engaging the customer and going beyond simply staying in a space which is environmentally friendly or which has a decorative connection to local culture. Luxury guests can pay the price necessary for highly personalised side tours and activities limited to a few participants, and luxury establishments have the income stream to facilitate designing these experiences. These developments have opened the door for a new type of responsible action which we will discuss next.

Traditional CSR vs. purpose from a consumer perspective Ethical consumers are defined as individuals who recognise consumption-linked ethical issues and identify and evaluate alternatives before their final consumption choice (Kuokkanen, 2022). Traditional CSR initiatives in the hotel industry, such as reuse of towels and other resource-saving measures, philanthropy toward local communities or procurement of supplies from sustainable providers, aim to appeal to this group of clients. The hope is that their rational process of ethical choice would lead to a judgement that supports not only selection of such businesses but also clients’ willingness to sacrifice or to pay more for those services. Existing studies disagree about whether (ethical) customers are willing to pay more for CSR or ethical business practice. On one hand, particularly green initiatives appear to

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influence choice and increase stated willingness to pay (Kang et al., 2021), and developing a proper strategic approach to CSR options can influence consumer choice in a favourable direction (Kuokkanen & Sun, 2020a). On the other hand, overall improvements in business performance resulting from CSR are hard to quantify, and, subsequently, the existence of the ‘business case for CSR’ has been questioned (Guzzo et al., 2020; Rhou & Singal, 2020). One explanation for the puzzling mismatch between customer surveys that suggest increased willingness to pay for responsibility (e.g. Booking.com 2021; Expedia, 2022) and the lack of clear evidence of improved business performance is social desirability bias. The bias refers to the tendency of survey respondents to report favourable attitudes in surveys that do not match actual behaviour, and this remains unaddressed is most hospitality research (Kuokkanen & Sun, 2020b). However, while the bias can play a role, there is likely a deeper misalignment between what customers expect and what hospitality businesses offer under the CSR banner. To address the situation, Kuokkanen and Catrett (2022) conceptualised a new type of CSR which they dub ethically meaningful customer experiences (EMCE). EMCEs differ significantly from previous CSR types that were built on communicating the result of CSR initiatives or co-creating responsibility with the customer through the expectation of sacrifice. The EMCE concept synthesises responsible initiatives with customer experience design. The resulting experience is one where the usual sacrifice linked with ethical consumption is transformed into a meaningful activity that clients desire to satisfy their search for purpose. Put in the language of economics, providing such an experience can satisfy customers’ latent demand (Kotler, 1973) – demand that customers are not consciously aware of – for meaningful action that has purpose. Kuokkanen and Catrett argue that the demand for responsibility and ethical behaviour expressed by customers in surveys is, in fact, an expression of desire for purpose through meaningful action. Subsequently, previous CSR initiatives have not fulfilled this demand, explaining the lacklustre welcome guests generally give them. As Kuokkanen and Catrett (2022) illustrate, the hospitality industry is already taking steps in the direction of providing EMCEs. Thus far, however, these developments have been limited mainly to selected properties within the luxury segment. To broaden the scope of EMCEs, the next step is to understand the value they can provide for all stakeholders involved, as such evaluation can lead to their implementation in other segments of the industry. We will next proceed to proposing an evaluation framework to achieve this goal.

A framework for evaluating purposeful outcomes The need for the hospitality and tourism industry to address the emerging customer expectation for purpose calls not only for developing the matching EMCEs, but also for evaluating their outcomes to all relevant stakeholders. To analyse such initiatives, we identify four key evaluation aspects that can contribute to comprehensive improvement of the hospitality and tourism ecosystem (Figure 27.1). We propose this evaluation take

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Customer

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Business

Ethically meaningful customer experience (EMCE)

Normative good

Societal contribution

Figure 27.1 Proposed evaluation framework for purposeful hospitality business through creation of EMCEs

place in two phases. The first phase focuses on the immediate effects of an EMCE, or whether the guests feel they have had an EMCE. The second phase links with whether societal purpose for the business has truly emerged. It requires also longitudinal evaluation, as certain aspects must be re-evaluated once the experience has been provided for several years. Together, the two phases can identify whether the EMCE under evaluation has successfully provided holistic purpose through a positive impact on its stakeholders (See Figure 27.1).

Does the initiative trigger emotions and lead to positive customer outcomes? Existing hospitality and tourism research has actively focused on whether CSR increases brand loyalty, willingness to pay or other similar customer responses. However, the domain has not explored ethical experiences and the components that can prompt emotional responses and achieve experiential outcomes. Furthermore, research that has investigated consumer emotions related to ethical consumption has focused on areas where consumer sacrifice is expected. Subsequently, the emotions studied are related either to motivations for a sacrifice or post-sacrifice appraisal. Prayag (2020) categorises emotions in components of cognitive (appraisal), neurophysical, motivational, motor expression and subjective feeling, and measuring all these emotions is crucial when designing experiences. To create EMCEs, it is first necessary to understand which CSR initiatives or initiative attributes create emotional responses and break the attributes down to the subcomponents of an ethical experience (Kuokkanen & Catrett, 2022).

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Yang et al. (2020) demonstrated that aesthetics, even when not directly related to the context, increase consumers’ prosocial tendencies. Therefore, ethically oriented aesthetics could also play a role in triggering EMCEs. The approach of investigating emotions and their outcomes differs significantly from previous product or initiative evaluation-based approaches to ethical consumerism and CSR, as it can draw on advanced techniques of experience research and design thinking (Kuokkanen & Catrett, 2022). Such research can support the value of EMCEs in satisfying customer demand for purpose.

Is the initiative instrumentally good for the business that provides it? As discussed earlier, the instrumental view of CSR is fundamental in the field, Therefore, the impact of EMCEs on customer willingness to pay, brand loyalty, purchase intention and other dependent variables significant from a business perspective is highly relevant. While satisfying latent demand for purpose and providing positive experiences should, logically, lead to such positive outcomes, this needs to be verified. Once demonstrated, the focus should move to whether the overall profitability of the business offering EMCEs benefits from this provision. Some indication that CSR has a positive impact on business performance in hospitality and tourism exists, but the link between the two domains is not straightforward and further research is required (Rhou & Singal, 2020). Earlier work has adopted a fragmented body of theories to explain the relationship between CSR or sustainability and resulting consumer intention or action that improves financial performance, muddying the waters for practical application. The instrumental evaluation of EMCEs can focus on customers’ emotional responses discussed under the previous point. Linking a favourable change in willingness to pay or purchase intention with emotions and the experience attributes that prompt them removes the need for multiple and sometimes overlapping theoretical explanations (Kuokkanen & Catrett, 2022). Subsequently, results linked with CSR should become more straightforward and easier to apply in practice, supporting innovation in this field.

Does the EMCE create trade-offs? Collaboration with stakeholders in CSR is essential for hotels (Kucukusta et al., 2019), but research tends to focus on stakeholders that are directly related to the business and ignores society at large (Farrington et al., 2017). For an EMCE, the evaluation must be extended to all potential stakeholders to understand how they are influenced. While one EMCE can seldom benefit all stakeholders simultaneously, it must not harm any of them for unequivocal societal improvement to emerge. Such trade-offs could jeopardise the claim of the EMCE benefit. For example, a hotel’s focus on nature as the environment its guests enjoy will increase the resources at hand for nature conservation efforts. However, this increase in funds might tempt the local government to reduce spending in nature in the long term, leaving conservation work to rely on business. While the initiative would qualify as an EMCE in

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the short term (positive for nature and local community), longitudinal evaluation could demonstrate that it did not provide a coherent normative outcome for the tourism ecosystem. The third evaluation question is, therefore, intended to confirm that no (responsible) stakeholder is worse off because of an EMCE.

Does the EMCE imply larger societal implications? One risk identified in CSR literature is that businesses become political actors and use CSR to promote their own instrumental goals (Scherer & Palazzo, 2011). While recent societal trends accept a larger role for business as part of society, this must not interfere with democratically elected governments. For EMCEs to contribute to comprehensive societal improvement, they must also avoid problems that could arise from using instrumental CSR to integrate business and society excessively. To provide genuine business purpose, EMCEs require consideration on where to draw the line between the two actors and where to, potentially, create an overlap. With correct application, EMCEs could become a new avenue for reaching prosperous embeddedness. Proper definition of the roles of government and business will alleviate concerns that, once established as a benefactor, a company could convert its position into a bargaining chip and, for example, threaten to withdraw from services that have become essential. Such serious adverse consequences would become evident only in the long term. Subsequently, a set of benchmarks for this new type of business–society cooperation is needed to facilitate evaluation and reassure stakeholders of the positive potential of EMCEs. As a further potential opportunity, Kuokkanen and Kirillova (2021) argued that ethically meaningful experiences could lead to ethical transformation in hotel guests and create a permanent change in consumption habits toward an ethical alternative. Should the industry manage to provide such ethically transformative experiences, its societal potential would strengthen. A permanent transformation toward ethical consumption after a hotel visit would imply that the industry can create concrete change, and it could use this to argue for its societal purpose.

Significance to hospitality, conclusions and next steps Significance to hospitality From its humble origins as a provider of a place to rest for travellers, the hospitality industry has morphed into a significant societal force through its role as a provider and consumer of stakeholder resources. These developments have also exposed the industry to sharp criticism of its practices and the consequences of its operations. While sustainability has played a role of varying importance for years, the awakening of customer desire for purpose sets a new challenge to the industry that it must tackle. The EMCE concept offers a completely new avenue to reaching holistic purpose for the hospitality industry. Its reliance on experience design, already central in the industry, facilitates easier transition from simple hedonistic pleasures to ethically meaningful

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experiences. The key benefit of the concept is, however, the conversion of sacrifice into desirable activity. The more ambitious previous CSR and sustainability initiatives have been, the more they have relied on sacrifice and narrowed their applicability to the industry. Therefore, EMCEs promise completely new potential for the industry. To claim transformation of the hospitality industry without solid evidence would, however, risk exposing the industry to claims of greenwashing. To assist in supporting such an argument, we formulate an evaluation framework that can help the industry in specifying the holistic value of EMCEs. Further development is needed in terms of setting benchmarks for such evaluation, but the evaluation aspects provide the first guidance in the right direction. For an EMCE to truly match its name, the experience must not only provide a sense of purpose to the guest. It must also fulfil the expectations of the larger hospitality ecosystem for business to claim comprehensive societal purpose.

Conclusions The notion of customer experiences incorporating an ethical aspect and the development of the EMCE concept are in their infancy. Nevertheless, such experiences can provide significant value to the hospitality ecosystem and offer the industry a chance to respond to the needs of the guest and society simultaneously. For comprehensive value to emerge, the impact of the experience must reach beyond the guest and the hotel providing it. Therefore, an evaluation of its influence on all the stakeholder groups and the balance between society and business must be incorporated both in the short and the long terms.

Next steps Practitioners appear more advanced in the notion of creating ethically meaningful experiences for customers than academia (Kuokkanen & Catrett, 2022). However, the work is still in its early stages. Practical examples remain scattered, hailing almost entirely from luxury hospitality. Academic research, at the time of writing, remains conceptual, limiting its applicability in practice. Factors defining the experiential aspects that amount to an EMCE and that industry can use to develop purposeful experiences by design must first be studied; after this, benchmarks that guide holistic evaluation of ensuing experiences must be set. Taking these steps will unveil untapped potential for the industry to transform itself to a force for societal good while maintaining its profit motive.

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Recovery, resilience and bouncing back are keywords that are used in discussions surrounding the hospitality industry’s economic prospects. However uncertain the economic future may be, major crises of earth systems remain unabated to date. Bouncing forward, restoration and regeneration are also keywords used in academic and industry circles in search of long-term and effective solutions to deal with the major environmental, social and economic challenges. Resiliency and sustainability share similarities. Most notably, both concepts refer to the response to instabilities over time and the state of a system or an organisation. In addition, there are linkages in industry practices. For example, employee wellbeing contributes to business economic resilience by improving business performance. And vice versa, a sustainable business environment with naturebased features and supportive working conditions fosters employee wellbeing. There are, however, notable differences and potential conflicts between resiliency and sustainability. Sustainability builds on the long-term view with a focus on the outcomes of actions for this and coming generations (e.g. working on the Sustainable Development Goals). Resiliency takes a shorter-term approach and is based on developing and maintaining existing processes rather than focusing on specific goals. One can see the opportunity to bridge the two concepts in developing, implementing and scaling solutions to greater societal challenges. However, the search for a universal remedy to all challenges is futile; the complexity and interconnectedness of sustainability challenges cannot be solved with a magic bullet. The hospitality industry is global by nature but local in practices, actions and impacts. The hospitality sector, despite setbacks during crises, remains an industry driven by growth with the dual challenge of (1) providing resources to support the development while (2) decoupling growth from its negative impacts. Crises, as damaging as they may be, trigger opportunities in product, service and systems innovation. Investing in climate resiliency, biodiversity restoration and regeneration and social development represents a socioeconomic opportunity. From clean energy to carbonneutral buildings, from farm-to-fork strategy and from efficient buildings to employee support and influencing guest behaviour, the hospitality industry has a unique opportunity to be at the core of a just transition, helping to shape a positive societal transformation and leading to a new, sustainable normal, hence bouncing forward. To bounce forward also means that industry movers and shakers must develop an understanding of complex problems, in analysing possible solutions and in selecting and investing in efficient plans, programmes, infrastructure and people. The complexity of the problems also means weighting alternative paths and finding answers to critical questions.

DOI: 10.4324/9781003218425-31

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This book took on the challenge of finding answers to 27 critical questions. While there are many more possible critical questions facing the hospitality sector, contributors to this book have provided a common basis of understanding the major challenges faced by the sector, broken down into specific sections, departments or functions within the hospitality sector. This enables the reader to build a bridge between the questions answered here and possible new questions or challenges – the solution to one problem might unexpectedly also apply to another issue. Our hope is that this book provides insights that increase resilience and supports ongoing sustainability efforts, providing guidance not only in the current situation but also during future challenges the industry faces.

A note on additional reading and resources The world of sustainability is riddled with specialised and often technical jargon. Online glossaries of sustainability terminology are available, but context – rather than definitions – matters to ensure a greater comprehension of complex terms. General knowledge is essential to understanding how businesses function and which levers are linked to which sustainability goals (e.g., the 17 Sustainable Development Goals). Actionable knowledge, however, is key to transform business operations by using the proper levers to meet any sustainability goals. This actionable knowledge helps to make impactful decisions and influences industry practices. Beyond the actionable knowledge presented in each chapter of this book, the editors would like to point out additional relevant industry-driven resources. A nonexhaustive list of industry-related free-of-charge information, courses and guidebooks includes: The Hospitality Net’s World Panel on Sustainability in the Hospitality Industry (www.hospitalitynet.org/panel/36001926.html) is a thought-leadership platform where opinion leaders from the hospitality industry share insights, views, ideas and reactions on issues and events pertinent to the industry. The Sustainability in Hospitality Industry Panel is about exploring ideas, solutions and strategies required by an industry that faces increased environmental and societal challenges. Since sustainability covers a wide range of topics, the panel includes industry professionals, consultants and scientific experts in a multidisciplinary, cross-sectional approach. The aim is to get sustainability anchored, more than ever, in business conversation and decision making. The Sustainable Hospitality Alliance (https://sustainablehospitalityalliance.org) provides free practical programmes, tools, trainings and resources available to everyone. Practical guides are also available for free, providing hands-on and actionable tips and practices to industry professionals on a variety of topics, such as establishing ethical recruitment practices, implementing a net zero methodology or measuring carbon, water or waste production. The One Planet Sustainable Tourism Programme (www.oneplanetnetwork.org/ programmes/sustainable-tourism) provides guidance, tools and resources to support sustainable consumption and production (SDG 12) in tourism and hospitality. Activities and

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information are available on a series of topics, such as a food waste reduction toolkit, plastic elimination initiatives and carbon emissions reduction. The Global Sustainable Tourism Council (www.gstcouncil.org) establishes global standards for sustainable tourism. The GSTC provides comprehensive sustainability criteria for hoteliers and other tourism businesses in several languages and is available free of charge. Other resources, including a glossary of terms, are available on their website. The Long Run (www.thelongrun.org) is a community of properties, travel partners and experts committed to protecting and regenerating ecosystems for the benefit of all. In addition to access to free resources such as reports and white papers, The Long Run and Preferred by Nature (https://preferredbynature.org) offer free online courses. A Strategic Sustainability Planning course is offered to help businesses embed a sustainable mission and vision throughout operations and a Resource Efficiency training is available to support businesses implement effective changes to mitigate impact and provide a return (https:// traininghub.preferredbynature.org/courses/the-long-run-strategic-planning-training). In addition, academic journals offer an excellent, often in-depth look into specific topics, and readers are encouraged to search information in journals such as Journal of Sustainable Tourism. At the time of writing this book, two leading hospitality journals, International Journal of Contemporary Hospitality Management and Journal of Hospitality and Tourism Research, were both getting ready to publish, during 2023, special issues focusing on sustainability and corporate social responsibility, highlighting the increasing importance of the field.

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Index

Accor 66, 78–81, 83–5, 123, 209, 223, 256, 319, 322 Accountability 37, 165, 199, 240 Accreditation 206 (see also Certification) Agriculture 3, 26, 64, 66, 82, 89–93, 99, 289; Sustainable 90–93, 99 Architectural design, see (Buildings) Assets xli, 48–9, 178, 211, 214, 284; Cultural/Heritage xxiii, 119, 247 Audit/Auditing 43, 55, 113, 118, 124, 143, 145 Benchmarking/benchmarks xxiii, 4, 9, 28–9, 79, 84–5, 143, 194, 226, 320, 326–7 Best practices xli, xlii, 54, 143, 145, 158, 163, 198–206, 238–251 Biodiversity/biological diversity i, v, xxv, xxvii, xxxiii, xxxvi, xxxix, 13–20, 47, 63, 89, 91, 118–9, 121, 136–7, 151, 191–2, 194, 213, 227, 230, 257, 288, 304–8, 331; Loss 13–22 Biomimicry 213 Biophilia 308, 314 Biophilic design xlii, 213, 308–10 Buildings xxxix, xlii, 4, 6–8, 19, 26, 50, 101, 118, 211, 215–7, 222, 256, 303–9, 311, 331; and Hotel design 303–18 Capital expenditure 142 Carbon vi, xxviii, xxxiii, xxxvi, xl, 3–4, 6–7, 9, 16, 55–6, 63–6, 73, 97, 116, 118, 119, 124–5, 133–40, 163, 194, 205, 211–3, 221, 226–7, 230–2, 239, 242, 256, 262, 270, 294, 304, 331 (see also Decarbonisation); Embodied 6; Emissions vi, xxviii, xxxiii, xxxvi, 55–6, 63–6, 73, 118, 124–5, 133–40, 163, 194, 226–7, 230, 232, 256, 262, 333; Footprint xl, 4, 66, 73, 97, 116, 119, 134–5, 138–9, 204, 211–3, 230–1, 239, 242, 270, 294; Inventory 227; Neutral/Neutrality 16, 135, 137–9, 211, 331; Offset/offsetting 138–9; Tax/Taxation 221 Carrying capacity 3 Certification i, vi, xv, xx, xxxvii, xl, xli, 101, 118–9, 141–9, 158, 198–206, 225–6,

229, 232, 244, 262; Micro-, see Microcertification: Product vi, xxviii, xxxvii, 141–9 Circularity xli, 153, 157, 213, 242 Climate change i, v, xxiii, xxv, xxvii, xxxiii, xxxvi, xxxix, 3–9, 16, 20, 24, 47–52, 55–8, 63–5, 69, 72–3, 77, 121, 133–4, 137, 164, 187–8, 221, 223, 265, 273, 281, 293, 295, 306 Communication 55, 58, 82–3, 125, 191, 206, 235–8, 249, 251, 255–62 Composting 69, 71, 200–1 Conservation 18, 20, 27, 29, 31, 55, 57, 118–9, 125, 187, 209, 265, 267–8, 270, 289, 305–6, 320–1, 325 Cornell Hotel Sustainability Benchmarking 4 Corporate social responsibility (CSR) 78–9, 122, 163, 176, 255, 258, 265, 319, 322, 333 Crisis 55 Decarbonisation xxv, xlii, 191, 194, 293 Deforestation 16, 20, 63, 136–7, 201, 304 Degradation xx, 63, 89, 91, 108, 188, 209, 305; Ecosystems xxv, 188, 209, 305; Environmental 63, 89 Demeter 204 Depletion 24, 121, 304 Disability 104, 229, 232 Discrimination 41, 43, 111, 231 Diversity, Equity & Inclusion (DE&I) 102, 175, 178, 194, 205, 211 EarthCheck 23–30 Ecosystem services ix, xxxix, 14–20, 201–4, 267–8, 272, 278´9, 282–4, 303, 305, 323, 326–7 Ecosystem ix, xxxix, 14–20, 91, 178, 187–8, 198, 305 Ecotourism 65, 321 Embodied carbon, see Carbon Embodied energy, see Energy Emissions, see Greenhouse Gas Emissions Employees vi, xxv, xxix, xxxiii, xxxvii, xxxviii, xl, 16, 39, 42, 51, 66, 68–70, 72–3, 80, 97, 100, 102, 107–8, 113, 142,

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INDEX

149, 163–8, 173–80, 185, 188, 190, 198, 206, 210, 214, 220, 224–5, 228–33, 240, 255–6, 259, 261, 265, 267, 303–5, 309, 314; and Attracting talent 173–80; Rewarding vi, xxv, xxix, xxxiii, xxxvii, xli, 163–8 Energy xxxvi, 4–7, 20, 27–8, 30, 55–6, 59, 63–6, 70, 73, 80–1, 97–8, 101, 104, 116–9, 121, 123, 125–6, 134–9, 146, 189–91, 194, 202–3, 209, 211, 213, 216, 223, 226–7, 239–40, 249–50, 256–62, 265, 267, 282, 287–8, 294, 296, 304–5, 307, 331; Embodied 6; Renewable 55–6, 134, 138–9, 194, 265, 267 ENERGY STAR 4, 117, 119, 146, 203 Environmental: Degradation 63, 89; Guidelines 41; Impacts xxv, xl, 55, 64, 90, 118, 121, 139, 197, 219, 257, 267, 304–5, 308, 314; Policies 133; Reporting 223, 230, 255 Environmental impact assessment (EIA) 19 Environmental Social and Governance (ESG) 47, 80–1, 85, 163–4, 167, 188, 210–1, 217, 219–28, 232, 235, 244, 256–7 E-mobility vii, xxx, xxxiv, xxxvii, xlii, 293–9 Ethical business 268, 319, 322

Habitat 14–8, 20, 47, 49, 227, 230, 305, 308 Heritage 119, 247 Health and safety vi, xxviii, xxxiii, xl, 54, 81, 106, 111–120 Heating, ventilation and air conditioning (HVAC) 4–5, 7 Hilton 66, 78, 80–1, 85, 224, 256, 258, 296, 298–9, 321–2 Hotel Carbon Measurement Initiative (HCMI) 211 Hotel Sustainability Basics xxv Human rights i, v, xxvii, xxxiii, xxxvi, xxxix, 35–46, 55, 81, 197, 205, 211, 229, 268 Human trafficking 35, 45–6, 205

Facilities, see Buildings Fairtrade 82–3, 117 Fauna 8, 16–7, 101, 213, 269 Flora 8, 16–7, 101, 213 Food: Genetically modified organisms (GMOs) 91; Loss 64, 82; Miles 105, 232; Organic 83; Seasonal 83; Security 65; System 63–4, 88–9; Waste v, xi, xiv, xv, xx, xxv, xxviii, xxxiii, xxxv, xl, 5, 20, 56, 63–73, 80–5, 91, 124, 250, 333 Food miles, see Food Footprint, see Carbon

Leadership in Energy and Environmental (LEED) xxi, 282 Leakages 238 Life Cycle ix, xli, xlii, 6, 18, 148, 157, 160, 178, 197, 212–7, 304; Assessment (LCA) ix, 148 Lighting 4–5, 71, 105, 113, 125, 148, 203, 213, 333

Global South 8 Global Sustainable Tourism Council (GSTC) 333 Global warming 3, 5, 7, 133, 187 Green Globe xxiii, 119, 145, 262, 282 Green Key 119, 145, 225 Green team vi, xxix, xxxiii, xxxvii, xli, 187–196 Greenhouse Gas (GHG) Emissions 3–9, 52, 56, 65, 92, 148, 227; Scope 1, 2 and 3 5–6, 65–6, 134, 227, 231 Greenwash/Greenwashing 199–200, 212, 221, 224, 226, 230, 238, 321, 327 Greywater, see Water Gross Domestic Product (GDP) 15, 17, 111–2

336

Indicators xxiii, 43, 82, 98, 120, 202, 232, 255 InterContinental Hotels Group (IHG) xvi, 66, 145, 222–4, 256–8 Intergovernmental Panel on Climate Change (IPCC) xxxix, 3, 7–8, 24, 187 International Energy Agency 294 International Organization for Standardization (ISO) 201, 232, 255 Kyoto Protocol 134

Marketing i, vii, xxix, xxxiv, xxxvii, xli, 154, 185, 189, 237–52, 255, 259, 297 Marriott International 106, 256–8, 296–7, 321–1 Mass tourism 320 Meliá Hotels International 224, 249 Menu design vi, xxviii, xxxvi, 87–96 Micro-certification 158 Monitoring 28, 43, 50, 81, 88, 216, 225, 232–3, 258–9 Natural capital 15 Nature-based Solutions xlii, 27, 306–7, 314 Net zero v, xxviii, xxxvi, xxxix, 7, 52, 63–74, 122, 139, 256, 293; and Food Waste v, xxviii, xxxvi, 63–74; Emissions xxxix, 7, 52, 256, 293; Methodology 139, 332 Non-governmental organization (NGO) 19, 289

INDEX

Non-renewable resources, see Resources Organic, see Food Pandemic xxxix, xl, xli, 4, 17–8, 38, 47, 51–2, 55–6, 105–6, 112–4, 133, 154, 158, 163–4, 173–4, 206, 209, 233, 265, 277 Paris Agreement xxv, xxxix Performance (see also (Indicators); Economic/Financial 163, 220, 223, 325; Environmental 9, 118, 223; Key Performance Indicators 98, 210, 232; Measuring 43, 134 Planetary boundaries ix, 3, 16, 89, 277–8 Plastic: Single-use xv, xxv, xl, xli, 28, 56, 80, 84, 97, 151–160, 198, 200–1; Zero vi, xxviii, xxxvii, 151–160 Procurement xxviii, xxxiii, xxxvii, xli, 19–20, 36, 45, 65, 68–70, 73, 81–2, 117, 119, 141–9, 155, 192, 197–207, 228, 303, 305, 322 Recycling xli, 18, 26, 31, 72, 154, 156–9, 203, 250–1, 270 Regeneration xxx, xxxvii, 105, 124, 187, 212, 214–6, 277–90, 303–15, 331 Regenerative hospitality vii, xxx, xxxiv, 277–90 Renewable energy, see Energy Renewable resources, see Resources Reporting i, vii, xxix, xxxiv, xxxvii, xli, 23, 37, 39–40, 43, 56, 65–7, 73, 81, 85, 126, 141, 143, 149, 176, 185, 188, 210–1, 216–7, 219–35, 244–6, 255–6, 258; Greenhouse gas emissions 65–7; Triple Bottom Line (TBL) 210–1 Resilience xxvii, 13, 16, 47–58, 91, 188–9, 195, 278, 285, 306–8, 331–2 Resources: Depletion 304; Natural 121, 262, 277, 283; Non-renewable 3–5; Renewable 3 Restoration 18, 137, 305, 308–9, 331 Return on investment (ROI) xli, 177, 209–18, 222, 309 Retrofitting 7, 48 Risk Management v, xxvii, xxxvi, xxxix, 47–58 Scandic Hotels 321 Scarcity i, v, xxvii, xxxiii, xxxvi, xxxix, 23–32; Water i, v, xxvii, xxxiii, xxxvi, xxxix, 23–32 Six Senses 97, 101, 230, 321–2 Small and medium Enterprises (SMEs) xviii, 56, 79–80, 85, 246

Social: Dimension 144; Impacts 26, 79, 112, 147; Justice 151; Unrest 8 Solar 138, 213, 251, 272, 307 Soneva xl, 7, 134–40 Stakeholders xxv, xxxiii, xl, 19, 41–5, 50, 54, 56, 73, 80–1, 84–5, 93, 100, 104, 153, 188, 212, 215, 217, 267, 277–90, 319, 323–6 Subsidies 295, 298 Supply chain v, xxvii, xxxvi, 35–46, 58, 66, 68, 103, 112, 115, 138, 157, 189, 191, 198–9, 205, 217, 228, 231, 266, 303 Sustainable Development Goals (SDGs) xxv, xxxv, xxxvi, xxxviii, 55, 112, 145, 188, 220, 231, 258, 265, 267 Sustainable Hospitality Alliance xxv, xxxix, 5, 35–46, 133, 139, 145, 147, 158, 209, 211, 216, 219, 222, 232 Sustainability: Benchmarking and, see Benchmarking: Corporate Social Responsibility (CSR) and, see Corporate Social Responsibility: Reporting, see (Reporting) Triple Bottom Line (TBL) 210, 212, 214, 216–7 United Nations Decade on Ecosystem Restoration xxv United Nations Environment Programme (UNEP) 4–6, 64, 151, 153, 219 United Nations World Tourism Organization (UNWTO) 4, 25, 112, 133, 219, 267, 294 U.S. Environmental Protection Agency (EPA) 119, 205 U.S. Green Building Council (USGBC) 216 Waste: Composting, see Composting: Food, see Food waste: Plastic, see Plastic: Recycling, see Recycling: Reduction xxxv, 55, 64, 66, 69, 154–6, 160, 260, 333 Waste and Resources Action Programme (WRAP) 64, 66–8 Wastewater 6, 28, 118, 204, 213, 305 Water: Conservation 209; Footprint 66; Greywater 31; Hierarchy 66, 157; Scarcity 23–34; Supply 8, 23–34, 32, 48 Wellbeing vi, xxii, xxviii, xxxiii, xxxv, xxxvi, xl, xlii, 97–110, 141, 166, 194, 197, 200, 209, 211, 231–2, 284, 287–8, 290, 306, 308–9, 311, 314, 322, 331 Wellness vi, xxii, xxviii, xxxiii, xxxv, xxxvi, xl, xlii, 97–110, 113, 158, 209–10, 217, 252, 260, 309

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INDEX

Willingness to pay 8, 307, 323–5 World Travel and Tourism Council (WTTC) xvi, xx, xxv, 17, 38, 66, 106, 118, 153, 157, 188, 266 World Wide Fund For Nature (WWF) 14–5, 66, 152

338

Zero-Emissions, see Greenhouse Gas (GHG) Emissions Zero food waste, see Food waste Zero plastic, see Plastic Zero waste 64, 84, 194, 270