The first rule of management: "What is not measured, cannot be managed."
That means we need KPIs, and ideally, lots of them. The more, the better... right?
To KPI or not to KPI assumes that metrics are the lever. But in real estate and hospitality, the real lever is sequencing. We don't have a KPI problem, we have a decision logic problem. KPIs are just the output of upstream workflows. Yet in 2025, asset upgrades still rely on fragmented, manual processes that break long before reliable data is even available. We have seen how KPIs can backfire, especially when short-term metrics or legacy certifications are mistaken for long-term assurance. One of our clients proudly achieved BREEAM Excellent just a few years ago, only to now face an EPC E rating and a multi-million-pound retrofit bill. The upgrades were superficial, the certification held weight at the time, but the building is now non-compliant. KPIs weren't wrong: they were simply disconnected from science-based targets and emerging regulation. At SustainCRE, we are not optimising metrics. We are codifying the system logic that gets buildings upgraded faster, cheaper and with measurable yield. Think of it like a self-driving car. You feed it inputs — destination, weather, traffic — and the system determines the best path, recalibrates in real time, and gets you there more efficiently. The result? Optimised KPIs as a by-product:
If we want KPIs to reflect meaningful progress—not just numbers in a dashboard—we need to start at the top. That means rethinking how we incentivize leadership. Most hotel bonus structures are still tied exclusively to revenue. But what if hitting sustainability KPIs—like reducing waste, engaging local communities, or improving staff well-being—was also rewarded?
Share price and value are correlated to current and expected future profits, which can depend on decisions from governments with short term priorities who legislate for GDP growth as a solution to most of their problems. We should be pushing for a lasting global commitment to change the collective vision of success, and to accept that success shouldn't be measured in purely economic terms.
What do KPIs, certificates, and ESG ratings have in common? They're all tools we use to measure impact and performance. But can one metric, or even one system, capture everything at once? Probably not. As we navigate ESG reporting, the challenge isn't just what to measure, but how much, how specifically, and how meaningfully.
The German travel market is in great shape for the 2025 summer season, with demand for holiday travel bigger than ever. However, under the impact of a weak economy and rising prices, the consequences of climate change are increasingly being ignored. ITB Berlin, the World's Leading Travel Trade Show, puts the latest developments into perspective and focuses on the latest challenges and opportunities in the travel market.
Tracy Wilkins, operations director at BWH Hotels, Great Britain’s largest group of independent hotels, on how UK Sustainability Reporting Standards will impact hoteliers
MOB HOTEL, the visionary hospitality concept founded by Cyril Aouizerate, is reinventing the way we travel and stay through four unique destinations across France. More than just hotels, each MOB location serves as a living space, blending affordability with prices starting from €76, community spirit, and environmental responsibility into a singular experience rooted in local life and global values.
Reflections after fifteen years of driving sustainability in Europe, North Africa and Asia's hospitality sector.
We waste time, money, and momentum repeating mistakes that others have already made, simply because no one talks about them. I truly believe that sharing failures, in any operational capacity isn’t a weakness, it’s a responsibility, and not just the responsibility to speak up, but for leaders to actively create an environment where others feel safe doing the same. This won’t happen in a business where there is a culture of blame. Line managers and directors need to encourage learning opportunities over finger-pointing.
Projeto Biodiversidade and BIOS Cabo Verde, two environmental conservation organisations from Cape Verde, have presented the outcome of the 2024 loggerhead sea turtle nesting season. Both of these organisations receive support from RIU Hotels & Resorts, the hotel chain that operates six establishments in the destination and is involved in biodiversity protection and conservation initiatives as part of its Proudly Committed sustainability strategy. The births took place in the hatcheries set up by these organisations on the islands of Sal and Boa Vista, which help make Cape Verde home to one of the world’s most important nesting populations of this species.
In my experience, most of the independent SME accommodation owners with whom I have worked start on their sustainability journey with positivity and engagement, yet few continue to maintain both over time. The problem seems to lie in the underestimation of the time and commitment required to overhaul the operational processes in every department, a procedure essential to achieving continuous sustainability outcomes over time. Despite making business owners aware that their sustainability journey will require fundamental changes from the outset, it seems they do not fully grasp what this actually means until we move forwards. Then as we do, and awareness sets in, so does what I can only describe as reticence, or is it really fear?
What a great topic, indeed 'failures' are great learning opportunities for the organisation itself as well as others when shared publicly. A mindset of continouus improvement, that is for example inherent to ISO certifications, would enable companies to shift the 'failure' vs 'success' narrative and culture.
Many SME accommodation owners begin their sustainability journey with enthusiasm but often fail to sustain long-term change. A key barrier is underestimating the time and commitment needed to overhaul operational processes across departments.
To make progress on sustainability, I believe we need to build a culture that values curiosity over criticism, encouraging people to explore what works, what doesn’t, and why. That means treating new ideas as experiments, not tests to pass or fail.
UN Tourism has welcomed Vienna as the newest member of the International Network of Sustainable Tourism Observatories (INSTO). With this, Vienna becomes part of a global alliance of 46 destinations dedicated to monitoring tourism’s economic, environmental and social impact at the destination level.
In just two years, RIU Hotels & Resorts has doubled the amount of local products used at its hotels in the Balearic Islands. This figure stood at 5.7% in 2023, before increasing to 7% in 2024 and reaching 10% in 2025. This amount is calculated as a percentage of the hotels’ total spending and represents a significant milestone for the chain, which intends to continue increasing the proportion of local products used in the coming years as part of its Proudly Committed sustainability strategy, supporting the community and reducing the company’s scope 2 carbon emissions.
Accor proudly announces the launch of its white paper, Sustainable Expansion of Greek Tourism, an industry report exploring how sustainability can drive long-term growth and resilience in Greece’s tourism sector. In 2024, Greece welcomed a record-breaking over 35 million international visitors, reaffirming its status as one of the world’s top travel destinations.
BWH Hotels is enabling its 230 independent UK hotels to take control of their carbon footprint with the launch of a new carbon calculator.
The role of sustainability information in business travel is increasingly critical, particularly for hotel groups like Radisson Hotel Group, as corporate clients prioritize sustainability in their procurement processes. A growing requirement for sustainability data in corporate RFPs significantly impacts the competitiveness of hotels. Without rigorous sustainability information, hotels risk losing business from clients who now demand verified and transparent sustainability commitments. However, a crucial question remains: how trustworthy is the data if it lacks independent verification? Until sustainability claims are screened or mandated for verification, their reliability remains questionable.
Despite concern in many areas of society, it is clear that market forces are the most effective levers of change in sustainability.
As companies face increasing pressure to report their GHG emissions, the role of business travel, mainly flights, is coming under great pressure. Business travel contributes significantly to a company's carbon footprint. In my opinion, hotels will be less affected than airlines, but they will need to relearn to focus more on short—and medium-distance travellers.
The growing interest in sustainability and events is shifting competitiveness in a new direction. For those hotels and events venues that have been leading the way for decades by implementing sustainable management practices and measuring the carbon footprint of operations their hard work is paying off.
The role of sustainability information in business travel is increasingly critical, particularly for hotel groups like Radisson Hotel Group, as corporate clients prioritize sustainability in their procurement processes. A growing requirement for sustainability data in corporate RFPs significantly impacts the competitiveness of hotels.
Preserving local communities and fostering meaningful connections are central to the Group. By cultivating strong relationships with local stakeholders, integrating Heartists® and aligning our operations with the unique needs and challenges of each community, we promote more responsible travel practices. This approach encourages our guests to experience a deeper, more authentic connection to the destinations they visit. For our team members, these efforts create opportunities to contribute positively to their own communities, often in partnership with organizations attuned to local needs, giving greater meaning to their daily work.