Sustainability

COP26 is important, because if we ALL don't finally take action against climate change, things will get tight. But what is even more important is the COP15. Am I too late or did I get the numbers mixed up? No, from October 11 - 15 the COP15 of the Convention on Biological Diversity (the CBD) will take place - and there, unlike with climate change, it is not about the question "how will we live in the future?" but about the question "will we live in the future?"

The hospitality industry has tried hard for long to live in its own bubble, feeling that until recently, the pressure (from customers and other stakeholders) to become genuinely sustainable was not high enough. Times have changed dramatically, alongside the realization that changing mindsets, processes and technologies to drastically reduce negative operational impacts was no longer a question of IF, but of WHEN.

The COP26 website defines its importance in one line: “The world's best last chance to get runaway climate change under control.” The hospitality industry cannot afford not to care about what is discussed and decided in Glasgow.

It is exciting to see first attempts of hospitality procurement moving away from a mere risk-driven CYA approach to more holistic, impact-driven initiatives. Procurement strategies should be aligned with company sustainability strategies.

Buyers of hotel space and land transport services, whether for corporate travel or leisure travel, seeking sustainable suppliers can either conduct massive analysis of the self-made claims of individual suppliers or they can turn to external verification programs of sustainability claims.

Supply chain management allows a hotel to have a much wider impact than through its operations alone, since it links to many other key topics such as waste management, human rights or carbon emissions. Furthermore, hotels can address many of the SDG's through responsible purchasing.

Many businesses continue to consider sustainability as something that is costly and necessary, rather than to get certified, to engage in additional measures on a voluntary basis and to then communicate all of these efforts pro-actively.

How should the industry communicate the added value of sustainability (rather than added cost) that resonates with guests that espouse similar values? There should be no added cost – in 2 decades of working with hotels on environmental sustainability I have never found a hotel that spent more than they saved – even with large capital investment projects as the savings paid for the investment.

Rather than focus on sustainability, communication should center on more fulfilling experiences that guests will enjoy and the higher quality which such measures often mean. This combined with sharing stories of people and communities who are part of it or benefit.

The value of being outdoors has been thrust into the spotlight by the pandemic and is now prized more than ever before. This is a perfect moment for urban hotel owners to leverage this demand by increasing access to, and encouraging use of, green areas.

When I took note of the topic of this new viewpoint, I felt compelled to step out of my office to go immerse myself in nature to ponder on it. As I was walking mindfully along the banks of the nearby swamp on a sunny spring day, surrounded with blossoming fragrant trees and lulled by the birds' warbling, a delightful sense of serenity and bliss took hold of me.

Climate change is about "how do we live in the future?"; biodiversity loss is about "do we live in the future?" So the question "should we act?" does not arise. Hotels in the urban settings should design their facilities to be biodiversity-friendly and take the issue fully into account in procurement.

The UN IPCC states that to avoid climate catastrophe, the world needs to cut its carbon emissions by almost half by 2030 (from the 2018 level) and close to 100% by 2050. That's quite imaginable for new hotels, but much more challenging for existing ones.

Sustainability-driven legislation should not be only falling on the governments, but also be a responsibility for hospitality operators and investors, using the various legal documents they have at their disposal: design standards, lease/management/franchise agreements, operating guidelines.

I see the biggest potential of legislation in bringing down green premiums for hospitality businesses. Especially in the fields of green energy supply and circular economy solutions, those premiums are still very high and likely to discourage investments into a sustainable future.

Let customers review how sustainable a hotel is by having up to 5 green stars (on top of the existing star rating). Booking.com and TripAdvisor and other such platforms could adopt such a feature not just for hotels but other hospitality businesses too (If they do feature other types).

The perception of sustainable business practice is intrinsically linked to the way it is communicated. Acceptable actions and solutions are framed through language choice and messaging approach. The unexpressed concern that “green” is interpreted as cost-cutting and reduced quality must be eliminated.

Presently travelers have a hard time identifying which hotel goes well in line which what the “green guest” is actually looking for. Two problems arise: First, most tourism operators know too little about their impact on the environment and tools for how to measure and reduce it.