(English) The hospitality industry's path to a sustainable future

Sustainability is no longer an option in the hotel industry: today it is a strategic and business imperative. It is not only about reducing the environmental footprint but also about ensuring people's well-being and long-term profitability.

Brands like Montage International and Radisson demonstrate that it is possible to balance purpose and profit by integrating sustainable practices into the core of their business model.1. The Real Challenges of Hotel Sustainability

Adopting a sustainable approach involves significant challenges:

• High costs and uncertain ROI: implementing sustainable practices requires investment, and sometimes the return is not immediate. Large chains have the responsibility to lead the way and set precedents.
• The risk of greenwashing: when actions are not integrated into a global vision, they are perceived as an empty marketing gesture. Sustainability must encompass the entire structure: employees, operations, and guest experience.
• Lack of resources and clear KPIs: it is still complex to define indicators that tangibly measure the economic and environmental impact of sustainable practices.

2. Sustainability as a Driver of Revenue, Innovation, and Loyalty

Beyond the obstacles, sustainability opens up new business opportunities:

• New demands and more loyal customers: more and more travelers are looking for accommodations aligned with their personal values.
• The Rison case: verified Net Zero hotels
• The Rison Manchester City Center is a pioneer as the first 100% carbon-free hotel.
• It goes further by reducing operational emissions: circular waste management, more plant-based options, sustainable amenities, and responsible corporate travel.
• First hotel brand to achieve "Net Zero" certification audited by third parties, gaining credibility and competitive differentiation.
• Montage International: sustainable luxury
• Guests expect sustainability as part of the luxury experience.
• They offer activities connected to nature: hiking, bird watching, and conservation programs.
• This transforms sustainability into an emotional experience that reinforces guest loyalty.

3. From Revenue to Sustainable Profits: The Role of Revenue Management

Sustainability also translates into operational profitability:

• Revenue managers as agents of change
• Their forecasting directly impacts staff, food, amenities, and energy consumption.
• More accurate forecasting avoids waste and improves efficiency.
• Example: Rison saved over 2 million working hours (equivalent to 64 million euros) thanks to optimized productivity management.
• Efficient resource management
• Montage reuses treated water for landscaping in desert destinations.
• The key is collaboration between revenue and operations to reduce water, energy, and chemical consumption.

4. Food Waste: The Great Opportunity for Impact

One of the biggest challenges (and opportunities) for the sector is food waste management:

• A global problem: food waste is the third largest emitter of greenhouse gases in the world, ahead of aviation.
• Practical and technological solutions:
• Portion control systems and smart storage.
• Machines that convert waste into compost or biogas.
• Apps to redistribute surpluses to consumers and NGOs.
• Example: the Global Revenue Forum achieved a Zero Food Waste event thanks to donations and a biodigester that transformed waste into gas for cooking at a hospital.

Conclusion: A Sustainable Future is a Profitable Future

Hotel sustainability is no longer an extra; it is a competitive advantage and a business necessity. Integrating sustainable criteria into revenue management allows:

• Reducing hidden costs and waste,
• Retaining conscious customers,
• Differentiating the brand in an increasingly demanding market.

The future of hospitality is built on a balance: purpose and profit, sustainability and profitability.

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