Hotels, The New Community Beacon

Before the aggressive market disruption, the hospitality industry was set to continue to respond to consumer demands with further growth and development. Now, the challenge has changed, presenting an opportunity to stop depleting resources, ensure human well-being and have a net-positive effect on climate change. Slowly but cautiously, lanes of travel are now opening. Standing on the brink, how we move forward is critical. The hospitality industry is inherently resilient, but reactive. Even though mindsets are changing, it may be all too convenient for hoteliers and guests to slip back to old practices – complacent with small well-meaning small adjustments with the aim to demonstrate a commitment to improving the planet’s conditions. Moving away from the outdated single use property model, an urban hotel has an opportunity to evolve into a purpose driven and resilient beacon of the community through purpose driven governance and circular implementation.

Circular and regenerative – thriving economies

Where and how does real committed change begin? It starts with a legacy vision that is driven by good intention. Alignment of purpose and owner will, creates governance, a code of conduct for the adherence of stakeholders. Foremost, the hospitality industry must align sustainable business goals with financing, challenging conflicts of long-term return versus short term yield.1 The transition to sustainable practices will require changes in financial goals and investment, for hotel operators but especially within the real estate asset business. It starts by deliberate shifting, transitioning and an adaptation of a circular economy and business model – a long term commitment that does not happen overnight. It focuses on reshaping a business and economic systems so that waste is ‘designed out’. It is shown that companies that have a circular business model not only out-perform linear models but have great brand recognition and significantly higher loyalty. 3 Employee re-engagement by creating context2 around a regenerative purpose can be personally aligned and something to be proud to work towards. Additionally, it can transform the hotelier’s relationship with guests and the local community.

Micro-community and social value of travel

As the fabric of social society becomes more fragmented, could hospitable built environments become the new anchor acting as a micro-community? Places of worship, learning, shopping and gathering are the traditional anchors of a community, however, hospitality environments can play a critical role in bringing a post-pandemic balance and dynamic element to the urban realm. Leading by doing is an opportunity where the industry can redefine customer experiences through education and enlightenment. More and more people seem to be adopting the world view that focuses on “cherishing local relationships and opportunities in lieu of long-distance air travel. Somewhat ironically, the effect is expanding our horizons rather than narrowing them.” 4

Travellers are actively choosing hotels, resorts or destinations which support conservation and planetary betterment, versus consumption and extraction. Guests today want to explore other ways to live, find ways to give back and get involved – to make a difference and get involved.

7 WAYS HOTELIERS CAN HELP TO ADD SOCIAL VALUE TO TRAVEL

1. Rethinking the journey – Enable and support a personalised and sustainable experience which starts when the room/ticket is booked.
2. Social investment – Enable financial support e.g. conservation destinations through leisure travel.
3. Connection with family, people and nature – Enable the experience of nature to build memories and authentic bonds.
4. Community & Cohesion – Enable the authentic and genuine experience of the local lifestyle for a renewed sense of meaning, understanding and coping. Support local businesses.
5. Inspiration through engagement – Enable a long-term commitment to a cause, or even property ownership / investment.
6. Enriching “alternative” experiences – Enable guest exposure to new things, out of their comfort zone and expands their mind.
7. Responsible domestic exploration – Enable and engage with the domestic tourist market, discovering the country where you live is exciting and culturally expansive.

A beloved building is a sustainable one

If a building or place is beloved there’s an invaluable attachment. It has created an emotional DNA, a love from the people and community it serves, becoming something to protect and sustain. Hotels and restaurants have been rather slow in adopting regenerative practices when it comes to either new construction or updating the built environment. Planned construction projects (whether new-build or renovation) require sustainable decision making in development, planning and ownership models and an alignment with a greater purpose. Opportunities are everywhere. It’s about finding the existing qualities, enhancing them and refurbishing instead of tearing down and buying new.

In terms of building systems, the current trend is heading towards technology that coexists with nature, meaning the solution may not always be the most “high tech”, but the most beneficial with the least resource extraction. There is value found in going “back to basics”, enabling interaction with nature and learning from it. The seamless integration of technology creates a platform to support the interconnection: nature, people, efficiency. Hotel management systems can optimise the experience of the human basic needs of sleep, food, shelter and security.

7 WAYS HOTELIERS CAN HELP LOWER THE CARBON FOOTPRINT OF THE BUILT ENVIRONMENT AND ADD TO BIODIVERSITY

1. Holistic Tech and Green Tech – Balance of nature, humanity and efficiency, tech for security and safety – Light consumer touch e.g sensor.
2. Reuse – Embrace a circular approach to interior design by re-using existing furniture.
3. Refurbish – Preserve and recycle building materials where possible.
4. Local, eco-friendly – Purchase locally-sourced materials and furnishings where possible; wood construction is preferred. Consider natural products, e.g. wool insulation, without added chemicals which are harmful to humans and the environment.
5. Outdoor social spaces – Plan year-round exterior zones with plenty of vegetation and comfortable distancing.
6. Green roof/walls/unused basements – Explore the many options for under-utilised areas and spaces. Add to urban biodiversity and even small-scale food production (exterior and interior).
7. Eco-mobility – provide guests with free cards for public transport or bike, scooter rentals or membership discounts for electric car rentals/car sharing.

The industry has a responsibility to create conscious hospitality environments and supportive working methods. Now, there is an opportunity for change as protective environmental policies are enforced and a growing number of travellers demand sustainable travel experiences. Urban hotels have a real opportunity to evolve into resilient community beacons – a guiding light through purpose driven governance and circular implementation.

The text and ideas in this article are extracted in part from the white paper, Transforming Hospitality Environments: Scenarios and approaches for sustainable change, Shereen Daver and Margaret Steiner, January 2021 available here: https://whitearkitekter.com/research-development/transforming-hospitable-environments/.

Specific source list:

1. Rewiring the Economy, CISL Director Dr Jake Reynolds, November 2015. Accessed March 2020 & December 2020
2. https://www.edie.net/news/12/Survey--Circular-economy-businesses-outperform-those-that-take-- make-and-dispose (subscription restricted). Accessed January, 2021.
3. Hood, L. 2020. Flight shaming: how to spread the campaign that made swedes give up flying for goodhttps://theconversation.com/flight-shaming-how-to-spread-the-campaign-that-made-swedes-give-up-flying-for-good-133842 Accessed 4 January 2021
4. Business Sustainability Management Cambridge Internal Module Paper Unit 2, Module 2, Page 3 ©Cambridge University 2020 - Sandy Ogg, Chief Human Resources Officer, Unilever, 2010. Accessed March 2020 & January 2021