Ascott puts sustainability at the heart of hospitality

To formalise its sustainability efforts, Ascott launched the Ascott Cares framework in November 2022. The framework focuses on five main pillars: community, alliance, respect, environment and supply chain.

This guides Ascott’s journey towards achieving net-zero emissions from operations and those arising from electricity use by 2050, said Goh. 

Its efforts have made a difference. Energy-saving technologies, such as in-room smart sensors, have cut energy use by up to 24 per cent in some properties. 

At Ascott Orchard Singapore, for instance, an artificial intelligence-powered cooling system helped save around 43,000 kilowatt-hours of electricity annually. Other properties in Japan, the UK and Belgium rely fully on renewable energy.

Overall, from 2019 to 2024, energy consumption and water consumption at Ascott fell by 8.3 per cent and 5.1 per cent, respectively. One-quarter of its managed properties are also certified under the Global Sustainable Tourism Council (GSTC), with the company aiming for full certification across its global portfolio by 2028.

This GSTC framework helps Ascott measure and manage sustainability performance across different markets, ensuring that the company is not only doing the right things, but doing them right, said Goh. 

Social impact

Besides environmental targets, Ascott is also focused on driving social impact and inclusivity across its properties. 

In June 2024, Ascott signed a memorandum of understanding with SG Enable, the focal agency for disability and inclusion in Singapore, to advance disability inclusion in hospitality. 

Under the partnership, Ascott launched its first disability inclusion training in June. The course aims to equip participants with practical skills to interact confidently and respectfully with guests with disabilities. 

Goh said more than 30 industry professionals have participated in the course thus far. 

“Our goal is to integrate inclusive design principles into the way we build and operate, while nurturing a service culture grounded in empathy and awareness,” he added.

“With over a billion people living with disabilities, many of whom require accessible services, this is both a social responsibility and a meaningful opportunity. Through this partnership, we (hope to create) more welcoming stays and (strengthen) capability-building within Ascott and the broader hospitality sector.”

On the community front, 239 Ascott properties across 30 countries – representing over 65 per cent of its portfolio – have been involved in initiatives supporting underprivileged and vulnerable groups. 

This includes raising US$45,000 at a fundraising walk in Vietnam to support Blue Dragon Children’s Foundation, a grassroots charity on a mission to end human trafficking. 

It also partnered with tech company Meituan to support the construction of playgrounds in rural villages in China. In 2024, the two raised over 80,000 yuan (S$14,000) to fund the completion of a 400-square-metre playground. 

Broader shift

Ascott’s initiatives reflect a broader shift in the hospitality industry. 

“Sustainability has become a powerful force reshaping the travel and hospitality landscape – from the way guests choose where to stay, to how owners invest and how we operate,” Goh said. 

“Increasingly, travellers are looking for meaningful, responsible experiences that align with their values, and this shift is prompting the industry to respond with greater accountability and action,” he added. 

The CEO said this is not just a challenge, but an opportunity to lead. 

Over 70 per cent of Ascott’s properties now share their carbon and water footprints online. The company engages guests through various digital initiatives that reward eco-friendly choices with loyalty points. 

“By making sustainability a part of the stay, we build a shared sense of purpose with our guests and partners,” said Goh. 

He expects the biggest drivers of change to continue to be evolving customer expectations, rising regulatory standards and growing investor focus on ESG.

“For hospitality players, the path forward is clear: Sustainability must move from being an add-on to becoming part of the core experience.”

But Goh acknowledged that doing so comes with certain challenges. One such obstacle is balancing upfront investment with long-term value creation.

“Encouragingly, the business case has strengthened; technological advances and regulatory support have shortened payback periods for property enhancements to single-digit years,” said Goh.

Ascott’s global footprint adds further complexity. With operations in more than 230 cities, Goh noted that regulatory maturity and infrastructure readiness vary widely. 

“Our solution is to empower local teams with deep market knowledge to drive progress in line with our global ESG goals,” he said. 

Securing stakeholder alignment is equally critical, Goh added.

This, he said, is why the company established the Ascott Sustainability Leadership Council to drive strategic coherence and champion accountability across the organisation. 

“While there is still a long road ahead, every achievement reflects the dedication and hard work of our teams around the world,” Goh said.

“We will continue to focus on making steady, meaningful progress,” he added.

Goh highlighted that Ascott shares a common aim with its parent company CapitaLand Investment: “To think big, do right and make it last.”

Said the CEO: “Every decision we make today must stand the test of time, so that we can one day look our children in the eye and say with confidence that we helped leave behind a world that is safer, more secure and more sustainable for them.”