SUSTAINABILITY - LÉO MAISSEN, CEO OF HOTEL OPERATIONS AT TSCHUGGEN COLLECTION: "WE SEE CLIMATE CHANGE AS ONE OF THE GREATEST CHALLENGES OF OUR TIME" (Switzerland)
Combining luxury hotels with environmental protection is a priority for the Tschuggen Collection, well represented by its CEO of Hotel Operations, Léo Maissen.
SUSTAINABILITY - LÉO MAISSEN, CEO OF HOTEL OPERATIONS AT TSCHUGGEN COLLECTION: "WE SEE CLIMATE CHANGE AS ONE OF THE GREATEST CHALLENGES OF OUR TIME" (Switzerland)
Combining luxury hotels with environmental protection is a priority for the Tschuggen Collection, well represented by its CEO of Hotel Operations, Léo Maissen.
With the renovation of the Valsana Hotel Arosa in 2017, the Tschuggen Collection has established itself as a pioneer in sustainable development in the luxury hotel sector. The four hotels in the collection, all located in Switzerland, make a promise: to combine effective environmental protection with the highest standards of hotel management.
Léo Maissen, currently CEO of Hotel Operations, is fully aware of Tschuggen's corporate social responsibility issues. He managed the Tschuggen Grand Hotel, before taking on the temporary role of General Manager at two of the group's four properties: the Eden Roc Ascona, and the Valsana Hotel & Apartments Arosa, when it reopened after renovation work, while also acting as Director of Development.
It was under his aegis that the Tschuggen collection became totally carbon-neutral, by drastically reducing its own emissions and offsetting the inevitable residual emissions by investing in restoration and conservation projects in Switzerland and Kenya.
Just over a decade after taking the first step towards carbon neutrality, Léo Maissen talks to the Journal des Palaces about the progress made by the Tschuggen Collection and the brand's next steps.
Journal des Palaces: What triggered the sustainable development initiative launched more than ten years ago by the Tschuggen Collection?
Léo Maissen: All our hotels are located in some of the most beautiful, unspoilt natural landscapes in Switzerland, and we have a great appreciation of the nature that surrounds us. This very close relationship with nature gave rise to the need to take care of it.
What was the first step in this process?
First of all, we had to take stock of our situation and think about how we were going to tackle this challenge. This is something that a lot of hoteliers struggle with. It's important to adopt a pragmatic approach. There's nothing wrong with starting with small steps - the first small successes will automatically motivate you to take bigger steps.
What were the key stages in this sustainability process?
We took advantage of the reconstruction of the Valsana hotel to show that the highest standards of hotel management and sustainable development can go hand in hand. Today, the Valsana has a completely CO2-neutral infrastructure, heated and operated entirely without fossil fuels (or any other fuels) thanks to an ice battery based on geothermal energy and heat recovery at 1,800 metres above sea level.
Generally speaking, we consider climate change to be one of the greatest challenges of our time, so our main objective from the outset has been to reduce our own greenhouse gas emissions as much as possible. By the end of 2024, the Tschuggen collection will have already saved 80% of its total fossil fuel consumption, with the aim of being almost completely fossil fuel-free within one to two years.
Since 2019, we have also been financing climate protection projects that go beyond the calculated residual emissions. In doing so, we also take responsibility for those parts of our ecological footprint that cannot yet be reduced. We are also committed to reforestation projects and the promotion of biodiversity.
And, of course, all our hotels have a recognised sustainability certification, which helps us to constantly question our processes in our day-to-day operations and optimise them for sustainable action.
Did you start by rolling out your approach in just one hotel, or was the change made simultaneously across the entire Tschuggen Collection?
The approach has always been very specific to the situation. There are things that can be implemented on all sites simultaneously and that create immediate value. Other issues, such as optimising building infrastructure, are very specific and require completely different approaches depending on the building or location.
What resources were deployed to facilitate this process, both in its genesis and its continuity?
The driving force behind the process was, in fact, our owners, who initiated the various stages with their incredibly in-depth knowledge. Implementation was then mainly entrusted to senior management, supported by a wide range of experts in the various specialist fields.
How did you surround yourself to ensure the success of this process?
Based on our internal strategy, we began by looking for partners who could support us directly in implementing the various sub-areas with their specialist knowledge, experience and, above all, their implementation strength.
How did you organise yourself internally, with how many people dedicated to the project, 100% or in part?
We've divided up implementation mainly between the management team. However, in the long term, we think that an additional 100% in-house post makes a lot of sense.
What have been the main obstacles and difficulties in rolling out CSR within the Group? How have you overcome them?
The biggest challenge was, and still is, communication. Many of the changes in the services we offer only become an added value for the customer through good communication. As the level of awareness of sustainable development and the willingness of customers to commit to it continue to vary considerably, we need to pay the utmost attention to personalised communication.
Another major challenge for us was the fact that possible alternatives to fossil fuels can vary completely depending on the location. For example, the use of lake water pumps is a good solution as long as you have a lake in front of your house, such as the Eden Roc hotel in Ascona, where waste heat from a supermarket is ideal as long as it is available, and the Valsana hotel in Arosa, where finding a suitable solution at an altitude of over 1,800 metres and in a limited space proved to be a real challenge.
What surprised you most about this process?
The fact that the time factor should not be underestimated or, in other words, that developing new solutions requires more effort than if you are lucky enough to be able to implement solutions that have already been tested and approved.
How did you involve your teams in this process, pioneering though it was? Is it easier now?
As we are convinced that real change often comes from answering everyday questions, we have set up our Green Teams, in which we encourage our employees to participate in our ecological progress and to create real added value for themselves too.
Looking back, is there anything you would do differently?
In terms of communication, we would certainly focus more on the major milestones and the corresponding added value for the customer. That's what's most interesting at the end of the day.
What advantages do you see in this policy today, ten years after its introduction?
Now we can tell our customers that we've done our job and that they can enjoy their time with us, knowing that we care about them.
What are the next steps in the development of CSR?
Our most important task is to drive forward many other optimisations, large and small, in our supply chain and to find more partners and suppliers who share our vision and mutual responsibility. We also continue to be involved in the promotion of youth and sport, particularly in relation to our talented young skiers in Graubünden, as well as in the promotion of art with the help of our own cultural meeting place - Casa Epper in Ticino.
What advice would you give to other hoteliers who, like Tschuggen Collection, would like to embark on a process of environmental sustainability?
The biggest problem is that most people don't know where to start. They see big investments and are intimidated by them, they see challenges for which there are no solutions yet and use this as an excuse not to get more involved in the subject, or they simply don't know enough about it and feel overwhelmed.
So I'd say: take the first step: it's always the hardest. Develop your knowledge; you can already make a big difference just by knowing the countless possibilities open to you. Major investments can follow other stages and are often justified from an economic point of view. And never forget that no one expects you to single-handedly save the world. However, each of us can take responsibility for our own actions and, together, we can leave our children a world worth living in.
Asia, a recent University of Birmingham graduate with a degree in Creative Writing and Marketing, was introduced to the world of luxury hospitality through her parents' careers as seasoned journalists. Growing up, she learned the ins and outs of the industry by observing their work and experiences. This unique perspective fueled her passion for writing and her appreciation for upscale accommodations. With her academic background and rich upbringing, Asia is poised to craft vivid narratives that capture the elegance and allure of luxury hospitality.
