Talents

ABSTRACT

This research paper explores the paradigm shift toward sustainability and circularity in Food & Beverage (F&B) operations, especially within the global hospitality industry. As climate change intensifies and consumer expectations evolve, luxury hotels and restaurant chains are rethinking traditional linear food service models. The study examines sustainable sourcing, energy-efficient practices, waste minimization techniques, and zero-waste kitchen models while highlighting global benchmarks and innovations reshaping the industry.

1. Introduction & Rationale Luxury hotels generate substantial volumes of food and organic waste while also commanding strong influence on supply-chain practices and guest expectations.

In recent years, sustainability has moved from marketing rhetoric to operational priority; leading hotel groups and independents are piloting circular food systems that reduce waste, shorten supply chains, and convert residuals into value (compost, biogas, animal feed, or upcycled ingredients). The strategic imperative is threefold: reduce environmental footprint (carbon, methane from landfill), control rising F&B costs, and meet a growing segment of eco-conscious high-net-worth guests who reward authentic sustainability. Evidence from academic reviews and industry pilot programs shows measurable waste reductions and reputational benefits when hotels adopt data-driven circular practices. 

2. Literature Review — Key Themes & Findings 2.1 Circular Practices & the Hospitality Sector Recent sustainability research identifies circularity—replacing linear “make-use-dispose” flows with closed loops—as a high impact pathway for hospitality. Circular practices in hospitality include source reduction (menu engineering, portion control), reuse/upcycling (transforming trimmings into stocks or snacks), recycling/composting, and energy recovery. A systematic review highlights the regenerative aim of these changes and argues that circularity reduces both environmental impact and operating cost when properly integrated.

2.2 Measurement & Technology: The Role of Data Food waste tracking and analytics (AI tagging, weight scales, recipe logging) enable targeted interventions. Case studies using technologies like Winnow show reductions in food waste by significant percentages (example: Four Seasons New Orleans reported ~48% reduction using AI-driven measurement and staff engagement). Such measurement is critical because hotel waste patterns vary across meal type, outlet, and event (banquets vs. à la carte). The Sustainable Hospitality Alliance and operator reports emphasize that kitchens typically waste 5–15% of food purchased, and prep waste alone can be ~20% of total waste — underscoring the scale of low-hanging fruit for interventions.

2.3 Farm-to-Fork / On-Site Production On-site gardens (kitchen gardens, rooftop plots, hydroponics) and partnerships with nearby farms reduce transport emissions, strengthen provenance stories, and improve produce freshness. Luxury operators (e.g., Six Senses, Hilton properties) publish examples where kitchen gardens supply herbs and seasonal vegetables to hotel restaurants, reinforcing guest narratives about locality and quality while lowering procurement risk. Such systems work best when menu design is seasonally adaptive and procurement aligns with culinary planning. 2.4 Case Studies & Sector Initiatives Operator programs (Accor’s Planet 21, Iberostar decarbonization projects) and cross-industry alliances (Sustainable Hospitality Alliance) offer shared learnings: measure first, intervene on the largest waste streams, re-engineer menus and portions, retrain staff, and engage guests. Iberostar and other hotel groups have piloted circular supply chains and city-hotel solutions for residual food valorization (compost or anaerobic digestion partnerships).

3. Conceptual Framework & Research Questions Conceptual framing: adopt a systems view of the hotel F&B value chain—from procurement to plate to post-consumer residuals—where circular interventions can be evaluated across three dimensions: environmental (waste, emissions), economic (costs, revenues, savings), and social (guest perception, staff practices).

Primary research questions: 1. What magnitude of food-waste reduction and cost savings can be achieved in 5-star hotel kitchens by combining measurement technology (AI/weight tracking) with operational redesign (menu engineering, upcycling)? 2. How do farm-to-fork practices (on-site gardens + local procurement) influence carbon footprint, food costs, and guest satisfaction in luxury hotels? 3. What are the operational barriers and enablers (staff time, capital investment, supplier networks) to scaling closed-loop solutions (composting, anaerobic digestion, upcycling) in urban luxury hotels?

4. Methodology (Proposed Research Design) 

4.1 Overall approach A mixed-methods multi-site study across 8–12 5-star properties (diverse geographies: urban and resort, ownership models: chain vs independent) combining quasi-experimental quantitative measures with qualitative interviews and ethnographic kitchen observation.

4.2 Quantitative component • Baseline measurement: implement standardized waste audits (weighing and categorizing waste streams: prep waste, plate waste, spoilage, service loss) for 12 weeks. Use digital tracking (Winnow or equivalent) where possible for continuous monitoring. • Intervention: staggered roll-out of interventions (A: measurement + staff training; B: menu engineering & portion recalibration; C: upcycling recipes + composting/biogas) using stepped-wedge design. • Outcomes: kg food waste per 100 covers; food cost %; RevPASH for outlets; GHG emissions estimated via lifecycle factors; procurement distance / % local sourcing.

4.3 Qualitative component • Semi-structured interviews with Executive Chefs, F&B Directors, Procurement Managers, and sustainability officers to document barriers, enablers, and perceptions. • Guest sentiment analysis via structured surveys and analysis of online reviews to capture changes in perceived authenticity and willingness to pay.

4.4 Economic analysis • Activity-based costing to quantify savings from reduced purchases, disposal cost reduction, and potential revenue from upcycled products (e.g., preserves, stocks sold in shop). • Net Present Value (NPV) and payback period for capital investments (composters, on-site hydroponics, AI systems). 

5. Case Evidence (Selected Examples) 

5.1 Four Seasons New Orleans — AI-driven waste reduction Four Seasons used Winnow’s AI food-waste measurement and achieved >40% reduction in certain waste streams by identifying overproduction and menu items with high plate waste; benefits included cost savings and improved portioning protocols. The case demonstrates how data transparency aligns kitchen behaviour with waste prevention.

5.2 Hilton Bogotá & other Hilton properties — Kitchen gardens Hilton properties in Latin America (e.g., Hilton Bogotá) have developed organic kitchen gardens supplying restaurants with herbs and seasonal produce; these initiatives reduced procurement mileage and supported hyper-local storytelling for guest experiences. Kitchen gardens require O&M plans and culinary flexibility to succeed. 

5.3 Iberostar & city-hotel circular pilots Iberostar’s decarbonization toolkit includes closed-loop pilots for urban hotels to valorize residuals and source locally; their work with the Sustainable Hospitality Alliance shows city hotels can partner with local processors to divert organic waste from landfill and contribute to circular food economies.

6. Findings — Synthesis of Evidence & Practical Insights 1. Measurement is the gateway: Properties that adopted real-time measurement (AI or accurate weighing protocols) identified the largest sources of avoidable waste and delivered the fastest financial returns. Measurement also drives staff ownership of outcomes. 2. Menu & operations redesign matters: Upfront menu engineering (seasonal menus, portion control, cross-use of trimmings) reduces both prep and plate waste. Chefs who are empowered to re-imagine classic recipes around whole-ingredient use unlock both flavor and savings. 3. On-site production has high brand value but mixed ROI: Kitchen gardens excel for herbs and select vegetables; they are powerful storytelling assets and reduce marginal procurement costs, but capital and labor inputs mean scale and crop selection are critical to economic viability. 4. Closed-loop systems need partnerships in urban settings: Composting and anaerobic digestion are often outsourced via local partnerships; city hotels benefit from municipal or third-party processors rather than on-site digesters unless large scale. Iberostar and similar groups show that strategic partnerships enable city hotels to participate in circular systems. 5. Guest perceptions are positive when authenticity is clear: Guests reward visible, authentic sustainability (garden tours, menu provenance notes) but are skeptical of greenwashing; transparency and measurable goals build trust.

7. Recommendations for F&B Managers (Actionable Roadmap) 1. Start with measurement: Implement a 12-week baseline audit using digital tracking tools (or manual weighing if budget limited). Prioritize interventions on the top 20% of waste items that represent ~80% of weight/cost. 2. Menu optimization & staff training: Use audit results to redesign high-waste dishes, recalibrate portions, and train production chefs on whole-ingredient use and cross-utilization of trimmings. 3. Pilot on-site micro-production: Start small (herbs, salad greens, micro-greens) with clear O&M roles and culinary alignment; measure cost per kg produced versus market purchase price. 4. Close the loop via partnerships: Where on-site composting/AD is not feasible, contract with local processors; explore community compost projects or food-waste to energy programs. 5. Communicate transparently: Publish measurable KPIs (waste diverted, % local sourcing) in guest communications and annual sustainability reporting to strengthen authenticity. 

8. Limitations & Areas for Future Research • Heterogeneity: Hotel types, geographic regulations, and guest mixes lead to varied outcomes; multi-country studies are needed to generalize ROI estimates. • Behavioral factors: More experimental studies are required to understand staff and guest behavioral levers (default options, plating, plate waste nudges). • Full lifecycle accounting: Future work should integrate upstream agricultural impacts and Scope 3 emissions from suppliers to provide a full carbon picture. 9. Conclusion Sustainability and circularity in luxury hotel F&B are operationally feasible and increasingly commercially sensible. Measurement, menu design, targeted on-site production, and strategic external partnerships form the backbone of effective programs. When implemented with authenticity and managerial commitment, circular F&B reduces waste and costs while enhancing guest experience and brand value. 

The path from farm-to-fork to zero-waste kitchens is not a single technology but a systems transition that aligns culinary creativity with resource stewardship.

REFERENCES • Cardenas, M. (2024). Circular practices in the hospitality sector regarding food ... ScienceDirect. • Winnow Solutions — Four Seasons New Orleans Case Study (2024). • Sustainable Hospitality Alliance. “3 tips for hotels to reduce food waste in 2025” (Jan 21, 2025). • Iberostar / Sustainable Hospitality Alliance. Decarbonizing Hotel Food Systems (PDF case studies). • Six Senses. “Farm To Fork / kitchen garden” (corporate sustainability pages). • Hilton Stories — “Inside the Hotel Kitchen Gardens” (Hilton Bogotá article, Apr 21, 2025)

Neha Rawat — a woman in Uttarakhand hospitality — is a leader who built her identity not by leaving her roots, but by elevating them.

From the mountains of Devbhoomi she stepped into hotels with the warmth of a host and the vision of a strategist, improving guest experiences, strengthening operations, training teams, enhancing ratings, and building systems that turned service into culture and culture into growth.

Her leadership is gentle yet impactful, grounded in people, driven by process, and defined by the belief that profit grows where people grow.

In an industry often led by men, she stands as proof of what Uttarakhand’s daughters can achieve — leading with grace, growing with strategy, and shaping the future of hospitality with purpose and quiet power. Her journey is still rising, like sunlight over the snow peaks — steady, radiant, unstoppable.

Connect: www.linkedin.com/in/neha-rawatt-05017878

FICSI offers a specialized food allergy awareness course designed to educate food handlers, chefs, and industry professionals on identifying, managing, and preventing food allergen risks. This course provides essential knowledge about common allergens, cross-contamination prevention, accurate labeling, and safe food preparation practices. Through interactive online modules and expert guidance, participants learn how to create safer dining environments for consumers with allergies. By completing the food allergy awareness course, professionals enhance their food safety expertise, ensure compliance with industry regulations, and contribute to building a culture of safety and trust within the food and hospitality sector.

Read more :- https://www.ficsi.in/food-allergen-management-training-course

A passionate hotelier with over eight years of experience in India’s leading luxury hotels and resorts, currently enhancing guest experiences at Ajit Bhawan, Jodhpur.

With a strong foundation built through my journey at The Oberoi Group, Ananda in the Himalayas, Jw Marriott and Suryagarh, I have developed a deep understanding of personalized guest service, attention to detail, and operational excellence.

Presently working as an Executive Housekeeper at Ajit Bhawan, Jodhpur, I focus on blending traditional Indian hospitality with modern guest expectations. My passion lies in creating memorable experiences, developing teams, and continuously redefining service standards that reflect warmth, culture, and care.

The hospitality industry has undergone significant changes over the centuries, with service styles continuously evolving to reflect shifting guest preferences, cultural values, and societal norms. Among these styles, “Gueridon Service” has long been recognized for its elegance, precision, and personalized touch. Interestingly, it shares certain characteristics with India’s humble roadside eateries — both emphasizing the art of live preparation and guest interaction. Gueridon Service: A Regal Legacy Gueridon Service originated in Europe, where it was once a hallmark of fine dining.

This elaborate service style involved chefs or waiters preparing and serving food tableside, often with great flair and theatrical presentation — from flambéing desserts to carving meats in front of guests. It symbolized luxury, sophistication, and exclusivity, catering to aristocrats and the elite. However, in recent years, its popularity has declined. The high operational cost, need for skilled staff, and time-intensive nature of the service have made it less practical in today’s fast-paced dining environments.

Moreover, some critics argue that its roots in an era of class distinction — where servers were treated as subordinates — make it less appealing in a modern world that values equality, humility, and inclusiveness. Indian Roadside Eateries: A Popular Trend among all walks of life Interestingly, Indian roadside eateries share a surprising similarity with Gueridon Service. In these bustling spaces, cooks prepare food right in front of customers, creating a lively and engaging dining experience. The sizzling of a tawa, the aroma of freshly ground spices, and the rhythm of quick cooking evoke a sense of authenticity and warmth that connects directly with diners. 

Though informal, this form of service mirrors the spirit of Gueridon — emphasizing freshness, presentation, and the personal connection between cook and guest. Both styles celebrate the visual and sensory delight of seeing one’s food prepared before their eyes. A Clash of Cultures So, why has Gueridon Service fallen out of favor in modern times? One reason lies in its association with a bygone era, marked by social hierarchies and elitism.

 As one expert observes, “Gueridon Service was practiced when the world was ruled by kings and conquerors, who displayed their power and legacy through such elaborate dining rituals, while the indigenous people served as subordinates or slaves.” This historical context contrasts sharply with today’s hospitality values, where guests and service professionals are seen as equals in creating meaningful experiences. Modern hospitality emphasizes respect, cultural sensitivity, and inclusivity — qualities that make rigidly hierarchical service models feel outdated.

Adapting to Changing Times In contrast, Indian roadside eateries continue to thrive within their cultural framework. Their success lies in simplicity, transparency, and emotional connection. Guests appreciate the authenticity and personal touch that come from watching their food being freshly prepared. This engagement reflects a deep cultural preference for warmth and human interaction — values that remain timeless even as service models evolve.

As the hospitality industry continues to adapt to new expectations, technology, and global influences, the focus must remain on understanding cultural context and guest psychology. Efficiency, personalization, and respect must go hand in hand to create truly memorable guest experiences. Conclusion While Gueridon Service may now be considered a relic of the past, its essence — personalized attention and tableside preparation — continues to inspire modern service philosophies. Its unexpected resemblance to Indian roadside eateries reminds us that hospitality is not confined to luxury but rooted in human connection and care.

By embracing service styles that prioritize empathy, efficiency, and cultural awareness, hospitality professionals can bridge the past and present — creating experiences that resonate with the diverse expectations of today’s global guests.

Educational Background and International Career Mr. Parker holds an MBA in Sales & Marketing from Dr. Babasaheb Ambedkar Marathwada University, Aurangabad (2000–2002).

This strong academic foundation has shaped his strategic mindset, leadership skills, and ability to build high-performing teams, leaving a remarkable footprint throughout his professional journey. With more than 20 years of experience in the hospitality industry, Mr. Parker has held senior leadership positions at renowned international brands, including Furama Resort Danang, The Leela Palaces Hotels & Resorts, and Accor Hotels with key roles at Novotel Danang Premier Han River and Novotel Kolkata Hotel & Residences.

His diverse experience across dynamic markets has equipped him with a global perspective and the agility to adapt to emerging industry trends. Vision with Mövenpick Resort Cam Ranh Speaking about his new role, Mr. Parker shared: “I am truly honored to join the Mövenpick Resort Cam Ranh family – a stunning resort with tremendous potential. I believe that combining international experience with Mövenpick’s signature hospitality will create a strong foundation for us to grow together, delivering memorable guest experiences while strengthening the resort’s position both domestically and internationally.” Connecting the Indian Wedding Market – From the Very First Steps As a native of India, Mr. Parker has deep insight into the country’s wedding market, known for extravagant celebrations that span multiple days, host hundreds of guests, and demand world-class service standards.

Early in his tenure at Mövenpick Resort Cam Ranh, he proposed a special fam trip dedicated to top Indian wedding planners, with the aim of introducing Cam Ranh as an emerging and promising wedding destination in Vietnam. From October 6 to 9, 2025, a fam trip delegation of 42 professionals from 20 leading wedding planning companies in India visited Khanh Hoa to tour and experience various resorts in the region - with Mövenpick Resort Cam Ranh being one of the key highlights of the itinerary. At the resort, the delegation was warmly welcomed with a vibrant traditional lion dance performance in a setting that was both formal and friendly, accompanied by the resort’s executive team and representatives from the Khanh Hoa Department of Tourism. In addition to its ideal location on the pristine Bai Dai Beach, Mövenpick Resort Cam Ranh impressed guests with its luxurious beachfront villas, multi-level swimming pools with water slides, and expansive outdoor spaces - making it a perfect venue for lavish weddings amid a tropical backdrop.

What truly stood out was the specially curated Indian dining experience, meticulously prepared by the resort’s Indian chef. This thoughtful detail not only offered an authentic culinary journey but also reflected the team’s deep understanding of Indian wedding culture - a key factor highly appreciated by the fam trip guests in their search for future international wedding destinations. About Mövenpick Resort Cam Ranh Nestled along the pristine Bai Dai Beach and just 10 minutes from Cam Ranh International Airport, Mövenpick Resort Cam Ranh is the perfect destination for families, couples, and groups. 

The resort offers more than 500 ocean-view rooms and villas, a diverse selection of dining venues, and a wide range of leisure and wellness facilities designed to international standards. With heartfelt service and the signature Swiss hospitality of the Mövenpick brand, the resort has quickly become a top choice for travelers exploring Vietnam’s central coast.