Collective Responsibility: From Cost Centre to Value Driver

Simon Dornan
Jimmy Garcia Catering

In your experience, how does sustainability impact value in terms of brand trust, reputation, and customer loyalty?

Given a choice between two otherwise similar brands or businesses, I believe that decision makers are more likely to land on the one perceived to be doing more of the “right” things i.e the more sustainable components of what it is they do. In our instance for example, assuring a client that any leftover food from their event will be redistributed to those in need may resonate with the decision maker more than 10 years of expertise or award wins might. We certainly make a point of highlighting our sustainable practices as a key strength, from explaining how it was grown and prepped, to what it’s being served on and what happens to anything left afterwards.

Where have you seen sustainability directly contribute to revenue growth or competitive advantage?

We have certainly been invited into the room as a result of our reputation in sustainability. We have been a part of many events where the organisers were serious about measuring the overall impact of the event and comforted by our being able to measure our own impact as a part. Or, there’s been a sustainability theme present throughout every element of the event and we’ve been seen as particularly suited to be the catering part. It’s early days but we can already see the impact of being B corp certified. I have been present in both a re-tender and a tasting and have witnessed the palpable “relief” of the client when we’ve announced it! Whilst we didn’t go through the B Corp process solely for potential revenue benefit (and it’s too early to confirm that there’s been any) there’s no doubt that a requirement for any formal certification around sustainability is becoming more and more integral to RFP’s.

How does sustainability influence your ability to attract, retain, and motivate talent, and strengthen organisational culture?

I think that we could promote sustainability more in our recruitment but once people are here they soon become aware of just how it permeates every part of the team. We now have a Sustainability working group with a rep from each internal team and it’s quickly become a really enjoyable forum to be a part of. Particularly when people start to appreciate that we’re not just about where the food comes from and that it’s equally how we support the people in our team and the community around us.

What hidden costs are organisations exposed to when sustainability is ignored or delayed?

I think they’re most likely reputational externally and people related internally in our world. If one of our waiting teams were witnessed, say, not segregating rubbish at an event - the faith in us can be seriously compromised and ultimately we might need to consider parting with that staffing agency. Also, if any of the office team thought that decisions were being taken that seemed to take little or no consideration of sustainability I believe that motivation would take a huge dip.

If you had to sum up how sustainability impacts value in one sentence, what would it be?

If you want to be successful you simply can’t afford to not be sustainability considerate.

Sam Regan
Exclusive Collection

How does sustainability create value?

In your experience, how does sustainability impact value in terms of brand trust, reputation, and customer loyalty?

Sustainability shapes both how we operate and how we’re chosen. Meetings and events, from SMEs to FTSE 500 companies, are a significant part of our business, and while our B Corp certification helps identify us as a responsible choice, the market has evolved. Today, clients want aligned values and an exceptional delegate experience. That’s why we use our natural resources to enhance traditional boardroom formats with experiences like tree‑climbing, forest bathing and net‑walking, helping teams connect more meaningfully. Clients expect flawless execution, strong sustainability and DE&I credentials, and measurable positive outcomes from their meetings. Our purpose—creating happiness in amazing places—guides every decision, from how our brand shows up to how our team lives our values: community, teamwork, attention to detail, generosity, challenging the status quo and creating experiences with character. Being sustainable also protects what makes us special: the heritage of our properties, the landscapes around us, and the quality of experience that keeps guests returning year after year. In short, sustainability strengthens our reputation, differentiates our offer, and ensures we create lasting impact—for our clients, our people and our planet.

Where have you seen sustainability directly contribute to revenue growth or competitive advantage?

At South Lodge, 40% of our events come from repeat clients, and our 100% NPS reflects the care we put into sustainability and enhancing each property’s unique assets. To help delegates truly unwind at the hotel, we champion both blue and green health, encouraging use of our lakes, woodland and outdoor spaces. With planners increasingly focused on mental wellbeing, we've studied circadian rhythms and cortisol patterns to design more restorative event programmes. Delegates can experience breathwork, sound healing, forest bathing (Shinrin‑yoku) and wild swimming as part of their day. Our event menus celebrate nature, and through our partnership with Olio, surplus ingredients are shared with the local community.

How does sustainability influence your ability to attract, retain, and motivate talent, and strengthen organisational culture?

We’re committed to developing our people alongside strengthening our B Corp strategy. We prioritise internal promotions and run structured development pathways, including our Graduate Programme and our Food and Beverage and Chefs’ Academies. Our two‑year Chefs’ Academy recently marked its 10th anniversary, with 114 graduates—40% female—and 55 still working with us. We also achieved a 91% NPS, recommending Exclusive Collection as a great place to work. Guided by our Respect Charter, our 850‑strong team stays connected through our employee app, which shares updates on our B Corp journey, training, job opportunities, and on‑site client activity.

What hidden costs are organisations exposed to when sustainability is ignored or delayed?

RFPs, client requests all demand sustainability. It’s no longer a nice to have, it's a need to have. Equally it's a key part of the recruitment process. As a new generation develops into the work place, they want to be part of a brand that is conscientious and considerate to the planet.

If you had to sum up how sustainability impacts value in one sentence, what would it be?

In a competitive market, we stand out by delivering impactful, low-waste, personal events; proving profitability and planet-positive values can coexist. We’re not just hosting events: we’re shaping a better future.

Lee-Anne Caldwell
The emc3 Collective

How does sustainability create value?

In your experience, how does sustainability impact value in terms of brand trust, reputation, and customer loyalty?

For me, sustainability builds value when it’s treated as non-negotiable rather than a marketing layer. Clients, partners and employees can quickly sense whether commitments are genuine or performative. At emc3 Collective, embedding sustainability into how we operate — not just what we say — has strengthened trust because it demonstrates integrity and consistency in decision-making. When organisations show they are prepared to make responsible choices even when it’s harder, it signals long-term thinking and accountability. That creates deeper relationships, differentiates the brand in a crowded market, and builds loyalty rooted in shared values rather than short-term transactions.

Where have you seen sustainability directly contribute to revenue growth or competitive advantage?

Sustainability increasingly plays a tangible role in procurement and commercial success. Our B Corp certification and EcoVadis Gold rating are not just badges; they provide verified proof points that procurement teams actively look for during RFPs and tender processes. These credentials demonstrate governance, transparency, and measurable impact, which reduces perceived risk for clients. In many cases, sustainability maturity becomes a differentiator when competing against agencies offering similar creative or delivery capabilities. It also opens conversations with organisations whose values align with ours, helping us access opportunities and partnerships that might not otherwise exist.

How does sustainability influence your ability to attract, retain, and motivate talent, and strengthen organisational culture?

Sustainability has become a powerful cultural anchor. We increasingly attract people who want their work to have purpose beyond commercial outcomes, and our sustainability commitments give that purpose tangible form. When employees see responsible practices embedded into strategy, operations and decision-making, it creates alignment and pride in the organisation. This alignment strengthens engagement because people feel they are contributing to something meaningful, not just delivering projects. Over time, sustainability becomes part of how decisions are made and how success is defined, shaping behaviours, collaboration, and a culture that values long-term impact alongside performance

What hidden costs are organisations exposed to when sustainability is ignored or delayed?

Ignoring sustainability creates risks that often surface later and at greater cost. We need to future proof and ensure that we will be able to pass the red-face test. Organisations may lose access to procurement frameworks or clients with strict ESG requirements, face reputational damage when expectations shift, or struggle to attract talent who prioritise purpose-led employers. Operationally, delayed action can mean inefficient supply chains, higher future transition costs, and reactive rather than strategic change. Ultimately, postponing sustainability narrows options and reduces resilience in a rapidly evolving market.

If you had to sum up how sustainability impacts value in one sentence, what would it be?

Sustainability stops being a cost the moment it becomes a lens for better decisions — strengthening trust, unlocking opportunity, and building long-term resilience

Rebecca Hurley
BMA House

How does sustainability create value?

In your experience, how does sustainability impact value in terms of brand trust, reputation, and customer loyalty?

We have seen sustainability build trust fastest when it is practical, visible, and easy for clients to understand. For example, our set hot fork buffet menus are designed around seasonal produce and pre-set portions, which helps us reduce overproduction and plate waste while keeping quality consistent. When we share the “why” behind choices like this, and report back on outcomes such as food waste avoided or charities supported, clients feel confident that the claims are real. That credibility strengthens repeat business and referrals.

Where have you seen sustainability directly contribute to revenue growth or competitive advantage?

Sustainability has helped us compete in procurement because many briefs now score environmental performance alongside price and service. Having clear, standardised options such as our set hot fork buffet menus makes it simple to evidence action, from lower food waste to more predictable sourcing. That has supported stronger conversion on enquiries where sustainability is a deciding factor, and it reduces operational volatility because we can plan purchasing more accurately. It also creates a positive talking point that differentiates us in a crowded London venue market.

How does sustainability influence your ability to attract, retain, and motivate talent, and strengthen organisational culture?

It is increasingly part of what people expect from an employer, particularly in hospitality where teams see the day-to-day impacts of waste and energy use. Giving colleagues a clear sustainability purpose, plus the tools to act on it, improves pride and engagement. The BMA has established a ‘corporate social environmental responsibility’ group, which actively encourages staff to be socially and environmentally responsible. We get involved in charitable giving, have focused activities on sustainable practices, recycling and reducing our carbon footprint, and hold health awareness days. This shared story strengthens culture and helps retain motivated people.

What hidden costs are organisations exposed to when sustainability is ignored or delayed?

Ignoring sustainability creates costs that surface later, often at the worst moment. You can lose tenders when requirements tighten, or face last-minute changes that are expensive to implement. Operationally, food and energy waste erode margins, and supply disruption becomes harder to manage without resilient purchasing. There is also reputational risk when stakeholders spot a gap between values and reality, plus people risk when staff disengage or leave for organisations with clearer purpose.

If you had to sum up how sustainability impacts value in one sentence, what would it be?

Sustainability is not a bolt-on cost; it is a way to protect margins, win work, and build a brand and culture that people choose again and again.