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Table of Contents Introduction 3 1. CONTEXT 3 a. Company Selection 3 b. Company Information 4 c. Sustainability Performance 7 2. CRITICAL THINKING 8 a. Critical Analysis 8 External Factors 8 Internal Factors 10 Challenges 11 Public Perception vs. Self-Description 12 Evaluation 12 3. FINDING SOLUTIONS 13 a. Recommendations 13 Opportunities not leveraged 14 Learning from Others 15 Conclusion 16 Reference 18 2

Introduction In a world increasingly attuned to the principles of sustainable living and responsible business practices, the tourism and hospitality sector finds itself at a crossroads (Bridges and Eubank, 2020). Among the notable players in this sector is the Radisson Hotel Group, a global enterprise known for its commitment to blending hospitality with sustainability. With a myriad of properties spread across different geographies, Radisson not only encapsulates a confluence of cultures but also showcases a variety of approaches towards sustainable hospitality. The purpose of this study is to delve deep into the sustainability performance of Radisson Hotel Group, gauging the effectiveness of its existing initiatives, and identifying areas of improvement (Akinboyewa,2020). The exploration will span across analyzing the company’s sustainability report, evaluating its performance against industry benchmarks, and understanding the impact of both internal and external factors on its sustainability journey. Through a critical lens, this study aims to juxtapose Radisson's self-proclaimed sustainability achievements against public and academic evaluations, thereby providing a holistic view of its sustainability credentials (Herráez, 2019). Furthermore, this investigation will strive to furnish actionable recommendations that could propel Radisson Hotel Group further along the path of sustainability excellence. This endeavor not only stands as a testament to Radisson’s efforts towards a sustainable business model but also sets the stage for an engaging discussion on how the tourism and hospitality sector at large can navigate the complex terrain of sustainability. 1. CONTEXT a. Company Selection The selection of Radisson Hotel Group (RHG) as the subject of this sustainability analysis is an engaging choice, reflecting a venture into a sector brimming with both challenges and opportunities in sustainability (Wordoffa,2021). As a renowned player in the global hospitality industry, Radisson's initiatives towards sustainable practices not only play a pivotal role in its own operational footprint but also set a precedent within the industry. Radisson Hotel Group showcases a notable international presence with over 1,160 hotels and more than 204,000 rooms, either in operation or under development. The Group, being part of Jin Jiang International since 2018, now stands as one of the top two largest hotel groups globally 3

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based on the number of rooms and hotels(Radisson Hotel Group, 2023a). The geographical spread of RHG is quite extensive, with the largest share of their properties, 49%, situated in the US, followed by Europe, the Middle East, and Africa with 36%, and the Asia-Pacific region with 15% of hotels. Intriguingly, RHG has been on a rapid growth trajectory in Asia, more than doubling their properties in the region in 2019(DreamTravel onPoints, 2019). Figure 1: Geographical Spread of Radisson Hotel Group Source: (Radisson, 2023) Financially, Radisson exhibited a strong performance in 2019, as per their annual report. The revenue on a like-for-like basis increased by 4.1%, and the EBITDA margin ascended by 5.7 percentage points to 16.5%. Additionally, 10,213 rooms were contracted across 52 hotels, while the EBIT rose by a staggering €41.5 million (130.9%) to €73.2 million during the same period. The Group's growth is not just confined to a regional or financial spectrum but extends to brand expansion as well. The Radisson brand alone saw a significant expansion with 35 new signings, thereby extending the brand's total footprint to 290 hotels. Moreover, Radisson RED grew to encompass 66 hotels worldwide, and the latest conversion-focused brand, Radisson Individuals, swiftly expanded its global presence to 20 properties worldwide(Radisson Hotel Group, 2023b). With a comprehensive blend of seven distinctive hotel brands, over 1,400 hotels in operation or under development globally, and a 5-year operating plan targeting accelerated growth, Radisson Hotel Group ambitiously aims to position itself as one of the top three 'top-of-mind' hotel companies in the world(accenture, 2023).This extensive and dynamic operational framework presents a fertile ground for delving into the sustainability practices and performance of RHG, making it an intriguing subject for this study. 4

b. Company Information Radisson Hotel Group (RHG) is a titan in the hospitality sector with a remarkable global imprint. Its essence is rooted in delivering memorable experiences to guests while remaining cognizant of the environmental and social impacts intrinsic to its operations (Chen et al. 2021). Below unfolds a narrative encapsulating the core facets of RHG, shedding light on its size, geographical outreach, sectoral landscape, and business model, all through the prism of sustainability. Size and Scope : Radisson Hotel Group is a colossal entity in the hotel industry with a portfolio boasting over 1,160 hotels and above 204,000 rooms either operational or under development. The proliferation of its brands across the globe places it among the top two largest hotel groups worldwide, a testimony to its expansive scale and widespread influence. Geographical Footprint : The geographical distribution of Radisson’s properties unveils a captivating narrative. With a substantial 49% of its properties nestled in the US, the group exhibits a strong foothold in the western hemisphere. However, its outreach transcends beyond, with 36% of properties scattered across Europe, the Middle East, and Africa, and a burgeoning presence in the Asia-Pacific region constituting 15% of its hotels. The rapid doubling of properties in Asia in 2019 underscores Radisson's strategic intent to penetrate emerging markets and tap into new customer segments (Nkosana,2022). Sectoral Landscape : Situated in the bustling domain of tourism and hospitality, RHG navigates a sector laden with both opportunities and challenges, especially concerning sustainability (Lucky et al. 2023). The sector’s susceptibility to fluctuations in global travel trends, coupled with its direct interaction with diverse ecosystems, mandates a robust sustainability framework to mitigate environmental footprints and foster community engagement. Business Model : The business model of RHG is a tapestry of brand diversity, operational excellence, and sustainability ethos. With seven distinctive hotel brands, each catering to a unique segment of the market, Radisson has curated a rich brand portfolio addressing varied customer preferences (Kilson,2022). This brand diversity is married to a relentless pursuit of operational excellence aimed at delivering superior guest experiences while ensuring efficiency and sustainability in operations. 5

At the core of Radisson’s business model is its commitment to sustainability, encapsulated in its Responsible Business program. This initiative embodies a triad of core responsibilities: Think Planet, which focuses on minimizing the environmental footprint; Think People, aimed at promoting ethical practices and community engagement; and Think Together, which nurtures a culture of business ethics and compliance. Through this program, RHG strives to integrate sustainability into its daily operations, from energy-saving initiatives to water conservation, waste management, community outreach, and ethical sourcing. Furthermore, Radisson’s strategic growth plan, which envisions accelerated growth over a 5-year horizon, is underpinned by a sustainability blueprint. It underscores the group’s resolve to align its expansionary ambitions with a responsible operational ethos, aiming for a harmonious co- existence with the environment and societies it operates within. The data reflecting its financial stability, brand expansion, and geographical outreach not only underscores the robustness of Radisson’s business model but also sets a robust foundation for evaluating its sustainability performance. The interplay of these facets shapes the sustainability narrative of RHG, providing a nuanced understanding of its endeavors towards responsible business practices. Figure 2: Business Model of Radisson Source: (Radisson, 2023) The unfolding discourse on Radisson Hotel Group’s business model, sectoral landscape, and geographical and operational expanse lays down a fertile ground for a deeper excavation into its 6

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sustainability performance. Through the lens of sustainability, the ensuing analysis will delve into the intricacies of RHG’s initiatives, challenges, and the road ahead, enriching our understanding of sustainability practices in the contemporary hospitality sector. c. Sustainability Performance The Radisson Hotel Group (RHG) demonstrates a commendable stride towards sustainability through its Responsible Business program. Under this umbrella, RHG embarks on a triad of core sustainability missions: Think Planet, Think People, and Think Together. The Think Planet initiative zeroes in on minimizing the environmental footprint, spotlighting energy efficiency, water conservation, and waste management (Akinboyewa,2020). This drive towards eco- friendliness is not only an environmentally conscious move but also resonates with the growing green consumer base. On the other hand, Think People focuses on nurturing ethical practices and fostering community engagement. It’s a bid to create a ripple of positive impact in the societies they operate in, establishing a symbiotic relationship with the local communities. Lastly, the Think Together initiative is about cultivating a culture of business ethics and compliance within the organization, ensuring that the conduct of business aligns with the highest ethical and professional standards (Bilderback, 2023). RHG also extends its sustainability ethos to its supply chain, ensuring ethical sourcing and promoting responsible procurement practices. These sustainability initiatives reflect a holistic approach, encompassing environmental stewardship, social responsibility, and ethical business practices. RHG’s sustainability journey is a testament to its commitment to melding operational excellence with responsible business conduct, setting a noteworthy precedent in the hospitality industry. Through this lens, the ensuing critical analysis will provide a more granular insight into the effectiveness and the broader impact of these sustainability endeavors by RHG. 7

Figure 3: Think Planet, Think Community and Think People Initiative by Radisson Source: (Thomsen, 2029) 2. CRITICAL THINKING a. Critical Analysis External Factors PESTLE Analysis 1. Political Factors : ● Regulatory Practices: Radisson Hotel Group, especially its hospitality sector, navigates through diverse regulations in the various markets it operates. Changes in regulations not only influence market entry but also how companies in the Hotels & Motels sector can operate locally (Yeon et al. 2022). ● Political Stability: The stability in existing markets influences the group's policies based on industry-specific requirements. Political instability, on the other hand, could lead to greater market instability, affecting the company's sustainability initiatives. 2. Economic Factors : ● Economic Downturn: Economic downturns can trigger reduced manufacturing and lead to recession due to excess supply and low demand, affecting the profitability and sustainability initiatives of the company (Jameel and Mor,2021). 8

● Investment: During the COVID-19 pandemic, Radisson Hotel Group continued its transformation plan with a targeted investment of €250 million in assets, revenue management, and IT systems to enhance its sustainability performance among other goals. 3. Social Factors : ● Social efforts in human resource development and training are critical for the sustainability agenda. These efforts enhance the understanding and skills necessary for sustainability initiatives within the organization. Figure 4: Radisson Net Zero by 2050 Source: (Radisson, 2023) 4. Technological Factors : ● Technological advancements and dependency on foreign technical partners could influence Radisson's sustainability performance (Scholtz et al. 2020). Addressing technical issues and minimizing dependency are crucial for the group's sustainability initiatives 4 . 9

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5. Environmental Factors : ● Radisson has set ambitious goals to reduce carbon and water footprints by 30% by 2025. The company is also committed to becoming carbon neutral by 2050, showcasing its dedication towards minimizing environmental impact. ● Environmental favorability in different regions also affects the company's sustainability performance. For instance, Taiwan's environment is favorable for Radisson Hotel's manufacturing, enhancing its sustainability operations. 6. Legal Factors : ● Legal factors such as intellectual property rights and legal contracts play a significant role. Having legal protection for its technology and processes can enhance Radisson's sustainability performance by reducing dependency on external entities (Islam and Wahab,2021). These factors depict a complex interplay of external elements that Radisson Hotel Group must navigate to enhance its sustainability performance. The political, economic, and legal frameworks in the various markets it operates in, alongside technological advancements, social dynamics, and environmental considerations, significantly influence the group's sustainability initiatives and performance. Internal Factors SWOT Analysis 1. Strengths : ● Customer Service Excellence : Radisson's hallmark is its stellar customer service which significantly contributes to its sustainability by fostering customer loyalty and positive brand perception. ● Global Presence : With over 420 hotels spread across more than 75 countries, Radisson has a robust global footprint. This global presence positions the group well to champion and implement sustainability initiatives across diverse geographical locales. 10

● Employee and Customer Goodwill : The goodwill generated among employees and customers is an invaluable asset, serving as a solid foundation for launching and sustaining ethical and eco-friendly practices. 2. Weaknesses : ● Perception of High Cost : The perception of Radisson being expensive could potentially deter a segment of consumers, thereby impacting its market reach and sustainability drive (Jakovele,2023). ● Emerging Market Establishment : Radisson is yet to firmly root itself in emerging economies, a factor that could limit its sustainability impact in these regions. 3. Opportunities : ● Economic Scenario Utilization : The current economic scenario presents a chance for Radisson to attract clientele through special packages, which could include sustainability-centric offers. ● Global Tourism Expansion : The global tourism market's expansion is a ripe opportunity for Radisson to introduce and promote sustainable tourism practices (Zhang et al. 2020). 4. Threats : ● Shift to Lower Star Hotels : A market shift from 4-5 star hotels to lower-rated ones poses a threat to Radisson's market share and could potentially impact its sustainability programs due to reduced revenue. ● Terrorism Impact : Terrorism events affecting tourism have a direct bearing on Radisson's business and consequently its sustainability initiatives. These internal factors, highlighted through the SWOT analysis, play critical roles in shaping Radisson Hotel Group's sustainability trajectory. The strengths provide a sturdy platform to launch and sustain eco-friendly initiatives, while the weaknesses and threats could serve as 11

hurdles. On a brighter note, the opportunities present open doors for Radisson to further its sustainability agenda, aligning its business model with evolving global eco-conscious trends. Challenges The journey towards sustainability for Radisson Hotel Group is laden with conflicting factors. On one hand, there's the inherent challenge of maintaining high standards of luxury and customer experience while on the other, the imperative to reduce environmental impact. For instance, energy-intensive services like 24/7 heating or cooling and high-end laundry services are at odds with energy conservation goals. Moreover, sourcing locally and ethically to reduce carbon footprint could conflict with offering a wide variety of international cuisines and luxurious amenities that guests have come to expect. The cost of implementing sustainable practices could also pose a financial challenge, especially in price-sensitive markets or during economic downturns. Public Perception vs. Self-Description Radisson Hotel Group presents itself as a responsible business player with a strong emphasis on sustainability through its Responsible Business program (Klemi-Stojanov,2020). It prides itself on initiatives aimed at reducing carbon and water footprints. However, external evaluations might highlight gaps or areas of improvement. For instance, while Radisson has set ambitious goals, the pace of progress and the effectiveness of initiatives in achieving stated objectives could be points of discussion. Public perception might also be swayed by isolated incidents or broader industry trends. It's essential for Radisson to maintain a transparent communication channel that not only highlights its achievements but also acknowledges challenges and outlines the roadmap for future sustainability endeavors. Through such transparency, Radisson can align public perception with its self-description, fostering trust and enhancing its sustainability narrative. Evaluation Radisson Hotel Group exhibits a commendable commitment towards sustainability, encapsulated in its Responsible Business program. Its goals to reduce carbon and water footprints by 30% by 2025, and to become carbon neutral by 2050, are ambitious yet crucial in the face of environmental challenges. The Group’s global footprint provides a vast platform to implement and promote sustainable practices across diverse markets. However, the pace of progress towards 12

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stated goals and the actual impact of its initiatives could be further elucidated. The challenge of balancing luxury service with eco-friendly practices remains a pertinent hurdle. Overall, Radisson is on a promising sustainability trajectory, but there's room for enhancing transparency, tracking progress meticulously, and possibly accelerating its sustainability initiatives to meet the urgent environmental demands. Figure 5: Radisson on Carbon Footprint Source: (Radisson, 2023) 3. FINDING SOLUTIONS a. Recommendations 1. Enhanced Transparency and Reporting : To align public perception with its self- description, Radisson should enhance transparency in reporting its sustainability performance. Implementing a robust framework for monitoring, evaluating, and publicly reporting progress towards sustainability goals on a regular basis is essential. This can be augmented by third-party audits to validate the reported data, which can foster trust and credibility among stakeholders. 2. Local Sourcing and Supply Chain Sustainability : Radisson could intensify its efforts in local sourcing to reduce carbon emissions associated with transportation. By developing partnerships with local suppliers and farmers, Radisson can not only 13

minimize its carbon footprint but also contribute to local economic development. Additionally, implementing stringent sustainability standards within its supply chain, ensuring that suppliers adhere to ethical and eco-friendly practices, can further bolster its sustainability performance. 3. Engagement and Education : Engaging employees, guests, and the local community in sustainability initiatives is crucial (Abaeian et al. 2019). Radisson can develop educational programs to raise awareness about sustainability issues and encourage eco- friendly behaviors. Moreover, employees should be empowered and trained to contribute ideas and participate in sustainability initiatives actively. 4. Technological Innovations : Leveraging technology can significantly contribute to energy and water conservation. For instance, implementing smart building systems to optimize energy usage, employing water-saving fixtures, and exploring renewable energy sources like solar and wind energy can drive substantial sustainability gains. Investing in research and development to explore innovative technologies can also play a pivotal role in advancing Radisson's sustainability agenda. 5. Industry Collaboration and Best Practices Sharing : Collaborating with other players in the tourism and hospitality sector can expedite the journey towards sustainability. By participating in industry forums, sharing best practices, and forming partnerships to tackle common sustainability challenges, Radisson can both learn from and contribute to the wider industry’s sustainability efforts. Moreover, it can also consider forming alliances with environmental organizations to enhance its sustainability initiatives. These recommendations are grounded in a thorough evaluation of Radisson's existing sustainability performance and the challenges it faces. By advancing transparency, enhancing local sourcing, engaging stakeholders, leveraging technological innovations, and fostering industry collaboration, Radisson Hotel Group can significantly elevate its sustainability performance. Each of these strategies brings a unique set of benefits that, when pursued collectively, can position Radisson as a trailblazer in sustainability within the tourism and hospitality sector. This not only resonates with the growing eco-conscious consumer base but also aligns with global sustainability goals, ensuring a harmonious co-existence with the environment and societies it operates within. 14

Opportunities not leveraged Radisson Hotel Group has made strides in embracing sustainability, but there are still untapped opportunities that could significantly enhance its sustainability performance. Here are some potential areas for improvement: 1. Waste Management : Although Radisson has implemented measures to reduce waste, there’s room to broaden its waste management strategies. For instance, establishing more comprehensive recycling and composting programs, and exploring partnerships with local recycling facilities can significantly reduce the waste destined for landfills. 2. Water Conservation : Water is a critical resource, especially in regions facing water scarcity. Radisson could leverage more advanced water-saving technologies and practices, such as rainwater harvesting and greywater recycling, to minimize water usage further. 3. Energy Efficiency : There’s potential to expand energy efficiency initiatives, such as employing more energy-efficient appliances and fixtures, optimizing HVAC systems, and exploring on-site renewable energy generation like solar panels and wind turbines. 4. Sustainable Procurement : Radisson could enhance its sustainable procurement practices by setting stringent sustainability criteria for suppliers. This includes sourcing from suppliers who adhere to ethical labor practices, environmental regulations, and who are committed to reducing their carbon footprint. 5. Community Engagement : Engaging more actively with the local communities where it operates can provide a multitude of benefits. This engagement could take the form of supporting local sustainability projects, educational programs, and fostering economic development through local sourcing and hiring. By leveraging these opportunities, Radisson Hotel Group can not only improve its sustainability performance but also demonstrate industry leadership in embracing a holistic approach to sustainability. These measures could significantly contribute to creating a more sustainable and responsible tourism and hospitality sector, aligning with global sustainability ambitions and resonating with increasingly eco-conscious consumers. 15

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Learning from Others Radisson Hotel Group can glean valuable insights by looking at sustainability initiatives undertaken by similar entities within the hospitality sector. Here’s a comparative glimpse: 1. Marriott International : Marriott's ambitious "Serve 360" program aims at reducing water intensity by 15% and carbon intensity by 30% across its global portfolio by 2025. Radisson could mirror such ambitious targets by setting quantifiable and time-bound sustainability goals. 2. Hilton Worldwide : Hilton’s "Travel with Purpose" program is exemplary, committing to cut the company’s environmental footprint in half and double its social impact by 2030. Radisson could learn from Hilton’s approach of balancing environmental and social sustainability. 3. AccorHotels : AccorHotels’ “Planet 21” program demonstrates a strong commitment to sustainable food practices, local sourcing, and waste reduction. Radisson could enhance its food sustainability by adopting similar practices, like reducing food waste and promoting locally sourced, organic, and sustainable food options. 4. InterContinental Hotels Group (IHG) : IHG’s Green Engage system offers a comprehensive online sustainability platform that allows hotels to track, measure, and report their carbon emissions, water, and utility consumption. Implementing a similar system could significantly bolster Radisson’s sustainability tracking and reporting. 5. Best Practices from Other Sectors : Beyond the hospitality sector, companies like Unilever and Patagonia have set benchmarks in sustainability. Their comprehensive sustainability reports, ethical sourcing, and circular economy practices can provide a blueprint for Radisson to enhance its sustainability discourse. By learning from the sustainability endeavors of similar companies and other sectors, Radisson Hotel Group can refine its strategies, adopt proven best practices, and accelerate its journey towards becoming a sustainability leader in the hospitality industry. The comparative analysis not only sheds light on the viable pathways but also underscores the importance of collaborative learning and industry-wide initiatives in driving sustainability forward. 16

Conclusion Radisson Hotel Group has embarked on a noteworthy sustainability journey, underpinned by its Responsible Business program. However, the pathway to enhanced sustainability entails navigating a complex landscape of internal and external factors. By embracing transparency, engaging stakeholders, leveraging technological innovations, and learning from industry peers, Radisson has the potential to significantly elevate its sustainability performance. The recommendations and insights gleaned from the comparative analysis provide a robust framework for Radisson to bolster its sustainability initiatives. Moving forward, it's imperative for Radisson to remain agile, receptive to feedback, and committed to its sustainability agenda. This will not only resonate with the growing eco-conscious consumer base but also align Radisson with global sustainability ambitions, creating a harmonious synergy between business excellence and responsible practices. 17

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Kilson, G.A., 2022. The Use of Digital Media for the Employer Brand Management in Hotels (Doctoral dissertation). Klemi-Stojanov, S., 2020. The Importance of Sustainability in the Hotel Industry. Lucky, A., Sunday, N.J. and Ikenna, U.G., 2023. Heavy Metal Toxicity on Environmental Foods in Nigeria. Journal of Environmental Science, 8(12). Lucky, A., Sunday, N.J. and Ikenna, U.G., 2023. Heavy Metal Toxicity on Environmental Foods in Nigeria. Journal of Environmental Science, 8(12). Nkosana, T., 2022. Adoption of social media for effective marketing by micro-hospitality businesses in KwaZulu-Natal, South Africa (Doctoral dissertation). Radisson (2023) Radisson Hotel Group Slavery and Human Trafficking Statement 2022. Available at: https://media.radissonhotels.net/image/responsible-business--corporate-use- only/miscellaneous/16256-142211-m24116531.pdf (Accessed: 02 November 2023). Radisson (2023) Choice Hotels International to acquire Radisson Hotel Group ..., Radisson Hotels & Resorts. Available at: https://www.radissonhotels.com/en- us/corporate/media/press-releases/choice-hotels-acquires-radisson-hotel-group-americas (Accessed: 02 November 2023). Radisson (2023) Our 5 reasons to do business with US, Radisson Hotel Group. Available at: https://www.radissonhotels.com/en-us/corporate/development-opportunities/business-approach (Accessed: 02 November 2023). Radisson Hotel Group (2023a) Our global presence , Radisson Hotel Group . Available at: https://www.radissonhotels.com/en-us/corporate/about-us/our-presence (Accessed: 02 November 2023). Radisson Hotel Group (2023b) Radisson Hotel Group Presents Business Update and Growth Pla... , Radisson Hotels & Resorts . Available at: https://www.radissonhotels.com/en- us/corporate/media/press-releases/business-update-growth-plan-ihif-2021 (Accessed: 02 November 2023). Scholtz, H., Kieviet, S., McNeill, R., Nienaber, H., Costa, B.J.F., Rodrigues, S.C.S.F., Pacheco, P.M., Fatoki, O. and Oztimurlenk, S., 2020. Journal of Global Business and Technology 19

Thomsen, F.B. (2020) Radisson Hotel Group’s 2018 sustainability achievements, Green Key. Available at: https://www.greenkey.global/stories-news-1/2019/6/18/radisson-hotel-groups-2018- sustainability-achievements (Accessed: 02 November 2023). Wordoffa, A., 2021. Corporate Social Responsibility Practices of Hotel Industry: A case of Selected Hotels in Bishoftu Town, Ethiopia. Yeon, J., Kim, S.J., Song, K. and Kim, J., 2022. Examining the impact of short-term rental regulation on peer-to-peer accommodation performance: a difference-in-differences approach. Current Issues in Tourism, 25(19), pp.3212-3224. Yu, Z., Razzaq, A., Rehman, A., Shah, A., Jameel, K. and Mor, R.S., 2021. Disruption in global supply chain and socio-economic shocks: a lesson from COVID-19 for sustainable production and consumption. Operations Management Research, pp.1-16. Zhang, F., Xiao, Q., Law, R. and Lee, S., 2020. Mergers and acquisitions in the hotel industry: A comprehensive review. International Journal of Hospitality Management, 91, p.102418. 20

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