SMEs in the tourism sector face major challenges when it comes to implementing circular economy in their services. These difficulties are due to several factors, including lack of capacity, funding, knowledge and understanding of circular principles.
The integration of sustainability into the corporate culture of the MERCURE HOTEL MOA BERLIN brings with it several challenges. Firstly, this integration requires a gradual rethink and action on the part of employees and management. This is not just about implementing sustainable measures, but also about promoting a deep understanding of and commitment to sustainable principles at all levels of the organisation.
Effective integration of sustainability requires the active participation and engagement of both staff and guests. Employees must be trained and empowered to incorporate sustainable practices into their daily operations, while guests should be encouraged to participate in sustainable initiatives during their stay.
One of the main gaps in this process is the time-consuming process of embedding sustainability into the organisation’s DNA. Changing established processes and ingrained habits takes time and patience, and progress can be gradual rather than immediate. This gradual approach is essential to ensure that sustainability becomes an integral part of the company’s identity and operations.
Another major challenge is to keep an eye on profitability while honouring social and environmental commitments. Sustainable practices often require upfront investment and can have an initial impact on profitability. Balancing these financial considerations with the long-term benefits of sustainability requires careful planning and strategic decisions.
Like many others, Dervish (Restaurant and catering) faced significant financial challenges in the midst of the pandemic, which led to a shift in priorities to other important aspects of the business. As Dervish operates with limited resources and a limited number of employees, it is a challenge for the company to dedicate sufficient time and staff to understand and effectively implement the circular economy. The complex nature of circular economy concepts combined with the need for customised strategies exacerbates this difficulty. Shifting to sustainable practices would require upfront investment in technology, infrastructure and staff training – expenses that Dervish would struggle to sustain without external support or funding.
