2022-2 023

S U S TA I N A B I L I T Y
REPORTI N SEA RCH O F HO SPI TA L I T Y

I N HA RMO N Y W I TH THE N ATURA L WOR LD

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WELCOME01

TA B L E O F C O N T E N T S

3METHODOLOGYPURPOSE, VISION & MISSION

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E M B E D D I N G O U R T R A N S F O R M AT I O N

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P. 1 1A SENSE OF URGENCY

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THE L AUNCH OF A ROADMAP

P. 1 5OUR RESPONSIBILITIESOUR SDG PROGRESS

P. 1 915 OBJECTIVES

P. 2 3I N D I C AT O R S & R O A D M A P
E N V I R O N M E N TA L C O N S E R VAT I O N

P. 3 2S U S TA I N A B L E C U I S I N E

P. 4 6S O C I A L & S O C I E TA L E M P O W E R M E N T

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C A L C U L AT I O N E X P L A N AT I O N

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THE FUTURE IS NOWO U R J O U R N E Y T O WA R D S U S TA I N A B I L I T Y

P. 8 1LOOKING AHEAD

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PA R T I C I PAT I O N

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CREDITSP. 9 5ANY QUESTIONS?

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METHODOLOGY

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METHODOLOGYMETHODOLOGY

Our philosophy is summarized in three ways:

PURPOSE,VISION& MISSIONPURPOSETo inspire travelers to discover the world in themost beautiful way: consciously, responsibly andengaged with local communities.

As outlined in our Articles of Association from 1954,

In 2023, the words ‘good and beautiful’ now take on aand beautiful’ in this world. These three words can beembedding the measurement of sustainability indicators

Our purpose statement defines WHY we exist.
It showcases our core values as an Association of
independent hotels and restaurants with a sharedrenewed vigor as we write the next chapter of our history,

Relais & Châteaux seeks to preserve all that is ‘good

into our values.

interpreted in many ways – no doubt they have beenover the course of the 70 years that Relais & Châteaux
has operated as a not-for-profit organization.

Relais & Châteaux has always been more than a brand.

They took on a particular relevance in 2014, when we

independent hoteliers, restaurateurs and chefs in every

raison d’être.

It represents a profound philosophy that can rally

VISIONcorner of the world to become a powerful movement.

outlined 20 commitments for a better world, throughTo create a better world for future generations
through cuisine and hospitality, two traditions
that have always been part of art de vivre andworld peace.

That has never been more important than today.

cuisine and hospitality, in a pledge at UNESCO.

Our vision statement describes WHAT we hope toachieve as an Association. It inspires us to work
together on a global level towards common goals.

MISSIONTo unite the most exceptional collection of
independent hotels and restaurants, brought tolife by artisans that protect their local culture andpass on their passion for all that is good andbeautiful in this world.
Our mission statement articulates HOW we planto achieve this. It guides us in how we operate,
collaborate and serve as an Association, but also as ameaningful movement.

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METHODOLOGYMETHODOLOGYEMBEDDING OUR
T R A N S F O R M AT I O N
Since taking office in January 2023 as President of

From a personal perspective, it is my mission that we

our member properties to fully embrace the sustainablerealistic solutions that take into account the uniquenesspursue our sustainability agenda with economicallyRelais & Châteaux, it has been my ambition to accompanyof each independently-owned business. On this journey,transformation of our Association, because future

I am proud to have talented and equally demanding

generations will look to us and ask: could we have done

colleagues by my side. First, the Vice President, Chefs:

more? It is a fair question.

Mauro Colagreco, owner of the three-Michelin-starrestaurant Mirazur in the South of France–the world’s

Sustainability has been part of our approach to hospitality

first restaurant to achieve Plastic Free Certification.

for decades, even if we didn’t yet call it by that name.

He leads our work in tackling single-use plastics and

Now is the time to build on all our past achievements,

promoting sustainable cuisine, and is a truly exemplary

but also to go further to preserve nature, culture and therole model for how we can all evolve and adapt without

art de vivre we so revere, and to enshrine a fairer, sociallysacrificing the highest standards.

conscious way of doing business. To that end, our efforts
are now focused around a number of clear topics: reducing

our carbon footprint, protecting the oceans, enhancing“

biodiversity, eliminating single-use plastics, building
anattractive

sustainable food.

workplaceandpromotinghealthy,

My predecessor, Philippe Gombert, published our first
Sustainability Report. It outlined the collective efforts ofour properties in protecting and preserving their natural

The approach to sustainability
may differ depending on the
country. But I am confident wewill reach our destination.

this work so transparently was a crucial step in both”this journey together.

and passion for sustainability, will help drive adoption of

And as I look ahead, I am excited to mark the celebrations

Next, I would like to highlight the work of Lars Seifert,

restaurateurs are facing locally.

2024, I will announce new strategic objectives that will

played an invaluable role in placing sustainable values at

This ongoing journey will demand much from each

our Chief Communications Officer. He and his team havedriving forward real change and reinforcing that we are onof us, not least as each of our members faces a unique

to be proud of, it also acknowledged how far we still have

To further enhance our ambitions, I am proud to announce

depending on the country. But I am confident we willreport already show significant progress. It demonstrates

dedicated Director of Sustainability, Jeanine Blachère, toto go. I am delighted to say that the figures in this second

our contribution to the UN’s Sustainable Development
set in our first report.

9further drive our sustainablity goals and make clear how
integral they are to our future.

local context – the approach to sustainability may differ

two new developments. First, I have decided to bring on areach our destination even as the path gets steeper.

take overall responsibility for our work in this crucial area.

As I reflect on the early part of my tenure as president, I am

to serve as a liaison between the board of directors, theof how each of our individual goals and objectives

Next, I have decided to form a Sustainability Commission,

Goals and confirms the ambition of the 15 objectives wefor our Association’s 70th anniversary. In November

we at headquarters remain alert to what hoteliers andthe heart of our Association.

While that report contained a great many achievements

hospitality can play a positive role.

seven commissioners, each renowned for their expertise
our sustainability policies on the ground, while ensuring

surroundings, leading sustainable culinary innovationand empowering their staff and communities. Sharing

contribute to a wider plan, our efforts demonstrate how

wider management team and our member properties. Our

LAURENT GARDINIER
President, Relais & Châteaux
Co-owner Domaine Les Crayèresand Le Taillevent

convinced that by acting together, with an appreciation

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METHODOLOGYO U R S U S TA I N A B I L I T YCOMMISSION
Our newly formed Sustainability Commission is fully focused on steering and refining our sustainability strategy,
to ensure Relais & Châteaux remains agile and adaptable amid a rapidly evolving landscape.

The seven commissioners will serve the Association with expert input, leveraging their own real-world experience.
They are not only hospitality professionals but also early adopters and innovators of influential sustainability

approaches around the world. They have been hand-picked by our President, Laurent Gardinier–their five-year tenureruns concurrent with his own.

METHODOLOGYVITTORIA FERRAGAMOIL BORRO, ITALY

More than a mere restaurant or hotel, Il Borro is a Tuscan stronghold that has revitalized an
entire hamlet. Its 1100 hectare estate with a thousand years of history applies a strict farm-totable philosophy. Its fine wines, organic olive oil, cheese, honey, grains, vegetables & fruits are
all grown on the property following the principles of tradition, nature and sustainability. The
property is a member of the UN Global Compact, incorporating the Sustainable Development
Goals, produces its own sustainability report and operates to a strict code of ethics whichgoverns its organic farm, winery, restaurants and accommodation. Vittoria and her team haveconducted a Scope 3 carbon emissions assessment, and the property uses renewable energy
sources, producing more electricity than it consumes.

AGGIE BANDA

DERECK JOUBERTROYAL CHUNDU, ZAMBIAGREAT PLAINS CONSERVATION, BOTSWANA, KENYA, ZIMBABWE

Aggie, recipient of the esteemed Relais & Châteaux Woman of the Year award in 2023, serves
as the dedicated lodge manager at Royal Chundu property nestled amidst the lush wilderness
along the Zambezi River. At the heart of the operation lies a profound commitment to local
empowerment and community development. Through fostering small businesses within ourcommunity, Royal Chundu strives to channel 70% of its revenue back into the local economy,enriching lives through employment, education, and entrepreneurial opportunities. This steadfast
dedication to investing in the community means they prioritize employing 99% Zambian staff,
source food locally, provide hospitality training, support local artisans, fund a digital tabletequipped school, and supply seeds to local growers. Under Aggie’s leadership, their endeavors
ensure that the property serves as a catalyst for sustainable growth and positive change.

Dereck is a renowned conservationist and National Geographic Explorer at Large. He recently received
the highest honor from the Explorers Club, an award given to famous astronauts and explorers on
Earth. He has done more than fifty films, written fourteen books and his talks on sustainability andconservation sell out in hours. In the field he is involved in what he calls emergency conservation,
moving wildlife and endangered species like rhinos and hundreds of elephants and thousands ofother iconic wildlife. He is founder and CEO of Great Plains and its Foundation that has six Relais &Châteaux lodges and camps, which are carbon negative, protect biodiversity and feed over 20,000
children in Africa each day. His philosophy is that there is a huge difference between saying anddoing something and saying and doing nothing when you see an environmental disaster happening.

CHARLES MCDIARMID

MAURO COLAGRECOWICKANINNISH INN, CANADAMIRAZUR, FRANCE

Our Vice President, Chefs, is at the forefront of the circular gastronomy movement. His threeMichelin-starred restaurant, also voted the best restaurant in the world in 2019, is the first to
be certified «zero plastic». A UNESCO Goodwill Ambassador for Biodiversity, he has developed 5
hectares of regenerative biodynamic and permaculture gardens a few metres away from Mirazur,
which provide up to 80% of the fruits, herbs and vegetables used in the kitchen throughout theyear, inspiring a lunar menu that changes with the seasons. By choosing to completely eliminate
single-use plastic from his restaurant, Mauro and his team are saving 12,000 km of cling film ayear and preventing many other plastic items from ending up as waste.

MALIK FERNANDORESPLENDENT CEYLON, SRI LANKA

In addition to running three Relais & Châteaux properties, Malik’s family operates two nonprofit foundations–Dilmah Conservation and the Merrill J. Fernando Charitable Foundation.
Through these, the Fernando family actively participates in a number of programs to protect
biodiversity, conserve endangered species, undertake climate research and uphold social
commitments. Originally established to support tea gatherers, the foundations have becomea significant philanthropic society. Malik and his team’s work has funded more than 70
projects across Sri Lanka.
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Charles’s property is located in a UNESCO biosphere reserve and is Biosphere Certified, withverified sustainability commitments across 100 different parameters. The McDiarmid family
has a long history with local indigenous communities and in supporting the Nuu-chah-nulth
people through culture, art and artisanship. It also participates in the Green Key Global programof sustainable practices–and has received a coveted 5 Green Keys accreditation–and operates
its own sustainability committee. Charles and his team have successfully nominated the local
Cynamoka berry into Slow Food’s Ark of Taste’s repository of endangered foods as part of Relais& Châteaux’s vision to save biodiversity and culinary heritage via the Food for Change initiative.

MARIE-HÉLÈNE “PETIT” MIRIBELSOL Y LUNA, PERU

Petit became a hotelier through her passion for community development and children’s
education in Peru’s Sacred Valley. Sol y Luna’s business model was conceived to plug
educational gaps in the adopted local community where she has been living since the 1990s.
Her plan: to find a foundation via hotel bookings and guest donations. Today, the Sol y
Luna Foundation runs a school for local children (90% of which live in extreme poverty), an
orphanage, a faculty supporting children with disabilities and, since 2022, has been funding
students through further education. Since the school was founded in 2009, over 1200 children
have been educated from 20 different, sometimes very remote, communities.
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METHODOLOGYMETHODOLOGYA SENSEOF URGENCY
the many savings made, we’ve eliminated 6,200 miles(10,000 kilometers) of cling film used per year. Thisjourney began in December 2017, and we obtained the
Plastic Free Certification in January 2020, right after
receiving a three-star rating in the Michelin Guide andbeing ranked No. 1 on the World’s 50 Best Restaurants
list. We have also just received the B Corp certification.
And this year, we shared our experiences & practices
on eliminating single-use plastics at the nearly twenty
Relais & Châteaux Delegation Meetings, where members
exchanged their questions, their obstacles, but also theirbest practices, their certifications, and their suppliers.

02 AFTER ELIMINATING SINGLEUSE PLASTICS, WHAT SHOULD BE
THE NEXT BIG SUSTAINABILITY GOALSFOR HOSPITALITY BUSINESSES?
We know the global food industry is responsible for athird of greenhouse gas emissions, and that 33% of thefood produced worldwide is lost or ends up being thrownaway. It’s terrible! It’s important for all of us to rethink
our consumption in general, our energy consumption,
our use of natural resources and the waste we create,
reusing and refilling things we would otherwise throw
away, anticipating our recycling and improving ourcomposting systems while relying on common sense.
We have to be more responsible in what we serve, wehave a wonderful opportunity to lead by example andshow that we can move towards a world that is more
respectful of the earth, animals and people.

01 HOW DID YOU SUCCEED IN
ELIMINATING SINGLE-USE PLASTICS ATMIRAZUR?
During a trip with my family, we came upon a deserted
beach covered with debris and plastic: many of the same
objects that I used on a daily basis at home and at therestaurant. Back at Mirazur, I rallied the team, telling
them: “We cannot go on like this, we have a responsibility
to act.” I was able to have one of my chefs, Luca Mattioli,
devote half of his time to the subject for three years, andtogether as a team we audited our consumption, refused
unnecessary products, found substitutes and adapted
our menu by eliminating sous-vide cooking, while atthe same time inspiring suppliers to change with us,
unfortunately having to part ways with one or two
who didn’t wish to transition with us. We also createda waste sorting process and a composting system forcompostable plastics and much more besides. Among“

We have to face the facts:
we can no longer importexotic fruits in winter justfor the breakfast buffet.

13”

Sourcing more products locally cuts down on emissions
associated with deliveries and increases our resilienceand adaptability. From a practical sense, that means
only serving produce grown locally, naturally in season.
We have to face the facts: we can no longer import exotic
fruits in winter just for the breakfast buffet. Generally,
we need a greater understanding about what sustainable
food means so that we can better imagine what
concrete actions to take. It’s all about raising awareness,
and I believe, in demystifying the issue. In reality, it’smore a question of instilling good habits rather thancreating extra work: the act of sorting waste is not achore but a new routine.
The other major challenge, in my opinion, is rebuilding
the relationship between agriculture and cuisine. Everytime I give a lecture at a culinary institute, I ask: “Whohere knows how long it takes for an onion to grow froma seed to a vegetable?” No one can ever answer. It’s up
to us to take the lead and pass on this fundamental
knowledge.

04 WHAT PRACTICAL WAYS CANYOU ENCOURAGE GUESTS TO
PRIORITIZE SUSTAINABILITY?

03 WHAT IS THE BEST WAY TO
MOTIVATE EMPLOYEES TOWARDSSUSTAINABILITY?

We need to be more transparent about our different

To motivate others, you have first yourself to becompletely on board. It seems to me that if you wantyour team to be engaged, you have to make themaware of what’s at stake-make them understand why
it’s important-but also to reassure them by explainingthat we can do this one step at a time, and that what
is important is to start now and to commit. We don’t
all have the same degree of awareness at the outset, so
the educational aspect is vital. I believe in encouraging
good practice and promoting concrete results as soon as
they surface; the subject is so vast that it’s easy to be
overwhelmed by what ‘should’ be done, by doing more
and more on all fronts which can lead you to throwing
in the towel before even starting. The main message isthat every little action is worthwhile, and that it’s thesum of these actions that will make a real impact in theend; that you can start small and increase your efforts
and actions as you become more as ease. Finally, it’s agood idea to be open, determined and considerate toissues so that everyone feels that their voice counts. I’m
always impressed by the number of new ideas my teams
can come up with. Listening to and incorporating our
employees’ suggestions on a daily basis is the best way
to motivate them.

approaches and share our enthusiasm for sustainability asa genuine opportunity, not an additional constraint. We cansimply explain our choices and why we think they are fairer
and more necessary, without making people feel guilty. I

think that in order to get people on board-which is key-you
have to embrace it fully and but, in a calm, collected way.

It should no longer even be a question, but a way of life.

For guests who are not already on board and demanding
these changes from hotels and restaurants, I believe thatby showing them subtly and without moralizing that thechange is virtually painless, we can win them over to thecause. Pushing them into a corner and making them feelguilty is always a big mistake. At the end of the day, it’s

our responsibility to manage our activities and design ourmenus. So let’s start by removing products from our menus
that do nothing positive for the planet.

MAURO COLAGRECO
Vice President, Chefs, Relais & Châteaux
Chef-Proprietor, Mirazur
UNESCO Goodwill Ambassador
for Biodiversity

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METHODOLOGYMETHODOLOGY

THE JOURNEYCONTINUES
We are pleased to share with you our second

Relais & Châteaux properties around the world face aenthusiastically our member properties are adapting

the complexities of the 21st century. From climate

sustainability

report,

which

shows

just

number of global and local challenges as they navigate

howchange and biodiversity loss to the pressures of

their businesses to embody responsible hospitality

sustainable sourcing and waste reduction, our hotelsaligned with the UN SDGs. Some 346 properties

and restaurants are at the forefront of the hospitality

completed our Sustainability Questionnaire, up fromindustry’s response to these pressing issues.

283 last year, and this latest report demonstrates
positive gains in almost all 90 indicators.

As the new Director of Sustainability, I am excited
to build on the foundation laid by our teams toWithin our three pillars, we have made considerable

drive our ambitions even further, addressing social,progress since the publication of our first report: in

Environmental Conservation, we upskilled ourenvironmental and economic objectives to strengthen
the resilience of our properties and play our part. Thismembers to help eliminate single-use plastics fromwill require holistic thinking, and defining our focus

all parts of our operations, especially our kitchens.
For Sustainable Cuisine, we focused on assisting

will be key as we develop the sustainability strategy forthe years to come.

members to respond to the challenges of sourcing
seasonally–including busting the myths around whatthat means for seafood and cheese. And for Social &To achieve this, we will cooperate with the newly formed

as an employer brand: our caring spirit towards people

Gardinier, and our ecosystem, so that our properties

Societal Empowerment, we enhanced our reputation

Sustainability Commission, led by our President Laurent
may continue to create well-being and prosperity forand planet is a crucial component of our attractivenessplaces and communities, and preserve the unique local

as a modern workplace.

character and heritage that they embody.

This trajectory must continue. I am delighted tohave played a role in kickstarting our sustainability

transformation, but I am happy to pass on the torch as
we begin a new chapter. My team and I will continue tosupport our members, ensuring sustainability remains
at the core of our communications.

LARS SEIFERT
Chief
Communications Officer

JEANINE BLACHÈRE
Director of Sustainability

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OUR
RESPONSIBILITIES

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OUR RESPONSIBILITIESOUR RESPONSIBILITIESOUR SDG
PROGRESSSDG 13
C L I M AT E A C T I O NREPORTING ON SUSTAINABLE DEVELOPMENT GOALS

Global warming is driving us to reduce our carbon

emissions, and to adapt to its consequences, especiallyin vulnerable regions.

Our properties are heavily involved in reducing theirenergy consumption and adopting energy-efficient

SDG 12RESPONSIBLE CONSUMPTION AND
PRODUCTION

improvements and equipment, particularly in kitchens.
Understanding the logistics of transport used byour members, suppliers and guests is essential indetermining how to reduce greenhouse gas emissions.

In our restaurants, we prioritize local, organic andIn 2022, aviation accounted for 2% of global energy-

seasonal produce. Many of our properties have kitchen

related CO2 emissions, according to the International

gardens where our chefs and their teams grow vegetables,

Energy Agency. While it’s undeniable that customer

aromatic herbs and edible flowers.

air travel is a major source of global emissions, this is
mitigated to some extent by many of our properties

Most of our meat and seafood is sourced locally andwelcoming a high proportion of guests from the local

responsibly, to the highest standards. We encouragearea–some 40% of restaurant guests come from local or

the concept of ‘sustainable cuisine’ by creating plant-neighboring regions. In addition, 60% of our properties

forward menus (striving to do so by default) andalready have charging points for electric vehicles.

additionally offering vegetarian or vegan options.

Our properties also encourage guests to discover thearea through low- or no-missions activities like hiking,

Our properties are rooted in their local communities,

cycling or walking.

supporting local businesses, selecting suppliers who

adopt sustainable practices and recruiting a large
proportion of staff locally. Most of our hotels havealready removed single-use plastics from rooms andconference rooms, and the majority of our restaurants
Sustainable Development Goals (SDGs) were adopted by the United Nations in2015 as a universal call-to-action to end poverty and protect the planet, andwere agreed by world leaders in a bid to build an environmentally sustainable,
fairer, better world by 2030. Among the 17 Sustainable Development Goals, sixseek to reduce waste, endeavoring to use componentsthat would often be thrown away (such as carrot peelings
or fennel leaves), by reusing cooking water, and recycling
and composting what cannot be reused.

directly address our activities: SDGs 5, 10, 12, 13, 14 and 15. Our partner Alice
Audouin Consulting has rated Relais & Châteaux’s contribution to each of theSDGs on a scale out of four.

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OUR RESPONSIBILITIESOUR RESPONSIBILITIESSDG 15
LIFE ON LAND

SDG 14
L I F E B E L O W WAT E R
overexploited

Vertebrate populations have fallen by an average of 70%

insurmountable, our properties are taking action to take

Fund. For invertebrates the decline is even steeper,

Whilefishery

resources

are

often

over the last 50 years, according to the World Wildlife

and oceans polluted on a scale that can seemat 80%. With 21% of our properties located in naturea more responsible approach to sourcing seafood and insuch as forests, woodlands and ponds, our members

SDG 10
REDUCED INEQUALITIES

vital importance.

As part of the luxury travel sector, we are aware that

reserves, and 68% actively managing natural areas

combating marine litter. This is all the more important
given that 199 of our hotels and restaurants are directly

are acutely conscious that protecting biodiversity is oflocated by the sea or a body of fresh water.

Since 2009, we’ve been working in partnership with Ethic

Ocean to raise awareness of the importance of sustainable

They understand their dependence on nature andWith plastic a major cause of marine pollution, we arerichness and beauty of our landscapes to ensure

therefore

seafood. Every year, we support World Oceans Day.

their

responsibilityinmaintaining

our services are aimed at more affluent segments ofthe population. Beyond this, our business impacts

themany groups of people, internally and externally, andwe act at every level: internally, with our suppliers,

the planet continues to be a habitable environment

committed to reducing waste and to eliminating single-

within local communities, and on a global scale, throughwhere humans and non-humans alike can thrive anduse plastics. Around 12.5% of properties collaborate

philanthropic commitments and engagement withenjoy varied and healthy diets. By sourcing organic

with local environmental protection and conservation

external associations.

produce, creating pesticide-free and pollinator-friendly

organizations, including cleaning up rivers and beaches.

gardens, combating light pollution, choosing woodfrom sustainably-managed forests and respecting the

We promote local employment and seek to ensure our

strive to exist in harmony with nature. One fifth of

SDG 5
GENDER EQUALITY

partnership with local associations or non-governmental

Within our Association, as well as in our individual

seasons in terms of food they serve, our properties

members participate in wildlife preservation programs inorganizations. Our properties strive to reduce paper

consumption, avoiding printing and using digitalalternative media. They also attach great importance toanimal welfare and maintain long-term relationships withtrusted local suppliers. Our chefs uphold the principles

of sustainable cooking, developing links with local

terroir and celebrating diversity, including by serving
heirloom vegetables.

recruitment practices are fully inclusive, to attract adiversity of talent, with good working conditions for all.

Our properties stand up for non-discrimination basedon gender, race, skin color, sexual orientation and social
origin. We extend this ethos towards our suppliers,

properties, we take action to promote gender equality

notably through ethical and responsible purchasing,and fairness in the workplace and actively seek toand by prioritizing commercial relationships with local

combat sexual harassment.

artisans, producers, growers and other suppliers.

Our most recent surveys indicate that women hold on
average 47% of managerial positions and account foraround 40% of the top ten salaries in our properties.

Maternity and paternity leave are at the heart of ourconcerns, with paternity leave now being taken almost
as much as maternity leave, by nearly nine out often members. One in five properties offer additional

maternity leave above legal requirements, and one insix do so for paternity leave.

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OUR RESPONSIBILITIES15OBJECTIVESOUR RESPONSIBILITIESPILLAR 1

E N V I R O N M E N TA LC O N S E R VAT I O N

ENERGY / BIODIVERSITY / WATER /RESPONSIBLE PURCHASING
Minimizing our environmental footprint,
striving to be at the forefront of biodiversity conservation

PILLAR 2

S U S TA I N A B L E C U I S I N E
HEALTHY & SUSTAINABLE
FOOD / FOOD WASTE

Championing local, innovativeand ethical culinary arts

In our first report, we set 15 wide-reaching andThanks to the second year of self-declared independent

PILLAR 3

Environmental

our progress for the first time. We are pleased to observe

SOCIAL & SOCIETALEMPOWERMENT

property owners data, we are now in a position to review

ambitious targets for 2025 and 2030 across three pillars:
Conservation,

Sustainable

Cuisineclear progress on the vast majority of our objectives,

and Social & Societal Empowerment. Our objectives

while a significant increase in member participation in

were designed to help drive our sustainability strategy

our questionnaire–an uplift of 12% compared to the firstforward, structuring and focusing our efforts around aquestionnaire on baseline year 2021–gives us a broader

set of core topics covering the sustainability spectrum

ATTRACTIVE WORKPLACE / GEOTOURISM /LOCAL COMMUNITY ACTIVISM

picture of the sustainability landscape in our network.

and reflecting wider trends and legislation.

Creating an attractive workplace for all at the heartof local communities

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OUR RESPONSIBILITIESOUR RESPONSIBILITIESPILLAR 1

2021

E N V I R O N M E N TA LC O N S E R VAT I O N

2025

ENERGY

2030

BIODIVERSITY

Percentage of properties that have performed a carbon
footprint assessment on their activities or as part of theiractivities.*

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Minimizing our environmental footprint,
striving to be at the forefront of biodiversity conservation

2022

5%
12%

+ 7 p.p.
vs. 2021

50%
100%

Percentage of properties that manage some of theirgreen areas (forest, woodland, ponds etc.) to enhancebiodiversity conservation.
Among the 60 additional properties who answered thisquestion in 2022 vs. 2021, 28 of them (46%) manage
their natural areas to preserve biodiversity. This result(based on 341 properties) is now more representativeof our entire network. See more on page 40.

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73%
68%

Percentage of properties that measure their annual
average energy consumption by kilowatt hour (kWh)and have put in place a plan of action to reduce
consumption within the next two years.*RESPONSIBLE PURCHASING

06+ 11 p.p.
vs. 2021

03

100%

Percentage of renewable energy produced on-site(solar, wind, geothermal etc).
3%3%

For 2022, 81% of members (70% in 2021) said they are

For plastic straws, 77% of properties said they haveplace reduction action plans within the next two years.

drinking vessels, 80% of properties have removed them,

No change

Amenities/toiletries:

from 2021

Straws:

These falls, however, are noted in the context of aIn the elimination of single-use plastics, we have seen

and we remain confident that all trends for eliminating

greater questionnaire participation among properties

place a reduction action plan, up from 45% in 2021.

single-use plastics will be upwards next year.

good progress, though with some areas of concern.

For in-room amenities, 68% of members in 2022 haveeliminated single-use plastics, up from 63% in 2021, and

45%
51%

for water bottles, 79% of properties have removed them,

PERCENTAGE POINTS HAS BEEN ABBREVIATED TO P.P.

up from 74% in 2021.

Drinking vessels:

Percentage of properties that monitor their water
usage and that have put in place a plan of action to
optimize water use and reduce it within the next year.

83%
80%

Bottles:+ 6 p.p.
vs. 2021

vs. 2021- 5 p.p.

vs. 2021- 3 p.p.

vs. 2021

74%
79%

100%

+ 5 p.p.

82%
77%

WAT E R04

they are measuring their consumption and putting in

63%
68%

25%

compared to 83%.

For our water objective, 51% of members in 2022 said

Percentage of properties that have removed (a) singleuse plastic amenities/toiletries in the bathrooms and (b)single-use plastic straws, bottles and drinking vessels
throughout the property.
Among the 77 additional properties who answered
this question in 2022 vs. 2021, 51 of them (68%) haveremoved or never used plastic drinking vessels. This result(based on 338 properties) is now more representative of
our entire network. See more on page 46.

10%eliminated them, compared to 82% in 2021. For

measuring their energy consumption and are putting invs. 2021

100%

70%
81%

- 5 p.p.

+5 p.p.
vs. 2021

100%*For more details on the data revisions related to these objectives see
the Calculation Explanation on page 84.

25

26

OUR RESPONSIBILITIESOUR RESPONSIBILITIESPILLAR 2

PILLAR 3

S U S TA I N A B L E
CUISINES O C I A L & S O C I E TA LEMPOWERMENTChampioning local, innovative,and ethical culinary arts

Creating an attractive workplace
for all at the heart of local communities

Significant progress has been made in animal welfare,

Our figures for the percentage of properties that have

Our members are also making progress in ensuring awith 30% conducting a dedicated training session for theby the World Organisation for Animal Health five freedom

stayed the same at 66%. With the larger coverage ofpercentage of properties with an Equality, Diversity &stable, these positive percentage changes speak to whatcollected food waste for composting on- or off-site haveproperties, this is a good outcome.

2022

2025

While 94% of our vegetables are organic, local orseasonal (up from 89% in 2021), we want to measure
the percentage of vegetables sourced with all threecriteria in conjunction.
Percentage of vegetables that are organic, local andseasonal among all produce served at our properties.*
30%

Percentage of properties that have food waste
separately collected and composted on-site or off-site.
An additional 86 properties answered this questionin 2022 vs. 2021, so this 2022 result (based on 338
properties vs. 252) is based on significantly higher
coverage.

66%

vs. 2021

50%

75%

75%

100%

2030

Percentage of women in the top 10 salaries.
An additional 67 properties answered this questionin 2022 vs. 2021, so this 2022 result (based on 295
properties vs. 228) has a significantly higher coverageand is therefore more representative of our network.

Percentage of properties providing employees withbalanced and healthy food.
An additional 138 properties answered this questionin 2022 vs. 2021, so this 2022 result (based on 323
properties vs. 228) has a significantly higher coverageand is therefore more representative of our network.
69%

42%
40%

69%

- 2 p.pvs. 2021

from 2021

No changefrom 2021

90%

50%

No change

LOCAL ACTIVISM
Percentage of properties that have an Equality,
Diversity & Inclusion policy.

Percentage of properties that support local businesses
who are socially or environmentally engaged.

53%

Percentage of properties that ask and check that their
farmers/producers/suppliers abide by the World
Organisation for Animal Health ‘five freedom’ welfare
standards.

58%

71%
+ 5 p.p.

75%

vs. 2021100%+ 4 p.p.
vs. 2021

90%

G E OTO U R I S M

12

64%
72%

2025

AT T R A C T I V E W O R K P L A C E

66%+ 2 p.p.

2022+ 8 p.p.
vs. 2021

100%

15

32%

08

2021

F O O D WA S T E

0907

H E A LT H Y &S U S TA I N A B L E F O O D

2030

11

2021

13

steadily towards our target of 100% by 2025.

we aim to develop as a larger trend in the coming years.

Inclusion policy has increased to 58%, from 53% in 2021,

14

welfare standards, up from 64% in 2021, advancing us

policy in 2022, up from 27% in 2021. While relatively

fully diverse and inclusive working environment. The

10with 72% of properties making sure their suppliers abide

Percentage of properties that have performed a
dedicated training session for the Equality, Diversity andInclusion policy.
27%30%+ 3 p.p.

45%

vs. 2021

100%*For more details on the data revisions related to these objectives see
the Calculation Explanation on page 84.

Percentage of properties that educate and involve theirguests in cultural heritage protection and geotourism.
An additional 68 properties answered this question in 2022
vs. 2021, so this 2022 result (based on 323 properties
vs. 228) is based on significantly higher coverage.
46%
65%

27

28

+ 1 p.p.
vs. 2021

03

The 60 indicators contained in this report have beensourced directly from data supplied by our properties
on business activity in 2022 via a comprehensive
questionnaire. We have then compared the figures of2022 with those from 2021 in order to start analyzing
progress year-on-year.

We are proud to say that almost all indicators showcasechange in a positive direction–endorsed by the fact thatabout 100 more members completed the Sustainability
Questionnaire this year.

While measuring and reporting on these objectives isimportant for transparency, it is Relais & Châteaux’s

responsibility to help our members evolve in this necessary
trajectory. We do this by promoting ‘Sustainability as

a Service’, via the MyRelais member hub, which serves
as a practical and actionable roadmap to achieving our

15 objectives and embedding positive change across all
60 indicators throughout our network.

To speed that journey in a cohesive way, each year ourplan will focus on addressing three deep-dive topics.

I N D I C AT O R S& ROADMAP

Based on a survey completed in December 2022,

our members responded that eliminating single-use
plastics, promoting seasonal produce and enhancing our
employer brand were their priorities, so we have
responded accordingly.

Guidelines, certifications, links to webinars and morearound these topics can be found on MyRelais. At theend of each chapter that follows, we explain how we haveaccompanied our member properties across topics within
our ‘Sustainability as a Service’ program.

29

30

I N D I C AT O R S & R O A D M A P

PILLAR ONE

E N V I R O N M E N TA LC O N S E R VAT I O N
Environmental conservation calls for responsibility andand microplastics have been discovered in the remotest

of water resources, pollution, biodiversity loss and otherand even in human blood.

places on earth, including the deepest parts of the ocean,action from our properties. Global warming, depletion
factors are worsening. But with more than one in five ofour properties located in a nature reserve, and 68% ofSingle-use plastics are a big part of this problem.

are already adapting and are committed to reducing theirto the United Nations Environment Programme) are used

Approximately 36% of all plastics produced (according

our properties looking after green spaces, our properties

in packaging for food and beverage containers, bathroom

environmental impact.

amenities, kitchen utensils and cleaning materials–all
items used extensively in the hospitality sector. This

Our focus within the Environmental Conservation pillar thisplaces pressure on local waste management, especiallyyear is the elimination of single-use plastics. Plastic has manyin regions where infrastructure is less developed.

uses as a cheap, sanitary and robust material but there are

The case for taking concrete action on single-use plastics

hidden costs to its convenience: every minute, the equivalentis beyond doubt.

of one garbage truck of plastic is dumped into our oceans,

3132

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

E N V I R O N M E N T A L C O N S E R VA T I O N

E N V I R O N M E N TA L C O N S E R VAT I O N

C E R T I F I C AT I O N S

ENERGY

37% of properties have achieved a sustainability
certification or ecolabel.

81% of properties are able to report their energy
consumption and will be able to do so in the following
two years. (As of 2022, 48% of properties have alreadyassessed this.)+ 4 p.pvs. 2021

GREEN KEY

+ 11 p.p
vs. 2021

ISO 14001

6%

2.5%

Of the reported energy consumption, the following
is a breakdown by source.
In general, there is a similar breakdown of energy consumption
by source as compared to 2021.

PLASTIC FREEC E R T I F I C AT I O NGREEN MICHELINS TA R S *(PFC)

16% Heavy
fuel oil

21% Natural gas- 3 p.p.

- 2 p.p.

vs. 2021

2.5%

vs. 2021

3% Renewableenergies producedon site(solar, biomass, wind,geothermal)

4 0 properties*Green Michelin stars are tracked on a global level.

OTHER L ABELS ACHIEVED BY OUR PROPERTIESNORTH AMERICA: Ocean Friendly Business, LEED / SOUTH AMERICA: Private LABEL - Ecoqualis,
Tourism Sustainability Certification / UK-IRELAND: Green hospitality, EarthCheck / EUROPE: Ecocert,
Haute Valeur Environnementale, Bee Friendly, Agriculture Biologique, Batiment Durable Méditerranée,Mr. Goodfish, Valeur Parc Naturel, Swisstainable, Eco-Lighthouse, One globe in 360 Eat Guide / AFRICAINDIAN OCEAN: Permaculture Design, Zanrec / ASIA: HQE / AUSTRALIA-NEW ZEALAND-PACIFIC:
Pavillon Bleu, New Zealand Qualmark Enviro Gold / INTERNATIONAL: B Corp

33

5% Electricity(in green contract)

1% Other

53% Electricity(general network)+ 8 p.p.
vs. 2021

34

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

E N V I R O N M E N TA L C O N S E R VAT I O N

ACTIONS UNDERTAKEN TO REDUCE ENERGY CONSUMPTION

BIODIVERSITY

We saw figures slightly decrease compared to 2021 but with a higher questionnaire response rate this year.

Yes (already done)

Yes (0-2 years)

Yes (+3 years)

No plans

Taking action to increase the share of renewable energy sources
Reviewing the vehicles used and incorporating energy efficient ones
Undertaking significant structural work to improve energy efficiency

TRAINING IN
BIODIVERSITY

GREEN
AREAS

OFFICIAL
PROGRAM

61%

68%

20%

Monitoring consumption and defining an action plan for reduction/optimization  

of properties provide trainingof properties have managedof properties have an

Defining guidance for energy reduction targeted at employees and guests

in biodiversity conservationsome of their green areas

official wildlife conservation

Improving the water heating system

to their grounds managers,(forests, woodlands, ponds,

program in partnership with

Improving kitchen equipment to be more energy efficientgardeners and/or farmers.

etc.) to enhance biodiversity

a local association, NGO orconservation.

other experts.

- 5 p.pvs. 2021- 3 p.pvs. 2021

Improving heating and air conditioning systems to be more energy efficientInstallation of electric vehicle charging stations- 12 p.p
vs. 2021

Improving the lighting system

0%

20%

40%

60%

80%

100%
An additional 58 properties answered these three questions in 2022 vs. 2021, so the 2022 results (based on 339 properties vs. 281)
has a significantly higher coverage and is therefore more representative of our global network.

SCOPE 3 ACTIONS ENGAGED TO REDUCE SUPPLIERS’ ENERGY CONSUMPTION
We recorded similar trends overall compared to 2021, with a higher questionnaire response rate this year.

Laundry services

Transport services

33%

30%

of the properties who useof the properties who use

laundry services externallytransport services externallyAn additional 48 properties answered this question in 2022 vs. 2021,
so the 2022 result (based on 212 properties vs. 164) has a significantly
higher coverage and is therefore more representative of our global network.

An additional 47 properties answered this question in 2022 vs. 2021,
so the 2022 result (based on 230 properties vs. 183) has a significantly
higher coverage and is therefore more representative of our global network.

35

36

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

E N V I R O N M E N TA L C O N S E R VAT I O N

E N V I R O N M E N TA L C O N S E R VAT I O N

WAT E R

PLASTICWe saw progress on the majority of indicators compared to 2021, including single-use plastics reduction in our kitchens,with a higher questionnaire response rate.

ACTIONS UNDERTAKENTO REDUCE WATER CONSUMPTION

PLASTIC INO U R K I TC H E N S

We registered similar trends, with a higher questionnaire response rate this year.

Yes (already done)

Yes (0-2 years)

Yes (+3 years)

No plans

58%

of properties use plastic

Undertaking significant work to improve the whole water system(e.g. rainwater collection system, internal recycling system, etc.)

products (e.g. cling film and gloves)in the kitchen. However, progress has

Monitoring water consumption and defining an action plan for
reduction

been made since 2021 when 68%
used these single-use products.

Defining guidance (or a list of nudges) for water consumption
reduction targeted at employees and guests- 10 p.p
vs. 2021

Using water-saving equipment for toilets, showers, spa equipment,
kitchen equipment
Ensuring that all water is sourced responsibly from a legal andsustainable source that will not negatively affect environmental flows
and the community/region

0%

20%

40%

60%

80%

100%

PROPERTIES THAT HAVE REPLACED SINGLE-USE PLASTIC PRODUCTS

51%

1 , 1 6 4 LITERS

to report their water

our water consumption per

consumption.

guest night stay

+ 6 p.pvs. 2021

a decrease from 1440
liters in 2021

of properties are able

on average:

The 2022 figure is based on 93 properties
that provided data.

37

Amenities/toiletries

68%

Straws77%

Drinking vessels

80%

79%

+ 5 p.pvs. 2021- 5 p.pvs. 2021- 3 p.pvs. 2021+ 5 p.pvs. 2021

An additional 72 properties
answered this question in 2022
vs. 2021, so the 2022 result(based on 338 properties vs.
266) has a significantly higher
coverage and is therefore more
representative of our global
network.

An additional 77 properties
answered this question in 2022
vs. 2021, so the 2022 result(based on 338 properties vs.
261) has a significantly higher
coverage and is therefore more
representative of our global
network.

38

BottlesI N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

SINGLE-USE PLASTICS
We registered similar trends, with a higher questionnaire response rate this year.

Never used

Have replaced

Have not replaced

Plastic drinking vessels
Plastic straws or stirrers
Takeaway packaging (e.g. lunch for meetings)

LINEN

Plastic water bottles
Keycards
Minibar55%

Amenities/toiletries

of properties apply

Tea/coffee plastic bags
Miscellaneous (e.g. pens)

CLEANING
PRODUCTS

Plastic coffee capsules
Plastic gloves for chefs
Kitchen cling film

0%

20%

40%

60%

80%

100%

E N V I R O N M E N TA L C O N S E R VAT I O NRESPONSIBLE PURCHASINGFLOWERS AND POT TED PL ANTS

64%

of properties ensure that their cut flowers (and decorative
potted plants) are 100% local (<155mi / <250km), seasonal
and responsibly-grown*.
- 1 p.pvs. 2021

39*Responsibly grown: native
flowers, locally sourced, certified(e.g. Veriflora, Bloomcheck, mps,
Fair Trade, Rainforest Alliance,etc.), responsible water use andno chemical treatments during
cultivation and presentation(no sprays and sheens),
eco-responsible packaging(avoidance of single-use plastics).

70%

S PA B E A U T Y
PRODUCTS

48%

of properties applyof properties apply

responsible standards**

responsible standards**

on cleaning products.

on spa beauty products.

+ 1 p.pvs. 2021+ 2 p.pvs. 2021

13%

strictly use

18%
use only

100% organic products.

100% organic products.

No changefrom 2021

No changefrom 2021**Responsible standards: products made from natural ingredients
and/or certified by an official ecolabel in their country of origin.

40

responsible standards(on linen, towels, napkins, tableclothand professional clothing).
No changefrom 2021

27%

strictly use 100% natural
fiber products.
- 7 p.pvs. 2021
An additional 58 properties
answered this question in 2022 vs.
2021, so the 2022 result (basedon 341 properties vs. 283) has asignificantly higher coverage andis therefore more representative of
our global network.

I N D I C AT O R S & R O A D M A P

ELIMINATINGSINGLE-USE
PLASTICSR OA D M A P
DEEP DIVE

as a s ervice

sust a i na bi l i ty

I N D I C AT O R S & R O A D M A P

WHY SHOULD WE ELIMINATE SINGLE-USE PLASTICS?
Since the start of single-use plastic production in the 1950s, 6.3 billion tonnes of plastic have been thrown away. We cannot
recycle our way out of the problem: only 9% of this has ever been recycled, and plastic cannot, in any case, be infinitely
recycled as it degrades each time it is processed. It has been estimated that every human directly consumes the equivalentof a credit card’s worth of plastic each week, due to the presence of microplastics in drinking water and in foodstuffs–some
60% of seafood species contain microplastics.

6.3

billion tonnes ofplastic thrown awaysince the 1950s
Relais & Châteaux has prepared a comprehensive set of

We have shared how to audit all areas for single-use plastics,

specifically designed for hotels and restaurants by

to align with, advising on additional tools, suppliers and

only

9%

of all plastic everproduced has
been recycled

83%

60%

of the world’s
drinking watercontains plasticof seafood
species containmicroplastics

recommending new standards and partner organizations

guidelines for its members to tackle this crucial issue,

training and showcasing best practices to learn from in ordercollaborating with industry experts.

Sources: Jambeck, et. al., Science 2015 / Orb & University of Minnesota School of Public Health 2017 / Marine Pollution Bulletin, 2020.

to encourage reduction, reuse and replacement strategies.
These guidelines also include a comprehensive checklist ofover 100 single-use plastic touchpoints, as well as common
misconceptions of terms such as ‘biodegradable’, ‘biobased’ and others which are used by certain manufacturers
to erroneously claim their products are sustainable.

ITERATIVE PROCESS

To that end, we have established and deepened partnerships

Our guidelines outline an iterative(PFC), Blue Standard and Take a Waste, inviting members to

We defined the 6 Rs (Refuse, Reduce,with many more currently looking into the process.

and explained them at all Delegation

with certifying bodies such as the Plastic Free Certification

process on how to tackle this issue.

become certified. Seven properties are already certified PFC

Reuse, Recycle, Rot, (Energy) Recovery)
Meetings in 2023. The repetition ofsteps 4-7 will help generate a better
outcome year-on-year.

01 Create a team
04

Work with
suppliers

07 Communicate

05 Trainstaff
02 all sources
Identify

03 Follow
the 6 Rs

41

42

06

Record & review

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

MEMBERS’ BEST PRACTICESDERECKJOUBERTT O E L I M I N AT E P L A S T I C

CEYLON TEA TRAILSSRI LANKAOWNER
O L D O N Y O L O D G E , K E N YA

At an altitude of 6,100 feet (1,250 meters), in Sri Lanka’s

Ceylon tea region, Relais & Châteaux Ceylon Tea Trails
strives to preserve its unique environment, in part by

At Ol Donyo Lodge we are blessed witheliminating single-use plastics across its properties. Plastic

an outstanding natural location, withmineral water bottles for guests have been replaced by

the savannah stretching out as far as you

reusable glass and back-of-house use of PET bottles arecan see. Plastic pollution has no place in this pristinein the process of being replaced, with remaining bottles

environment, so we have removed all plastic from ourrecycled into monofilament fiber and polyester yarn usedmini bars, starting with straws and plastic water bottles

to produce cleaning products and clothing. Real progressthat have been replaced by reusable glass bottles andhas been made in eliminating plastic in the kitchen, byjugs of filtered water. We have completely removed

switching from plastic cling film to self-sealing plant-based

cling wrap and plastic containers and replaced themmaterial snack boxes formed from bagasse, a by-productwith bamboo, bees wax and other reusable materials.

of the sugar cane industry. Local purchasing of produce is

Educating our local communities about plastic evils is

also prioritized, reducing the need for plastic packaging asa full-time job for our Foundation too, so they can be as

reusable crates can be used for transport. Ceylon Tea Trails

careful as we are trying to be.”also places great emphasis on training teams on the impact

NICOLAOLIVIERI PASSERIof single-use plastics, aiming to be fully aligned with thecommitments of its parent company’s Resplendent Ceylon
Sustainability Journey 2030 commitments of sending zerowaste to landfill by 2030.

HUMAN RESOURCESA S S I S TA N T
L E N K E R H O F, S W I T Z E R L A N D
At Lenkerhof, we have created a teamcalled the ‘Sustainability Circle’, which
includes one person from each departmentthat meets four times per year. Together, we measure ourpractices as well as create goals through projects. Oneof these projects was single-use plastic elimination. We
used to provide 15,000 slippers per year, but now withproject GREEN FEET, that has changed. On our booking

engine, when guests agree not to have slippers, we informthem we will donate CHF5 to a sustainability project.

The program has worked wonders. We feel empowered,

EL SILENCIOC O S TA R I C A

Costa Rica has long been a sustainability pioneer and, as

one of the most ecologically diverse countries on earth,Relais & Châteaux El Silencio is motivated to conserve its
unique environment, not least through the elimination of
single-use plastics across all its operations. Plastic waterbottles have been replaced by water stations, plastic roomkeys by certified Cherry wood keys, amenities by refillable

dispensers and more. In addition, El Silencio is tackling
single-use plastics by receiving deliveries in large containers

to reduce individual plastic wrapping, producing ice on site
and using natural fiber bags for compost. These combined
efforts and attention to detail have all contributed to

El Silencio obtaining ‘elite-level’ status in Costa Rica’s
Certification of Sustainable Tourism.

that we’re part of the solution, and we have decreased
slipper consumption by 10%.”4344

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

PILL AR T WOS U S TA I N A B L E
CUISINE
Our restaurants pride themselves on their ingredients

kitchen gardens that produce fruits, vegetables, herbs andis dependent on the health of the land, eschewing

to have full control over the quality of their produce,

edible flowers; vineyards or orchards. This allows themand understand that the quality of their produce

reducing the ‘farm to fork’ distance as much as possible,

industrial models of agriculture in favor of smaller-scale,enhancing the stability of their supply chain and enablingorganic production. Many are also turning to agricultural

them to tell a full story of their particular terroir.

methods that have a positive effect on ecosystems,

resulting in healthier, biologically rich soils that yield

more nutritious foods and which are more resilient toWhen it comes to our roadmap, the focus in 2023 wasand sequester carbon. Some 83% of properties engageof reasons–not least the fact that it has a drasticallyon seasonality. Seasonality is important for a wide variety

climate change thanks to their ability to retain water

different meaning depending whether food is harvested

in some kind of on-site production, whether it be aon land or from oceans, rivers or lakes.

farm (including with cattle, sheep, chickens and bees);45

46

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

S U S TA I N A B L E C U I S I N E

H E A LT H Y& S U S TA I N A B L E F O O DBASIC INGREDIENTSA N I M A L W E L FA R E

66% of properties use only organic (whether

71% of properties ask and check that theircertified or not) ingredients with 11% of

farmers/producers/suppliers abide by theproperties planning to transition.

World Organisation for Animal Health’s Five
Freedom welfare standards.

66%

S U S TA I N A B L E S E A F O O D
74% of properties consider (1) Latin species name, (2) origin, (3) catch method and (4) maturity(for wild seafood) and farming practices (for aquaculture)in accordance with NGO advice when purchasing seafood products.

74%+ 8 p.pvs. 2021

71%- 8 p.pvs. 2021+ 7 p.pvs. 2021

An additional 65 properties answered this questionin 2022 vs. 2021, so the 2022 result (based on 329 properties
vs. 264) has a significantly higher coverage and is therefore
more representative of our global network.

47

48

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

M E ATSEAFOOD

In 2022, 136 properties responded, reporting consumption of 1,174 tonnes of meat.

In 2022, 93 properties responded, reporting consumption of 453 tonnes of fish, crustaceans and mollusks.

We registered an increase in red meat consumption,
based on a larger number of respondents.

We registered an increase in the ratio of wild to farmed seafood
compared to 2021, based on a larger number of respondents.

2022
2022

33%
White meat

2021
2021

15%
Farmed sources-9 p.p.
vs. 2021

85%
Wild sources-10 p.p.
vs. 2021

67%
Red meat+10 p.p.
vs. 2021+9 p.p.
vs. 2021*We consider white meat to be poultry and red meat to be beef, game, pork and lamb.
*ERRATUM: In last year’s report we published 40% of red meat for 2021, but that only considered lamb and beef as red meat.

We recorded an increase in local, organic or
local & organic sources of meat compared to 2021.

Lamb

Pork

Wild, sourcing distanceWild, sustainability rating

We saw an increase of local/national seafood
compared to 2021.

We recorded a slight rise in yellow/orange list seafood
compared to 2021.

Beef

61%

14%
Yellow/orange list
60%

46%
54%
39%

16%
Distant/
from abroad(>155mi/250km)

40%

Poultry

Game

37%

15%
Unknown

84%
Local/national(<155mi/250km)

80%

Other

63%

49

66%
Green list

Farmed, sourcing distanceFarmed, sustainability rating

We recorded a decrease in local/national seafood
compared to 2021.

We saw a rise in yellow/orange list seafood
compared to 2021.

20%
Local, organic or local& organic (<155mi/250km)

5%
Red list

39%
Yellow/orange list
57%
Distant/
from abroad(>155mi/250km)

43%
Local/national(<155mi/250km)

15%
Unknown

50

46%
Green list

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

V E G E TA B L E S

SPECIFIC MENUS
Other options offered include keto diet, kosher, halal, low in glycemia, pesco-vegetarian, lactose free.

In 2022, 109 properties responded, reporting consumption of 1,195 tonnes of vegetables.

Almost all our restaurants advise they adapt recipes according to client requests.

We recorded similar trends as 2021, with slight increases in the percentages of organic,
local and seasonal produce and a higher response rate this year.

We saw progress on the majority of indicators, with a higher response rate this year.

6% Not organic,
local or seasonal
14% Seasonal(not local or organic)

2022

32% Organic,
local & seasonal

2021

5% Organic & local(not seasonal)

ALLERGEN-FREE

V E G E TA R I A N

VEGAN

95%

96%

87%

of properties offer allergen-of properties offer

of properties offer vegan

free options (gluten, nuts, etc.).

vegetarian options.

options.

+ 3 p.pvs. 2021

No changefrom 2021+ 5 p.pvs. 2021

5% Local(not seasonal or organic)

21% Local & seasonal(not organic)

DRINKS
13 % Organic & seasonal(not local)

5% Organic(not seasonal or local)

Almost all restaurants mention that they adapt recipes according to to client requests.

NATURAL BEVERAGES

79%

24%

of properties offer eco-friendly (whetherof properties offer drink lists in which atcertified or not), organic, biodynamic orleast 50% of the ingredients are eco-friendly,

natural beverages on their drinks list.

organic, biodynamic or natural.

+ 6 p.pvs. 2021

NON-ALCOHOLIC

86%

of properties offer non-alcoholic alternatives of wine, beer and/or spirits.
+ 5 p.pvs. 2021

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I N D I C AT O R S & R O A D M A P

S U S TA I N A B L E C U I S I N E

S U S TA I N A B L E C U I S I N E

ON-SITEPRODUCTIONF O O D WA S T E
ACTION ENGAGED TO REDUCE FOOD WASTE

PROPERTIES GROWING THEIR OWN INGREDIENTSWe recorded progress on most indicators, including higher recycling.

We saw increases across all production compared to 2021, with a higher response rate this year.

With regard to reducing packaging waste, 81%

FA R M S &GARDENS

327
propertiesV E G E TA B L E S

A R O M AT I C
HERBSFRUITS
from 15,807 trees

I N I T I AT I V E S

of metal (+10 p.p. vs. 2021), 90% of cardboard(+7 p.p. vs. 2021), 84% of plastic (+4 p.p. vs.

96%2021) and 93% of glass (+7 p.p. vs. 2021) areof properties have initiatives in place

separately collected and sent for recycling.

70%

43%

+ 8 p.pvs. 2021+ 6 p.pvs. 2021

LOCAL NON-PROFIT

EGGS

WINE

31%

RECIPESfrom 1,312 henswith 10 million bottles
produced

to tackle food waste.

87%

48%

14%

+ 4 p.pvs. 2021

No changefrom 2021

13%

to limit food waste in their restaurant.
+ 5 p.pvs. 2021

coordinate with a local organization (NGO, etc.)

adapt recipes to reduce food waste.

+ 6 p.pvs. 2021+ 5 p.pvs. 2021

No changefrom 2021

K I TC H E N T E A M
BAKERY51%+ 3 p.pvs. 2021

HONEY
from 821 hives with
9,500kg produced

113
properties*Honey production and farms & gardens are tracked on a global level.

53

FORAGEDGOODS

with 1,274 tons produced24%+ 5 p.pvs. 2021

QUANTITIES

96%

25%

train their kitchen staff
to limit food waste.

of properties measure the quantity of foodwaste produced by their restaurant.

+ 1 p.pvs. 2021+ 5 p.pvs. 2021

An additional 83 properties answered this question in 2022 vs. 2021,
so the 2022 result (based on 324 properties vs. 241) has a significantly
higher coverage and is therefore more representative of our global
network.
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I N D I C AT O R S & R O A D M A P

S U S TA I N A B L E C U I S I N E

F O O D H E R I TA G E
CONNECTING GUESTS AND CULTURE
We recorded progress on both indicators compared to 2021,
with a higher questionnaire response rate this year.

G R E E N S PA C E S

E D U C AT I O N

71%

56%

of properties offer tours of gardensof properties offer educational

and/or production facilities.

workshops/cooking classes.

+ 11 p.p
vs. 2021+ 14 p.p
vs. 2021

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I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

SEASONALITYR OA D M A P
DEEP DIVE

sust a i na bi l i ty

as a s ervice

Over 200 chefs participated in both campaigns. For World
Oceans Day, Ethic Ocean validated the sustainability

To spread awareness of the seasonality of cuisine, we

For World Oceans Day in June 2023, in partnership withWHY DOES SEASONALITY
MATTER?

mark our two annual campaigns: World Oceans Day andwhat ‘in season’ means in respect of sustainable seafood.

While sourcing locally and seasonally reduces greenhouse

Ethic Ocean, we focused on enhancing understanding ofcreated a wide range of assets, campaigns and events to

We produced video content and specially developed

Food for Change.

guidelines and toolkits that help chefs understand what‘in season’ means. In the wild, fish, crustaceans andmollusks breed at certain periods of time and they gather

in schools to breed making them easier to catch. This iscommonly known as that species ‘season’ because it islevel of over 600 different fish, crustaceans, mollusks

and seaweed species. Nearly 40 events, including
Relais & Châteaux chef collaboration dinners or press
trips, took place globally.

gas emissions due to transport, it only represents a small
portion of the overall carbon footprint. Nonetheless,

Additionally, eight properties had their stories told via

additional benefits include supporting local communities

dedicated film shoots. These films were amplified bythrough job creation, fostering a more resilient supply chain

our partners and through social media and press. The

and the production of fresher, more nutritious produce.

emotional storytelling is important to drive cultural change
and shift the world to think differently. Our World Oceans

the moment during which the species is more abundantDay campaign achieved 203 articles and €1.8M MEV, whichat the fish market. But ‘in season’ does not necessarily

made it our most successful campaign ever. And Foodmean it is sustainable. The stock is the most important

for Change garnered 127 articles and €1.4M MEV. The

criterion to determine seafood sustainability. We also

ultimate goal of all this activity was to inspire real change

created a booklet so members could print and share thisin the global food system, with trends in fine dining known

educational tool with guests.

to ‘trickle down’ to domestic kitchens.

Separately, for our annual Food for Change campaign
in October, in partnership with Slow Food, we createdguidelines for properties and guests to better understandhow seasonality plays a role in the production of cheese,wine and other ferments. It is not well-known that milk
production is seasonal, reflecting how the physiologyof animals alters as the seasons, climate and feed

composition change. This can dramatically affect the

20%

30%

JOBS

of CO2 emissionsof the food system
are due to transportof nutrition
is lost three days after
harvest of most vegetables

drive local economy
and create community
resilience

quantities of milk produced, its chemical composition(such as lactose content), color and taste, which can inturn affect flavors of cheese.

57

Sources: Nature Food Journal, 2022 / University Of California Davis study, 2007

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I N D I C AT O R S & R O A D M A P

MEMBERS’ BEST PRACTICESTO C O N S I D E R S E A S O N A L I T Y

BIJ JEFCÉDRICBÉCHADE

THE NETHERLANDS
To highlight misconceptions about seafood seasonality,
Chef Jef Schuur of Bij Jef organized a SEAsonality

Symposium on June 5th 2023 on the island of Texel in The

Netherlands. The summit invited 100 chefs to engage andC H E F, I N N K E E P E R , O W N E R
L’A U B E R G E B A S Q U E ,FRANCEdebate on the topic of sustainable seafood, starting witha forum hosted by researchers of the Royal Netherlands

Institute for Sea Research (NIOZ), followed by a cookery
masterclass from Jef himself.

Most people today are aware that seasonality exists forstrawberries, but many would be surprised to hear thatcheese production is seasonal, too. In addition to educating
guests that they can’t expect to have strawberries all year
round, it’s our role is also to make them understand that
we must respect the natural production cycles of cattle
and sheep.”W E E K A PA U G I N N

R H O D E I S L A N D , U N I T E D S TAT E S
Overlooking Quonochontaug Pond and the Atlantic
Ocean just beyond, Weekapaug Inn is the quintessential
beachside getaway. Chef Andrew Brooks and naturalist

Mark Hengen can be seen working together to create
memorable experiences for guests, such as clammingon the sandy beaches to source ingredients for a clam

linguine lunch. The chef ensures seafood is sustainable

EXECUTIVE CHEF
R E S TA U R A N T S C H O T E , G E R M A N Y
Seasonal produce is important because weby specifying Latin species names, and being clear on themust be aware that products out of season

in conversations with local suppliers and validated bywhich come with immense hidden costs of greenhousesustainability of the stock and farming or fishing methods,
NGOs such as Ethic Ocean.

59

NELSONMÜLLERrequire cultivation, transport and storage,gas emissions. Ask where your products come from.”

Photo credit: Mario Andreya

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I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

PILLAR THREES O C I A L & S O C I E TA LEMPOWERMENT
Across social and societal touch points, we are happy to report that our indicators are moving in a positive direction

year on year. While both topics are important, we have made a conscious decision this year to focus on internal social

empowerment in our roadmap, in order to enhance our employer brand. With 42,000 employees working in our properties
all over the world, we want to retain and develop them while attracting new talent to join us.

SOCIAL

SOCIETAL

With working conditions in the hospitality industry

Our properties are champions of local communities,

Relais & Châteaux is endeavoring to tackle this perception

with local suppliers, from farmers and growers to artisans,often associated with long hours and low pay,providing employment and encouraging relationships

head on. The stakes are twofold: first, to create ancovering cuisine, room amenities, furniture and fabrics.

attractive workplace with fair working conditions, leading

In other words, geotourism (tourism that enhances theto enhanced performance, greater employee satisfaction,

distinctive geographical character of a place) is at theeasier recruitment and better staff retention.

heart of our Association. As such, Relais & Châteaux

not only contributes to local economies but ensures
the perpetuation of local culture, customs and heritage

Second, we are motivated to improve the gender equality,

associated with a region.

diversity and pay equality of our workforce. Strengthening
both these factors helps improve the perception of

Relais & Châteaux as an employer brand. The goal is tocreate a recruiting charter so that our properties canmake substantive promises to future candidates who areentering the profession for the first time, and to attract
talent from other sectors to join hospitality.

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I N D I C AT O R S & R O A D M A P

SOCIAL EMPOWERMENTSOCIAL EMPOWERMENTAT T R A C T I V E
WORKPL ACE

SALARY AND
G E N D E R PAY G A P

We recorded progress on some indicators, with a higher questionnaire response rate this year.

We registered progress regarding gender equality compared to 2021,
with a higher questionnaire response rate this year.

LIVING CONDITIONSFOR EMPLOYEES

74% of properties are concerned with or monitor theliving conditions of employees (whether they live on- or
off-property).
+ 11 p.p
vs. 2021

WOMEN

G E N D E R PAY G A P

46.9%

15%

of managers at Relais & Châteauxof properties assess their gender pay gap.

properties are women.

Half of them are required to do it by law

ACTIVITIESin France, UK, Spain, Switzerland, UK and+ 1 p.pvs. 2021

Canada. Others do so voluntarily.
+ 2 p.pvs. 2021

25%

offer access to recreational activities/

We saw increases and decreases on these indicators with a higher questionnaire response rate.

facilities (pool, golf, etc.) to employees.
- 13 p.p
vs. 2021
An additional 138 properties answered this question in 2022 vs. 2021, so the 2022 results (based on 323 properties vs. 185)
has a significantly higher coverage and is therefore more representative of our global network.

FOOD

ROOMS

69%

66%

of properties provide balanced andof properties provide individual

healthy meals to employees.

or shared rooms to their employees.

No changefrom 2021+ 10 p.p
vs. 2021

Other services provided to employees include private medical insurance or free medical check-ups,
professional clothes and cleaning and specific recreational areas with free drinks, showers and TVs.
63

M AT E R N I T Y

PAT E R N I T Y

D AY C A R E

96%

87%

6%

of properties offer

of properties offer

of properties offer

maternity leave

paternity leave

daycare services to their- 2 p.pvs. 2021- 1 p.pvs. 2021

20%

16%

grant additional maternity

grant additional paternity

leave on top of legal

leave on top of legal

requirements.

requirements.

- 5 p.pvs. 2021- 3 p.pvs. 2021

64

staff’s children.
+ 1 p.pvs. 2021

I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

EQUALITY, DIVERSITY & INCLUSIONRECRUITMENT AND HOSPITALITY EDUCATION

We recorded progress on all indicators in this category, with a higher questionnaire response rate.

We saw increases and decreases on these indicators, with a higher questionnaire response rate.

58% of properties have an Equality, Diversity & Inclusion policy with clear grievanceand disciplinary procedures.

80% of properties have a formal induction program for every newteam member (-3 p.p. vs. 2021). Among them, 83% include theRelais & Châteaux induction program (-5 p.p. vs. 2021).

+ 5 p.pvs. 2021

In addition, 30% have performed a dedicated training session for the policy in 2022.
+ 3 p.pvs. 2021

PA R T N E R S H I P SRECRUITMENT

80%

19%

of properties have partnerships

of properties have recruited morewith training centers/schools.

than 50% of their apprentices ortrainees as employees.
+ 1 p.pvs. 2021

No changefrom 2021

EMPLOYEE RECOGNITION

87% of properties recruit trainees, with 69% of themproviding specific on-site training and 78% offering
possible recruitment at the end of apprenticeships.
We recorded similar figures across all three indicators compared to 2021.

56%

of properties have a formal employee
recognition program.
+ 6 p.pvs. 2021

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I N D I C AT O R S & R O A D M A P

STAFF MOTIVATIONS O C I E TA L E M P O W E R M E N T

WORKSHOPS

TEAM-BUILDING

56%

72%

of properties organize educational
workshops or special inspirational speaker

LOCAL COMMUNIT Y
ACTIVISM

of properties organize

CONTRIBUTION TO LOCAL BUSINESS ACTIVITY

team-building day trips or outings for

We registered movement in both directions since 2021, with a higher response rate this year.

their staff in 2021, with two to three

events for their staff in 2021, with three tofour workshops per property on average.

events per property on average.

+ 14 p.p
vs. 2021- 3 p.pvs. 2021

Relais & Châteaux properties’ primary contribution to local economies is throughhiring local staff. To illustrate this, 67% of properties hire more than half of theiremployees within a 30-mile (50-kilometer) radius (-3 p.p. vs. 2021) and 44 properties
employed all their staff from within this same radius (28 in 2021).

PA R T N E R S H I P S

CONSCIOUS BUSINESSES

78%

75%

of properties have partnerships with local

of properties support businesses that arebusinesses, organizations, newspapers.

locally, socially or environmentally engaged.

+ 4 p.pvs. 2021+ 5 p.pvs. 2021

LOCAL BUSINESSESLOCAL SUPPLIERS

68%

78%

R E L A I S T E A M R AT E

E M P L O Y E E T R AV E L

91%of properties encourage employees to redeem the Relais

1,191

employees redeemedof properties invite guests to supportof properties source artisanal goods/services

Team Rate, which is a preferred room rate and breakfast

and benefitted from the Relais

local businesses (orally for 15%, andfrom local suppliers, mainly for handicrafts,

available for our 42,000 employees for when they travel.

Team Rate while traveling.

by written message otherwise, whether

ceramics, cosmetics, furniture, decor,

digitally or printed).

woodwork, clothes and accessories.

+ 8 p.pvs. 2021

No changefrom 2021+ 3 p.pvs. 2021

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I N D I C AT O R S & R O A D M A P

S O C I E TA L E M P O W E R M E N T

G E OTO U R I S M

S U P P O R T I N G C U LT U R A L & G E O G R A P H I C A L P R E S E R VAT I O N

CONTRIBUTION TO CULTURE AND HERITAGEof properties carry out initiatives to support the geographic and cultural preservation

We saw movement in both directions since 2021, with a higher questionnaire response rate this year.

of their region and make guests aware and/or involve them in these actions.

36% of properties are designated a historical site
(i.e. listed architectural heritage).

46%+ 1 p.pvs. 2021- 2 p.pvs. 2021
An additional 68 properties answered this question in 2022 vs. 2021, so the 2022 result (based on 329 properties vs. 264)
has a significantly higher coverage and is therefore more representative of our global network.

UNESCO WORLDH E R I TA G E S I T E

N AT I O N A L
PA R K

25%

21%

are located in a UNESCO World Heritage Siteof properties are locatedand another 31% are located less thanin a protected national park.

one-hour drive to one (29% in 2021).
+ 1 p.pvs. 2021- 1 p.pvs. 2021

C R E AT I O N O F
A N A S S O C I AT I O NSUPPORTINGA N A S S O C I AT I O N

12%

41%

of properties have created and/or operateof properties support or work with anan association, NGO or foundation.

association, NGO or foundation.

- 3 p.pvs. 2021+ 7 p.pvs. 2021

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I N D I C AT O R S & R O A D M A P

EMPLOYER
BRAND

WHY IS AN EMPLOYER BRAND
IMPORTANT?

R OA D M A P
DEEP DIVE

Enhancing perception of Relais & Châteaux as an employer
brand will bring distinct benefits to the Association in the context
of global labor trends. With the average global workforce ingeneral expected to decrease in the years to come, coupled

90%

of workers believethat how we feelat work matters

4%average global workforce
decrease estimatedfrom 2026 to 2030

200%

average increase of
remote job postings(2022 vs. 2019)34%

choose jobs where they
can directly influencesustainable outcomeswith higher societal demand for remote working, attracting
talent is set to become increasingly challenging. By continuing
to integrate purpose and sustainability into our mission, we

as a s ervice

sust a i na bi l i ty

hope to mitigate these effects and create a more positive
working culture in general.

Sources: Glassdoor Report, Indeed study 2023 / IBM Institute for Business Value, 2022

EMPLOYEE EXPERIENCEAN ATTRACTIVE
WORKPLACE

Remuneration& benefits

We aim to foster a healthy employee

experience. Not only because it reflects
on our reputation as a brand, butalso because we owe it to the 42,000

Training& mobility

employees that work at our properties
to contribute to their individual

success. They are the lifeblood that

OUR
REPUTATION,
B2B & B2C
The Relais & Châteaux brand is already recognized asworkingsuch by existing and future staff, we will attract and

we aspire to cultivate an employer brand that will

staff’s career development and physical and mental

recruitment guidelines, focusing on the employee
andon-boarding

opportunities

importance.
Vision, culture& inclusion

Healthy onboarding& retention program

values, we aim to make a positive contribution to ourTo enhance our employer brand we are creating
induction

careerTaking care of them is of the utmost

inspire our employees. By crafting a clear set ofretain the best candidates in the industry.

from

and

within the Relais & Châteaux network. Ultimately,a mark of quality by guests. If it is also recognized as

experience,

conditions

makes each hotel and restaurant shine.

well-being.

to71

Purpose, meaning& empowerment

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I N D I C AT O R S & R O A D M A P

MEMBERS’ BEST PRACTICEST O C R E AT E A N AT T R A C T I V E W O R K P L A C E

MALLORY COURT
COUNTRY HOUSE
UNITED KINGDOM

Mallory Court Hotel and Spa prides itself on offering
guests exceptional hospitality, reflected in its four Red

Stars awarded by the AA. This rating also reflects on theproperty’s values-led work environment, with guest andteam at the heart of it. Employee well-being remains

at the forefront with its Money, Mind, Body & Heartinitiatives. Each initiative is broken down to drive a ‘cultureof care,’ which includes its Fair Pay Promise, 24-hour

Employee Assistance Programme for mental health,nutritious meals, gym access and family-friendly benefits
such as maternity, paternity and adoption leave. ThisI N D I C AT O R S & R O A D M A P

CASTLE HILL INN

R H O D E I S L A N D , U N I T E D S TAT E S
Our guests are always impressed when they ask staff:“Who owns the hotel?” The answer is, “We do!” First
built in 1875 as a summer residence for a noted Harvard

University marine biologist, this magnificent inn on apeninsula bordering the Atlantic Ocean was formerly afamily-owned business. The owners initiated an Employee

Stock Ownership Plan (ESOP) in the 1990s, and it became

100% employee-owned in 2018, giving every staff member
a vested interest in its excellence and profitability. Juniors
act like managers, and managers act like owners, which

fosters a genuine, committed and lasting working culture,with a staff turnover rate at less than 10%–half theregional average. With only about 7,000 other companies

in America operating as an ESOP, Castle Hill is among theleaders in social innovation in business.

includes a ‘Return to Work’ financial support policy for
returning parents and a Fertility Support policy. Theseand other benefits create a positive culture, which thenextends to the guest experience.

YE
SHENG

PERRINECARRIER

GENERAL MANAGER
X I TA N B E I J I N G , C H I N A

D I R E CTO RHÔTEL HAMEAU ALBERT 1ER, FRANCEAt Xitan Hotel we take pleasure inwelcoming guests to our stunning natural

setting. Encircled by water and mountains,

We take a holistic approach to our socialand societal actions at Hameau Albert

its Zen-like atmosphere is immediately captivating.

working conditions and improve opportunities for ourhelp create it: our employees. We promote their well-

We endeavor to extend this feeling to the people who

1er, combining our efforts to strengthen

being by providing a gym, exercise classes and sports

staff by engaging with the local community. This year,

activities. Our team-building day trips and outings are

we have integrated three refugees from Ukraine into our

key to building staff cohesion and we assist employeesteam, offering them the opportunity to develop theirin their daily lives by offering a staff laundry service.

skills at La Maison Carrier restaurant, learn French and

But creating an attractive workplace environment goesintegrate into life in our small town. Our partnershipbeyond simply providing on-site facilities and services:with local association A Chacun son Everest (To Each His

we grant maternity and paternity leave over and above

Own Everest) also allows us to play a role in supporting

legal requirements.”

children with leukemia and patients with breast cancer.”73

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I N D I C AT O R S & R O A D M A P

I N D I C AT O R S & R O A D M A P

C A L C U L AT I O N
E X P L A N AT I O N
To ensure full transparency, responses to our questionnaire

In an effort to ensure the quality and accuracy of data,

Solinnen and Alice Audouin Consulting, guaranteeingcase basis with the members concerned. Our calculation

anomalies and inconsistencies were checked on a case-by-

were entrusted to external sustainability consultants,

methods are also reviewed from year to year to guarantee

impartial analysis and interpretation of the data. Trusted

that our indicators reliably reflect the data they are based on.

industry metrics were used in the calculation of data.

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I N D I C AT O R S & R O A D M A P

D ATA
A RIGOROUS
REVISIONSA P P R O A C H TO
D ATA A N A LY S I S I N O U R 1 5
OBJECTIVES
Our partners at Solinnen take a rigorous approach todata analysis—with the same engineers who worked ondata from 2021 returning to analyze the data from 2022.

Every question in each year has a different number of

OBJECTIVE 1
CARBON FOOTPRINT ASSESSMENTS

and accurately analyzed—question by question, year

We have changed the way we measure how properties

total responses. This was all taken into considerationon year. Some percentage point changes may indicate ahave undertaken environmental footprint assessments.

lower performance but they are based on a significantly

Last year’s report measured the proportion of properties

larger scope of members. The growing commitment by(12%) who undertook all types of environmental

our members in reporting on their sustainability actions

footprint assessments.

shows greater interest, which is the first step to future

In this year’s questionnaire, we distinguish carbon

improvements.

from other types of environmental footprints, withthe result that while 24% have undertaken some formof environmental footprint assessment, 12% havegives us more confidence in the reliability of our data,

T H E PA C E
OF CHANGE

undertaken a specific carbon footprint assessment.

allowing us to have a clearer picture of our progress andachievements and providing a better insight into where

OBJECTIVE 2
MEASURING ENERGY CONSUMPTION& PUT TING IN PL ACE A PL AN OF ACTION

we need to focus our efforts in the future.

With higher participation comes certain risks: it isoften assumed that in a non-mandatory questionnaire,

The results in this second report are based on data
gathered in 2023 about business activity in 2022.

only the ‘best in class’ will respond, skewing indicators

Our data for this objective takes into account both theparticipation rate, despite some figures dropping slightly,

action and those who plan to do so in the next two years.

Our properties’ responsiveness can also be assessed

OBJECTIVE 7
ORGANIC, SEASONAL &LOCAL PRODUCE

percentage of members who have already taken thisartificially upwards. However, with a significantly higher

During this time, our association had 552 properties.
About 60% of properties answered over half of the

we are reassured that the general trends remain positive.

questions contained in our Sustainability Questionnaire,up from around 50% last year: 341 properties answered

the questions on Environmental Conservation; 323

with the following robustness:

properties completed the section on Sustainable
Cuisine; and 307 properties responded on Social &Figures for 2021 and 2022 have been updated

Societal Empowerment.

This represents, approximately, a 12% increase inparticipation from last year—a significant jump, withover 100 new members completing the questionnaire

for the first time (meaning about 50 from last year did

GOOD

AVERAGELOW

on Yes/No andmultiple-choice questions

on openquestionson ‘quantity’questions

to reflect the percentages of produce that are–in combination–organic, local and seasonal, as aproportion of the total produce those reporting
properties served. Last year, we incorrectly publishedthe percentage of properties that served organic,

The data gathered by the questionnaire was provided by

not participate this second time). Higher participation

local and seasonal produce, which misinterpreted themember properties on a voluntary basis and declarative.

77

data-set.

78

04

THE FUTUREIS NOW

79

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THE FUTURE IS NOW

2019

THE FUTURE IS NOW

Sustainability has been part of the Relais & Châteaux

additional social values that ensure our network has a

Association came together in 1954. During that time,

Here, we present an abridged version of our journey

2014

OUR JOURNEY
T O WA R D S U S TA I N A B I L I T Y

Relais & Châteaux chefs lobbied
the European Parliament alongside
non-profit BLOOM to halt electricpulse fishing. The vote banned
the untargeted fishing method innorthern European waters from July
2021.

Relais & Châteaux presented its
Vision of 20 commitments
for a better world at UNESCO.

progressively more positive effect on planet and people.

philosophy since the first eight properties in our

towards sustainability, before detailing our actions in

our perception of what it means has evolved, building

2009
81

Our partnership with Ethic Ocean
began, including our commitment torespect seafood sustainability criteria
and eliminate bluefin tuna from
Relais & Châteaux menus to saveAtlantic and Mediterranean stocks
from collapse

20162023 as we look forward to our goals for 2025 and 2030.

on our environmental commitments and incorporating82

Our partnership with Slow Foodbegan, fighting climate change andprotecting biodiversity, which included
publishing an open letter against theBayer-Monsanto merger.

THE FUTURE IS NOW

2023

2021

THE FUTURE IS NOWF E B R UA RY

Relais & Châteaux chefs, farmers and hoteliers
successfully nominated over 100 products in 30
countries for inclusion in Slow Food’s Ark of
Taste (a catalogue of near-extinct foods), helping topreserve edible biodiversity and culinary heritage.
Pictured here is a spice mix
called sal prieta, which wasnominated by Chef Wilson
Alpala of Relais & Châteauxrestaurant Zazu (Ecuador).

Chef Jan Stechemesser (Grand House,
Portugal) presented a sustainableseafood cooking demonstration at The
Economist’s World Ocean Summit in
Lisbon, Portugal.

Our ‘Sustainability as a Service’ roadmap waslaunched to support members on their journey.
Activities included two worldwide webinars, led
by Ethic Ocean and Mauro Colagreco, attended
by nearly 500 members, to learn what ‘inseason’ really means when it comes to seafood.
This was accompanied by a focus on theelimination of single-use plastics in hospitality,
showcasing our new guidelines and bestpractices across our network.

MARCH

DISCOVER THE PRODUCTS:S U S TA I N A B I L I T Y
REPORT

Relais & Châteaux launched a range of
eco-friendly amenities with Palatino
Hospitality, kick-starting efforts to
reduce our use of single-use plastics.

IN SE ARC H O F H O SPITALIT Y

IN H ARMO N Y WITH TH E N ATU RAL WO RLD

2022

2020

2022

83

The association’s first Sustainability
Report was published with 15
objectives for 2025 and 2030.

84

At our annual Delegation Meeting in France,
Relais & Châteaux invited an energy expert
to present the impending implications of the
new energy efficiency tertiary sector
decree, which impacts our French properties’operations. The goal is to accompany ourproperties in the transition.

THE FUTURE IS NOW

2023

THE FUTURE IS NOW

Chef Varun Totlani (Masque Restaurant,
India) created a sustainable seafood dinnerand participated in a press conferencein Mumbai to amplify our SEAsonality
campaign. Around 40 members from thedelegation as well as 16 journalists frommajor publications attended.

M AY

Our campaign SEAsonality launched for World Oceans
Day, achieving 4.8 million reach on social media, 203
articles in top media globally, 43.3 million readership and€1.8 million media equivalent value.
SEAsonality Symposium took place on Texel island in
the Netherlands, led by Jef Schuur of Bij Jef, where nearly
100 chefs met to learn and discuss sustainable seafood
with the Royal Netherlands Institure for Sea Research(NIOZ).

To spread awareness and debunk what‘in season’ really means when it comes toseafood in Switzerland, Stéphane Décotterdof Maison Décotterd invited Ethic Ocean,local fishers, nine journalists and two other
Relais & Châteaux chefs (Franck Dérouet of
Le Clos des Sens, France, and Guy Ravet ofGrand Hôtel du Lac, Switzerland) for a press
conference and a ‘six-hands’ dinner.

Michael Caines (Lympstone Manor, UK) and Santiago Dunn
(Ecoventura, Galapagos Islands) spoke on a panel at the
ASPIRE Leaders of Luxury conference in London about‘Making a difference: luxury travel’s role in sustainability.’

On June 8th (World Oceans Day), Cliveden House in the
UK hosted a press conference with 10 journalists frommajor publications and a gala dinner for 120 guests.
With Ethic Ocean and Laurent Gardinier in attendance,
the goal was to explain what ‘in season’ really means
when it comes to seafood. Six Relais & Châteaux chefs
from five different countries joined forces to create an
exclusive ‘twelve-hands’ dinner: Chris Hannon (Cliveden
House, UK), Danni Barry (Ballynahinch Castle, Ireland),Jordan Denning (Lympstone Manor, UK), Adriano Venturini(Eden Roc Cap Cana, Dominican Republic), Alexandre
Gauthier (La Grenouillère, France) and Dominik Lochau(Purs, Germany).

85

Chef Franck Dérouet of three-Michelinstar restaurant Le Clos des Sens in
Annecy in southeastern France invited
Ethic Ocean and six French journalists todiscover the Leman Lake, speak with a local
fisher and taste a sustainable menu to learn
about the myths of seafood seasonality.

International Member Services Director
Brenda Homick represented our Association
at a United Nations meeting organized
by Journey in Italy, an NGO for thepreservation of Italian cuisine and heritage,
and presented our Sustainability Report2021-2022 as an example of our global
approach to help support a common vision
we both share: preserving the diversity of
cuisine around the world.

JUNE

With the aim of accompanying ourproperties on their journey to eliminate
single-use plastics, Relais & Châteaux head
office started a world tour to all 20 regionaldelegations. This included a deep dive onplastic sources, processes and solutions,inviting members to share best practices andinspire others to join in on the transition
to zero single-use plastic.

APRIL

MARCH

Two Relais & Châteaux properties opened their doors to
refugees and cooked with them in their restaurants incollaboration with the Refugee Food Festival. Julien
Dumas (Saint James Paris, France) cooked a FrancoGeorgian menu with Magda Gegenava and Alexandre
Miquel (Le Clarance, France) prepared a Franco-Sudanesebarbecue with Mohammed Adam Hassan.

86

Jason Bangerter (Langdon Hall, Canada) headlined the Tasteof Place Summit in Toronto, speaking on behalf of Relais &Châteaux’s World Culinary Council and about the role chefs
play in sustainability.

THE FUTURE IS NOW

Relais & Châteaux signed the Fondation
de l’Academie de Médecine’s white paper
called ‘Alimentation aujourd’hui et demain’(Nourishment today and tomorrow)to affirm its commitment to nutrition andsustainable cuisine.
Our joint campaign Food for Change (SlowWine, Cheese & Ferments), in collaboration
with Slow Food, launched.

The Olivier Roellinger Culinary Contest took
place in Hokkaido with Relais & Châteaux
Chef Shinobu Namae (L’Effervescence, Japan)
serving as head of the jury. Twelve candidates
from eight different schools all over Japan
participated. The ultimate goal of the contest is
to educate future generations about sustainableseafood.
Three Relais & Châteaux chefs (Cédric Béchadeof L’Auberge Basque (France), Shinichiro
Takagi of Zeniya (Japan) and Shinobu Namae
of L’Effervescence (Japan) and the directorof Ethic Ocean (Elisabeth Vallet) spoke on apanel discussion entitled ‘Sustainable Seafood:Urgency & Solutions’ at Tokyo Sustainable
Seafood Summit. They amplified why action
is urgent and the role that chefs play in shaping
the food system.

SEPTEMBER

Juan Camilo Quintero (Borgo San Felice,
Italy) spoke at the Slow Food ‘Cheese’conference in Bra, Italy for Food for
Change. He also hosted a dinner event under
the theme ‘Taste of the Meadows.’
Slow Food organized the first Terra
Madre in Tomiya-city, Japan where Kana
Otowa (Otowa Restaurant, Japan) moderated
a workshop with two female producers. Asa member of Relais & Châteaux’s Executive
Committee, Kana Otowa led the discussion
around gastronomy, women in leadershipand the future of farming.

87

N OV E M B E R

The Relais & Châteaux World Culinary
Council met at La Chèvre d’Or under the
direction of Mauro Colagreco, Vice President,
Chefs. The meeting began at MuséeOcéanographique de Monaco with an addressfrom Albert II, the Prince of Monaco, followed
by debates and brainstorming around the futureof gastronomy and how Relais & Châteaux as amovement can change the world.

2023
SEPTEMBER

THE FUTURE IS NOW

Following the World Culinary Council
summit in October led by Mauro Colagreco,
the 21 Relais & Châteaux chefs in thisthink-tank amplified their voices in supportof Ethic Ocean’s campaign to lobby the 27
European Union Ministers to act on all
causes of the European eel’s decline.
Scientists of the International Council for
the Exploration of the Sea (ICES) have been
warning of the species’ collapse for twenty
years, and have recommended to stop eel
fishing in the last three years, but publicauthorities have not listened. The campaign
resulted in strong social media visibility as
well as 115 articles and €1.1M MEV.

As part of our ongoing decarbonization
strategy Relais & Châteaux, strategy
organized an online global webinar
oncarbonfootprint
reduction.
Relais & Châteaux properties Coquillade
Provence, Chasa Montana, Dunton Hot
Springs & Weekapaug Inn were invited toshare their initiatives and experiences in
reducing their carbon footprints to inspire
our global network.

88THE FUTURE IS NOWTHE FUTURE IS NOW

employees on the importance of sustainable cuisine,

To drive awareness of the values in our Vision, our two annual

S U S TA I N A B L E C U I S I N E
EVENTS IN 2023

promoting biodiversity and culinary heritage.

campaigns (World Oceans Day, in partnership with Ethic

Ocean, and Food for Change, in partnership with Slow Food),
were amplified by a multitude of events all over the world.

We know it is our responsibility to future generations to

The experiences ranged from collaboration dinners toa third of greenhouse gas emissions come from the global

continue to innovate consciously, especially when aboutfood system (FAO).

educational conferences, fishing trips and guided cheesetastings, all designed to educate guests, journalists and

TEXEL ISLANDVALAISANNECYMCMINNVILLEBAIERSBRONNBERKSHIREFEUERSBRUNN

LA ROCHELLETOKYOVENICE
LIGURIALE SUQUETCASCAISCAPE COD

LA RIOJALAGUIOLE

GLION

MATSUMOTOAMALFI COAST
COGNE
MUMBAIWORLD OCEANS DAY
FOOD FOR CHANGEMERRICKS

89

90

THE FUTURE IS NOWTHE FUTURE IS NOWLOOKINGAHEAD

Our second sustainability report marks an importantmilestone on our journey: one of many that isnecessary to enable us to reach our objectives andhave a real and long-lasting impact.

We are currently completing a thorough analysis of

our sustainability stakes and will soon finalize ourmateriality assessment. The assessment includes
includesinterviewsofinternal

andexternal

stakeholders from all sectors of our ecosystem (seeour Sustainability Report 2021-2022). We carriedout detailed consultations with over 25 internal andexternal stakeholders. External partners include
tourism boards, suppliers and customers, as well as

non-governmental organizations and experts andpioneers of social and ecological initiatives. Whileinternal contributors include maîtres (and maîtresses)

de maison, human resources managers, kitchen
staff, tour guides, receptionists and bartenders.
The goal: to be as extensive as possible and to get

the broadest, most up-to-date and honest vision of

the sustainability issues we should prioritize in the
pursuit of providing an exceptional guest experience,

all while minimizing our environmental impact andcreating added value for our network. Based on theseresults, we may challenge and evolve our 15 objectives
and overall strategy.

91

This review will happen in concert with the formation

our efforts, better share our knowledge and expertiseof our nascent Sustainability Commission, selected byacross the business and hone our strategy.

our President Laurent Gardinier in consultation with
our existing committees. This dedicated team is made

These measures will collectively allow us to accelerate

across our Association’s three pillars and which also

70th anniversary of our Association and the tenth

up of members from properties that have expertiseourreflect the geographical and cultural diversity of oursustainability

effortsasweapproachtheanniversary of our 2014 Vision, where we first set out

network. Members will meet regularly with the remit

20 commitments for a better world through cuisine

to propel our sustainability strategy forward, focus

and hospitality.

92

PA R T I C I PAT I O N
OF MEMBER PROPERTIES
Thank you to the 346 Relais & Châteaux hotels and restaurants across our 20 delegations
who responded to the latest Sustainability Questionnaire.

AFRICA & INDIAN OCEAN
20 Degrés Sud Boutique-hôtel
Anjajavy le Lodge
Blue Margouillat Seaview Hotel
Delaire Graff Lodges & Spa
Duba Plains Camp
Ellerman House
Epako Safari Lodge & Spa
Esiweni Luxury Safari Lodge
Great Plains Mara
Great Plains Selinda
Jabulani
Londolozi Game Reserve
Morukuru Family De Hoop
ol Donyo Lodge
Royal Chundu – Luxury
Zambezi Lodges
Tembo Plains Camp
Zanzibar White Sand Luxury
Villas & Spa
AUSTRALIA, NEWZEALAND& PACIFIC
Blanket Bay
Hentley Farm Restaurant
Laura at Pt Leo Estate
Le Bora Bora
Le Nuku Hiva
Le Taha’a
Matakauri Lodge
The Farm at Cape Kidnappers
The Lodge at Kauri Cliffs
Wharekauhau Country Estate
BENELUX, EASTERNEUROPE& SCANDINAVIA
Bij JefChâteau Neercanne
Château St. Gerlach
Dragsholm Slot
Dyvig Badehotel
Epoque Hotel
Hotel Copernicus
Hotel Franq
Hotel Heritage
Hôtel Le Place d’Armes
Hotel Union ØyeLandgoed Hotel Het Roode
Koper
Quadrille
Stikliai Hotel
Weeshuis Gouda

FRANCE: GREAT EAST& RHÔNE-ALPES
Domaine de Rymska
Flocons de Sel
Georges Blanc Parc & Spa
Hameau Albert 1er
Hostellerie de Levernois
Hostellerie La Cheneaudière& Spa
Hôtel Restaurant Auberge duPère Bise – Jean Sulpice
Hôtel Restaurant Clos des Sens
Jiva Hill Resort
L’Arnsbourg Restaurant et Hôtel
La Côte Saint Jacques & Spa
La Pyramide Patrick Henriroux
Le Chambard
Le Domaine de la Klauss
Le Relais Bernard Loiseau –Spa Loiseau des Sens
Maison Decoret
Maison Lameloise
Restaurant Le Pré
Restaurant SaisonsVilla Florentine
Villa René Lalique

FRANCE: GREAT WEST
Anne de Bretagne
Brittany & Spa
Castel Clara Thalasso & Spa
Château d’Audrieu
Château de Maubreuil
Domaine de la Bretesche Golf
& Spa
Domaine de Rochevilaine
Fleur de Loire
Grand Hôtel du Lion d’Or
Hôtel de la Plage
La Grenouillère
Le Saint-Delis
Les Hautes Roches
Les Maisons de Bricourt
Manoir de Lan-Kerellec
FRANCE: PARIS &CHAMPAGNE
Assiette ChampenoiseChâteau de Courcelles
Clarance Hôtel
Domaine de Primard
Domaine Les Crayères
Hostellerie La Briqueterie
Hôtel Splendide Royal Paris
La Scène
Le Taillevent
Relais ChristineSaint James Paris

FRANCE: GREAT
SOUTHERN-WEST
Brindos Lac & Château
Château Cordeillan-Bages
Château de Drudas
Château de la Treyne
Château de Mercuès
Château de Riell
Domaine d’Auriac
Hôtel de Pavie
Hôtel Restaurant En Marge
L’Auberge Basque
La Bastide en Gascogne
Le Vieux Logis
Les Hortensias du Lac
Les Prés d’Eugénie - Maison
GuérardRelais de la Poste
Villa Grand Voile – Restaurant
Christopher Coutanceau

FRANCE: PROVENCE,
FRENCH RIVIERA,CORSICA& LANGUEDOC
Baumanière Hôtel & Spa
Château de Fonscolombe
Château de La Chèvre d’Or
Château de Valmer
Coquillade Provence Resort& Spa
Domaine de FontenilleGrand Hôtel de Cala Rossa &Spa Nucca
Hôtel & Spa du Castellet
Hôtel Impérial Garoupe
La Bastide Saint-Antoine
La Bonne Étape
Le Couvent des Minimes Hôtel& Spa L’OCCITANE
Le Domaine de Verchant
Le Domaine du Mas de Pierre
Le Phébus & Spa - Villa desAnges
Le Prieuré Baumanière

93

Le Saint-Paul
Maison Pic
Michel KAYSER - Restaurant
Alexandre
Monte-Carlo Beach
Restaurant Mirazur
Tiara Yaktsa
Villa Gallici
GERMANY & AUSTRIA
Bülow Palais
Burg Schwarzenstein
Gut Steinbach Hotel Chalets
Spa
Hardenberg BurgHotel
Hotel Bareiss
Hotel Dollenberg
Hotel Hohenhaus
Landhaus Stricker
Post Lech Arlberg
PURS Luxury Boutique Hotel &Restaurant
Restaurant Lafleur
VILLINOWEISSENHAUS Grand Village
Resort & Spa am Meer
GREATER CHINA,INDIAN SUBCONTINENT& SOUTH EAST ASIA
Ahilya By the Sea
Cape Weligama
Ceylon Tea Trails
Chaptel Hangzhou
Masque Restaurant
Mihir Garh
Niraamaya Retreats SuryaSamudraRestaurant Sühring
Seven Villas
Shreyas RetreatSUJÁN JAWAI
SUJÁN Sher BaghSUJÁN The Serai, Jaisalmer
Svatma, Thanjavur
Tate Dining Room & Bar
The Dreamland Resort
The Malabar House
Villa 32
Volando Urai Spring Spa &ResortWild Coast Tented Lodge
Xitan Beijing
Yihe Mansions

ITALY
Antica Corona Reale
Bellevue Hotel & Spa
Borgo dei Conti Resort
Borgo Santandrea
Caesar Augustus
Caino
Capofaro Locanda & Malvasia
Castel Fragsburg
Castello Banfi Wine Resort
Dal Pescatore Santini
Gallia Palace Beach - Golf Spa - Resort
Gardena Grödnerhof Hotel& Spa
Hermitage Hotel & Spa
Hotel Borgo San Felice
Hotel Plaza e de Russie
Hotel Raphaël
Hotel Villa Franceschi
Il Borro
Il Luogo Aimo e Nadia
Il San Pietro di Positano
Locanda Don Serafino
Londra Palace Venezia
Palazzo Seneca
Petra Segreta Resort & Spa
Relais Il Falconiere & Spa
Terra - The Magic Place
Villa Abbazia
Villa Cordevigo Wine Relais
JAPAN & KOREA
Beniya Mukayu
Bettei Senjuan
Dominique Bouchet Tokyo
Gôra Kadan
Hikariya-Nishi
Kanamean Nishitomiya
Kashiwaya
Kobe Kitano Hotel
L’Effervescence
Nishimuraya Honkan
Otowa restaurant
Restaurant Molière
Tenku no Mori
The Uza Terrace Beach Club
VillasTobira Onsen Myojinkan
Wasurenosato Gajoen
ZeniyaMEDITERRANEAN,
MIDDLE EAST &MOROCCOAvaton Luxury Hotel & Villas
Château Roslane
Elounda Mare Hotel
Heure Bleue Palais
Hotel Albergo
Hotel Bastion Zadar
Hotel Grad Otočec
Hôtel Le Doge
Kendov Dvorec
Lešić Dimitri Palace
Maslina Resort
Meneghetti Wine Hotel &WineryMuseum Hotel
Myconian Ambassador

Thalasso Spa
Riad Fès
The Xara Palace
Villa des Orangers
Villa Korta Katarina & Winery
Zornitza Family Estate

SOUTH AMERICA& CENTRAL AMERICA
Awasi Atacama
Awasi Iguazu
Awasi Patagonia
Casa Gangotena
Casa Palopó
Delfin Amazon Cruises
Ecoventura - Galapagos
El Colibri
El Silencio Lodge & Spa
Hotel del ParqueHouse of Jasmines
Inkaterra La Casona
La Bamba de Areco
Las Balsas
Pikaia Lodge
Sol y Luna
Txai Resort Itacaré
Villa Bokéh

NORTH AMERICA:
CANADA
Auberge Saint-Antoine
Hastings House Country
House Hotel
Langdon Hall Country House
Hotel and Spa
Manoir Hovey
Post Hotel & Spa
Sonora Resort
Wickaninnish Inn
NORTH AMERICA:
USA EAST & CARIBBEANBlackberry FarmBlackberry Mountain
Canoe Bay
Castle Hill Inn
Eden Roc Cap Cana
Eleven Madison Park
Gabriel Kreuther
Jean-Georges
Lake Placid Lodge
Ocean House
Old Edwards Inn and Spa
Per SePine Cay
Planters Inn
Royal Blues Hotel
The Charlotte Inn
The Fearrington House
The Inn at Hastings Park
The Ivy Hotel
The Lodge at Glendorn
The Swag
Twin Farms
Weekapaug Inn

SPAIN & PORTUGAL
Akelarre – Restaurant & Hotel
Atrio Restaurante Hotel
Bela Vista Hotel & Spa
Casa da Calçada
Casa Velha do Palheiro
Faustino Gran
Fontenille Menorca - Santa
Ponsa
Fontenille Menorca - Torre
Vella
Fortaleza do Guincho
Gran Hotel Mas d’en Bruno
Grand House
Herdade da Malhadinha Nova
Hotel Neri
La Torre del Visco
Mas de Torrent Hotel & Spa
Molino de Alcuneza
Quinta Nova Winery House
Son Brull Hotel & Spa
The Yeatman
SWITZERLAND &LIECHTENSTEIN
Beau-Rivage Hotel
Bellevue Parkhotel & Spa
Castello del Sole Beach Resort& Spa
Chalet Hotel Schönegg
Domaine de Châteauvieux
Grand Hôtel du Lac
Hôtel de la Cigogne
Hotel Restaurant Krone
Regensberg
Hôtel Victoria
Hotel Walther
Lenkerhof gourmet spa resort
Maison Décotterd
Park Hotel Sonnenhof
Waldhotel Doldenhorn
Walliserhof Grand-Hotel & Spa

NORTH AMERICA:
USA WEST & MEXICO
Auberge du Soleil
Canlis
Dunton Hot Springs
Hotel Las Mañanitas
Hotel Wailea
L’Auberge Carmel
Meadowood Napa Valley
Mélisse
Pujol
Rancho Valencia Resort & Spa
SaisonSingleThread Farm - Restaurant- Inn
The French Laundry
The Inn of the Five Graces
The Little Nell
The Ranch at Rock Creek
Tributary Hotel
Triple Creek Ranch

94

UNITED KINGDOM &IRELAND
11 Cadogan Gardens
Ballyfin Demesne
Ballynahinch Castle
Buckland Manor
Cashel Palace
Chewton Glen
Cliveden House
Farlam Hall Hotel & Restaurant
Gilpin Hotel & Lake House
Gravetye Manor
Longueville Manor
Lympstone Manor Hotel,
Restaurant and Vineyard
Mallory Court Country House
Hotel & Spa
Marlfield House
Park Hotel Kenmare
Sheen Falls Lodge
The Idle Rocks
The Vineyard
Thornbury Castle

CREDITSCREDITSC O N TA C T

ANY QUESTIONS?
P L E A S E R E AC H O U T TO :P U B L I S H I N G D I R E CTO R

S U S TA I N A B I L I T Y @ R E L A I S C H AT E A U X . C O M

L AURENT GARDINIERE D I TO R S - I N - C H I E FLARS SEIFERTC A R L A S TA C H U R S K I

S U S TA I N A B I L I T Y
C O N S U LTA N T S & E N G I N E E R S
A L I C E A U D O U I N C O N S U LT I N GLARS SEIFERTSOLINNENPRODUCTION & COPYEDITINGA L I C E A U D O U I N C O N S U LT I N G

C H I E F C O M M U N I C AT I O N S& S U S TA I N A B I L I T Y O F F I C E R
L . S E I F E R T @ R E L A I S C H AT E A U X . C O M

ANDREW GREENWOOD
IAN CAMERONC A R L A S TA C H U R S K I

DESIGN

BRAND MANAGERSEENK.

C . S TA C H U R S K I @ R E L A I S C H AT E A U X . C O M

I L L U S T R AT I O N
F L O R E N C E FA I R W E AT H E R

Reporting on results of activity from January-December 2022

R E L A I S C H AT E A U X . C O M
T H E P R O D U C T I O N O F T H I S P U B L I C A T I O N H A S B E E N S T R I C T LY C H O S E N# R E L A I S C H A T E A U X # F O O D F O R C H A N G E # TA S T E B I O D I V E R S I T Y # R E G E N E R A C T I O N

T O B E D I G I TA L T O R E D U C E O U R P A P E R C O N S U M P T I O N .

# T H E J O Y O F B E E S # S E AW E E D S Y M P H O N Y # F I S H U N K N O W N

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