By Nicolò Rolle – CCO, Lybra Tech (Zucchetti Group)
There’s something I’ve been reflecting on lately.
As I scroll through LinkedIn or attend industry events, I see an overwhelming number of sustainability statements from hotels and tech providers alike. And while I applaud the intention, I can’t help but wonder: Are we truly changing how we operate—or just checking boxes and collecting badges?
The Growing Pressure to “Be Green”
Sustainability has become a mandatory part of the industry narrative. Guests ask about it. Investors expect it. Platforms promote it. And let’s be honest—none of us want to be left behind.
But when we dig deeper, what often emerges is a pattern I’d call “eco-branding”: Certifications, badges, and slogans that look great in a brochure but rarely touch daily operations.
It’s easier to update a marketing slide than to change supplier contracts or energy systems.
Operational Sustainability Is the Real Frontier
In my view, true sustainability in hospitality must go beyond optics. It’s about integrating principles into the very core of hotel operations:
- Energy and water efficiency driven by real data.
- F&B forecasting that minimizes food waste without hurting guest experience.
- Smarter scheduling to reduce overstaffing in low-demand periods.
- Procurement strategies that prioritize local and ethical sourcing.
These changes are not glamorous. They don’t fit in a badge. But they matter.
And this is where I believe technology should be a driving force, not just a reporting tool.
Profit and Purpose Can—and Must—Coexist
From where I sit—as someone focused on commercial outcomes—I don’t believe in the false choice between profitability and sustainability.
If done right, the two can be mutually reinforcing:
- Lower energy consumption reduces costs.
- Waste reduction improves margins.
- Better forecasting drives both revenue and operational efficiency.
At
Lybra Tech – Zucchetti Group
, we’re actively exploring how our RMS can contribute to this shift—not just by optimizing pricing, but by informing smarter decisions that impact the hotel’s footprint.
We’re not there yet—but we’re committed to moving in that direction.
What’s Stopping Us?
Let me share what I see as the biggest roadblocks:
- Short-term mindset – Many sustainability projects are long-term by nature, but the hotel business often runs on quarterly results.
- Fragmented tech ecosystems – Sustainability data rarely flows between systems, making it invisible to decision-makers.
- Fear of transparency – It’s safer to appear “green enough” than to expose the gaps and start working through them.
Where Do We Go from Here?
This isn’t a finger-pointing exercise—it’s an invitation.
I believe sustainability must evolve from being a brand positioning tool to an operational pillar, with the same strategic weight we give to revenue, distribution, and guest satisfaction.
It’s not easy. It’s not perfect. But it’s necessary.
And as tech providers, we have a responsibility to build tools that help hotels move in that direction—honestly and measurably.
Let’s Make It Real
If you’re leading a hotel, a chain, or a tech company:
- Are you measuring sustainability in operations—or just reporting it?
- Is your tech stack aligned to support this shift?
- And most importantly: are your sustainability efforts visible to the team making daily decisions?
I’d love to hear from you. Let’s move the conversation from green branding to green operations—and do it with integrity.
