When TIME Magazine named Iberostar one of the 100 Most Influential Companies of 2025, we felt so proud—but also humbled. A recognition of this kind is not the destination of our journey, but a reminder that we are on a good path, even as so much work lies ahead.
For us, sustainability is not a project or a campaign. It is a transformation—one that began with the Fluxà family’s long-term vision and Gloria Fluxà’s bold decision to launch Iberostar Wave of Change in 2017. Her conviction was clear: the future of tourism depends on healthy oceans, thriving communities, and climate resilience. That belief is our shared responsibility.
From our Hub sustainability specialists to the operational product teams, and across every department where colleagues contribute their expertise, our sustainability journey is collective. We know that only by working together can we truly transform our business model and inspire others across the industry.
We recognize that achieving meaningful impact will require systemic change, learning from both success and challenges along the way, and building solutions that generate scale. Our roadmaps are intentionally transparent, designed to share priorities, track progress, and identify areas where collaboration is essential.
Circular Economy: Turning Waste into Value
Circular economy is one of our seven focus areas within our sustainability strategy. Reducing waste is not just an environmental responsibility; it is a clear business case. Efficient waste management reduces costs, strengthens supply chains, and fosters innovative partnerships with local communities. In practice, our teams have implemented collaborative approaches that demonstrate this philosophy.
In Quintana Roo, for example, over 20 hotels partnered with 12 waste suppliers to identify shared challenges and opportunities, resulting in roadmaps and pilot projects designed to valorize waste. These initiatives reduced operational costs while creating new business opportunities for local suppliers and reinforcing multi-sectoral networks.
In Tunisia, our hotels in Monastir and Hammamet partnered with local authorities and farmers to establish localized composting systems and circular farming initiatives. Workshops for hotel managers and staff equipped teams with practical skills to implement sustainable waste practices, embedding circular thinking into daily operations. The result is a model that not only diverts organic waste from landfills but also creates a resource that supports local agriculture, demonstrating that environmental stewardship and business sense go hand in hand.
And, at a company-wide level, our circular economy KPIs track metrics such as waste diversion rates, volume of waste valorized, and adoption of circular practices across departments. With a team of over 250 people dedicated exclusively to waste management across our hotels, we reduced waste sent to landfill by around 70% last year.
As part of this effort, we have deployed an AI-powered tool that helps kitchens measure and reduce organic food waste. By combining technology with behavioral intelligence, we are able to work with chefs on key learnings, furthering our ability to design menus efficiently, cutting costs, optimizing procurement, and reducing our waste footprint while ensuring that food is used more efficiently. These indicators ensure that progress is measurable, data-driven, and aligned with our ultimate goal to become a circular hotel business.
Climate Action and Building Resilience
Addressing climate change is a business imperative. Carbon emissions represent a growing risk to destinations, supply chains, and operations. Reducing emissions, investing in high-quality carbon offset initiatives, and electrifying operations where feasible are critical actions that generate both environmental and operational benefits.
Our climate strategy focuses on practical interventions and measurable outcomes. Electrifying kitchens, upgrading energy infrastructure, and shifting to renewable power sources reduce operating costs while lowering emissions. At Iberostar, hotels across Spain and Brazil now operate entirely on renewable energy, a milestone that reflects a strategic commitment to decarbonization.
The challenge now is to scale. In regions where infrastructure or policy constraints limit access to renewable energy, Iberostar is exploring innovative financing models, such as concessional loans and green bonds, while advocating for regulatory frameworks that enable faster transitions. These efforts are essential for achieving our longer-term goal of reaching carbon neutrality by 2030. We are determined to show that the tourism sector can lead by example and accelerate change even in challenging contexts.
Nature: Restoring Ecosystems and Reducing Risk
As a hotel company, our responsibility extends far beyond the walls of our properties. With eight coral nurseries, three research labs, and active projects restoring dunes and mangroves, we engage with ecosystems across the regions where we operate. This work reflects our understanding that healthy natural environments are essential not only for the communities and wildlife that depend on them, but also for the long-term resilience, success of the destinations we help steward and for tourism as a business itself.
Our Nature strategy focuses on three priorities: risk reduction, ecosystem restoration, and biodiversity enhancement. Guided by a scientific approach and informed by global standards such as those from the IUCN, these initiatives aim to create measurable environmental and social impact.
We are investing in innovative marine science research to address pressing challenges such as coral thermotolerance and Stony Coral Tissue Loss Disease (SCTLD). By studying how coral species adapt to heat stress and developing treatment protocols for SCTLD, our teams and scientific partners are working to safeguard reef ecosystems that are vital to coastal protection, biodiversity, and tourism livelihoods. This pioneering research not only informs our restoration projects but also contributes to the broader scientific community’s understanding of climate resilience in marine ecosystems.
Our approach emphasizes collaboration with governments, NGOs, universities, and local communities. By pooling expertise, we accelerate the implementation of projects and share knowledge widely, creating conditions for collective action.
One of Iberostar’s most impactful initiatives took shape in Jamaica with the co-creation of the Grange Pen Marine Sanctuary. Developed in partnership with the local fishing community, the National Fisheries Authority, and NGOs, the sanctuary spans 3.3 million square meters in front of our Iberostar Rose Hall complex. What sets this initiative apart is its inclusive governance model and its focus on creating alternative livelihoods for local fisherfolk, engaging them as coral gardeners and wardens, and empowering them to protect and restore their own marine resources. This five-year Marine Protected Area is designed as a practical model of sustainable ocean economy financing and community empowerment.
Guided by our scientific team, baseline ecological studies were carried out and monitoring protocols established to track reef health, fish biomass, and coastal resilience. The sanctuary is already creating value: it has led to stronger engagement from local fishers, the creation of up to 11 new jobs, and new opportunities for environmental education and stewardship.
For Jamaica, this project contributes to the national objective of conserving 30% of marine areas by 2030. For Iberostar, it demonstrates how private sector engagement can support government policy and deliver measurable environmental and socio-economic outcomes. It also reflects our belief that tourism must contribute positively to the places where it operates, leaving them better than we found them.
Partnering for Shared Success
Projects such as this aim to generate positive contributions for communities, ecosystems, and economies. Through programs like the Blue Foods initiative, and within it the Lifting Up Local framework, we foster responsible practices in sourcing, employee engagement, and community development.
In practice, this means creating systems for collaboration across hotels, suppliers, and local authorities. Training programs, workshops, and shared frameworks ensure that knowledge and resources are distributed widely, empowering teams to implement regenerative solutions. The result is stronger, more resilient destinations that can support tourism while addressing environmental and social well-being.
Roadmaps for Collective Impact
Our strategic approach is aimed to be shared. Roadmaps are designed not as static documents but as evolving tools. They provide a framework for teams to coordinate across operational, product, and sustainability functions, ensuring that every action — from electrifying kitchens to introducing composting systems — is aligned with long-term goals. But hope is that they also drive collective change. Sharing data and progress fosters trust, enables informed decision-making, and encourages others to improve on the work we are doing.
Collaboration is not limited to internal teams. Across destinations, we work with suppliers, governments, and local communities to co-create solutions that are scalable and sustainable. To strengthen this collaborative approach, we established the Destination Stewardship team, dedicated to coordinating multi-stakeholder efforts across regions. Whether improving waste management, restoring ecosystems, or transitioning to renewable energy, collective action ensures that initiatives are economically viable, socially beneficial, and environmentally effective.
Along the Journey
The climate crisis remains the greatest risk for our industry. Building resilience—through decarbonization, ecosystem restoration, and community partnerships—is not optional, it is existential. Tourism cannot thrive in degraded environments or unstable climates. Our responsibility is to ensure that the destinations we depend on are stronger because we are there.
Every operational improvement, every partnership, and every innovation is a step toward ensuring that Iberostar has a business for tomorrow — a business that nurtures destinations, supports communities, and demonstrates that sustainability and profitability are not only compatible but mutually reinforcing.
By acting collectively, we hope to turn today’s challenges into tomorrow’s opportunities, creating a model of tourism that balances economic performance with environmental stewardship and social responsibility.
Reprinted from the Hotel Business Review with permission from www.HotelExecutive.com.
