Tackling Food Waste in All-Inclusive Resort Hotels in Egypt

Abstract

Food waste remains a serious economic, environmental, and ethical problem, whether globally or at a national level. The hospitality industry is responsible for more than one-third of food waste. This study investigated the tackling of food waste in all-inclusive hotels from an employee perspective. It explored employees’ perceptions of the causes and driving factors behind food waste, and considered why food waste occurs, and how best to reduce waste to the minimum. A total of 47 semi-structured interviews were conducted with managers and chefs employed in all-inclusive hotels in Hurghada, Egypt. Critical insights that emerged from the findings include that guest behavior, background, and eating habits, along with the nature of the unlimited pre-paid services offered by all-inclusive programs, are the main drivers for food waste. Furthermore, the operation’s routine and the practices of all-inclusive hotels contribute to food waste, with a lack of technology employed to tackle food waste practices. In addition, inappropriate practices of all-inclusive hotel employees during the food service cycle contribute negatively to food waste. The low room rate package of all-inclusive hotels obliges hotel managers to purchase food raw materials of inadequate quality. Consequently, the final products are below guest expectations and increase the level of food waste. The findings also indicate that guest attitudes and preferences are perceived as key drivers of food waste. This research presents an examination of staff perspectives of the causes of food waste and how to effectively reduce it in the context of an all-inclusive resort. The results have theoretical implications and implications for practitioners.

Strategies Implemented in Hotel Companies Before and During the Oil Spill and Covid-19

“…Unlike Hotels A and B, which offer international brands to their customers in their portfolio, Hotel-D seeks to differentiate by also serving products with regional labels, increasing the range of options for the customer experience. This evidence is in line with the conception of Elnasr et al (2021).…”

“…Hotel-A sought differentiation through the food and beverage sector (all inclusive) and Hotel-B achieved certification from Bureau Veritas. Hotel-A advanced in the premium all-inclusive project and, despite the pandemic scenario, changed its product proposal in the food and beverage sector corroborating Elnasr et al (2021). It is noticeable that Hotel-A sought information on the service, so they chose to switch to the best version of the all-inclusive system: the premium version.…”

“…Therefore, with fierce competition, the sector seeks strategies for survival in the market. In the hotel industry, differentiation is related to anticipating changes, adaptation to technological trends, differentiated service and quality services (Liu & Hung, 2021;Njuguna et al, 2019;Erden Ayhün & Çavusgil Köse, 2019;Elnasr et al, 2021). Technological trends foster process and service innovations (Atadil & Lu, 2021;Bonfanti et al, 2021;Bianchini & Mondo, 2020;Buhalis & Sinarta, 2019;Centurión, 2015).…”