SUSTAINABILITY PRACTICES IN THE FOOD AND BEVERAGE DEPARTMENT IN

5-STAR HOTELS IN NAIROBI CENTRAL BUSINESS DISTRICT.

Submitted by

MARCIA ATIENO OCHIENG

147828

A research project submitted in partial fulfilment of the requirements for the degree of
Bachelor of Science in Hospitality Management

SCHOOL OF TOURISM AND HOSPITALITY

STRATHMORE UNIVERSITY
AUGUST 2024
 DECLARATION
This research project is my ORIGINAL work and has not been presented for a degree in any
other University.

Signed: ________ ___Date: ___06/03/2025________________

NAME: Marcia Atieno
Registration No. 147828

This research project has been submitted for review with my approval as the University
Supervisor.

Signed: _____________________________ Date: ______06/03/2025_____________

Supervisors Name: Susan Otido
Lecturer/ Senior Lecturer/ Professor
School of Tourism and Hospitality
Strathmore University

I
 ABSTRACT
This study examined the adoption of sustainability practices within the food and beverage (F&B)
departments of five-star hotels in Nairobi’s Central Business District (CBD). The research aimed
to identify the sustainability practices implemented, assess the challenges of implementation,
evaluate their effectiveness, and determine the level of staff awareness. A descriptive survey
design was used, with data collected through questionnaires from F&B managers and staff across
selected five-star hotels within a 5km radius of the CBD.

The findings revealed that while some sustainability practices, such as waste reduction, energy
efficiency, and locally sourced food, were being implemented, their effectiveness remained
inconsistent due to several challenges. Key barriers included financial constraints, supply chain
issues, guest resistance, lack of managerial support, and inadequate training and awareness
among staff. Some hotels successfully adopted energy-efficient technologies and waste reduction
strategies, but challenges such as limited access to sustainable products and inconsistent
enforcement of policies hindered broader implementation.

The study recommended stronger management commitment through policy enforcement and
dedicated budgets for sustainability initiatives. It also suggested integrating sustainability into
core business strategies, implementing green procurement policies, and securing financial
incentives such as grants and tax exemptions for eco-friendly investments. Strengthening supply
chains through partnerships with local suppliers was also advised to ensure a steady supply of
sustainable products. By embedding sustainability into daily operations, five-star hotels in
Nairobi’s CBD could enhance environmental responsibility, improve economic sustainability,
and set higher industry standards for sustainable hospitality.

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 ACKNOWLEDGEMENTS

I would like to express my deepest gratitude to all those who contributed to the successful
completion of this research.

First and foremost, I extend my sincere thanks to my supervisor, Madam Susan Otido, for her
invaluable guidance, support, and patients throughout this process. Her expertise and
constructive feedback were instrumental in shaping the direction of this study.

I am also grateful to the food and beverage managers of the participating hotels for their time,
cooperation and willingness to provide critical insights into their sustainability practices. Without
their contribution, this research would not have been possible.

I would like to thank myS family and friends for their constant encouragement, understanding,
and unwavering support during this journey. Their belief in me kept me motivated and focused.

Lastly, I am thankful to Strathmore University for providing the resources and a conducive
learning environment that enabled the successful completion of this research.

Thank you all.

III
 TABLE OF CONTENT

DECLARATION..............................................................................................................................................1
ABSTRACT....................................................................................................................................................2
ACKNOWLEDGEMENTS................................................................................................................................3
LIST OF TABLES.........................................................................................................................................6
DEFINITION OF TERMS............................................................................................................................7
1.1. Introduction.....................................................................................................................................9
1.4. Specific Objective..........................................................................................................................12
1.5. Research Question.........................................................................................................................13
1.6. Scope of the Study.........................................................................................................................13
1.7. Significance of the study................................................................................................................13
2.1 Introduction.......................................................................................................................................15
2.4 Challenges of implementing Sustainable practices in the 5-star hotels.........................................16
2.5 Staff awareness..............................................................................................................................18
2.6 Theoretical framework..................................................................................................................20
2.7 Relevance to the study..................................................................................................................21
2.8 Relation to previous studies...........................................................................................................22
2.9 Gaps in the study...........................................................................................................................24
2.10 Conceptual Framework..................................................................................................................24
CHAPTER THREE: RESEARCH METHODS.................................................................................................26
3.2 Research Design.............................................................................................................................27
3.4 Sampling Technique and Sample Size............................................................................................27
3.5 Data Collection Procedures............................................................................................................28
3.6 Data Analysis and Presentation.....................................................................................................28
3.7 Research Quality – validity, reliability and objectivity of the research...........................................29
3.8 Ethical Considerations...................................................................................................................30
CHAPTER FOUR: DATA ANALYSIS AND DISCUSSION...............................................................................30
4.1 Introduction...................................................................................................................................31
4.2 Demographic data.........................................................................................................................31
4.3 Challenges of implementing sustainability practices in the 5-star hotels in Nairobi Central
Business District....................................................................................................................................33
4.3.4 Guest Resistance........................................................................................................................37

IV
4.4 Effectiveness of the Implemented Sustainability Practices............................................................40
4.5 Evaluation of F&B Staff Awareness on Sustainability Practices......................................................47
CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS....................................................................52
5.1 Introduction...................................................................................................................................53
5.2 Conclusion.....................................................................................................................................53
5.3 Recommendation..........................................................................................................................54
Reference..............................................................................................................................................55
Appendix 2:Research Questionnaires....................................................................................................60
FOOD AND BEVERAGE STAFF.................................................................................................................63
Appendix 3:List of Elements in the Target Population...........................................................................66

V
 LIST OF FIGURES

Figure 1:Challenges of implementing sustainability practices................................................21

Figure 2:Difficulty in Measuring Impact...................................................................................22
Figure 3:Lack of Management Support....................................................................................23
Figure 4: Staff Training & Awareness Gaps..............................................................................24
Figure 5:Guest Resistance...........................................................................................................25
Figure 6: Supply Chain Issues....................................................................................................26
Figure 7:Financial Constraints...................................................................................................27
Figure 8:Effectiveness of the Implemented Sustainability Practices......................................28
Figure 9: Waste Reduction..........................................................................................................29
Figure 10: Energy Efficiency......................................................................................................30
Figure 11:Water conservation.....................................................................................................31
Figure 12: Sustainable Sourcing.................................................................................................32
Figure 13: Use of Biodegradable packaging..............................................................................33
Figure 14: Training and awareness program............................................................................34
Figure 15: Evaluation of F&B Staff Awareness on Sustainability Practices..........................35
Figure 16: Guest Education and engagement...........................................................................36
Figure 17: Engagement and motivation.....................................................................................37
Figure 18: Sustainable Knowledge Levels.................................................................................38
Figure 19:Training frequency and Quality................................................................................39

VI
 LIST OF TABLES

Table 1: Education Respondent

Table 2:Gender Demography
Table 3: Work Experience Demography
Table 4:Response Rate………………………………………………………………………….

VII
DEFINITION OF TERMS
1. Sustainability; - Sustainability is the capacity to maintain or support a process or system over
the long term without depleting resources or causing severe ecological damage.
2. Food and Beverage Department; - A specific department that is responsible for all the dining
services provided to guests in a hotel or hospitality establishment.
3. 5-Star Hotel; - An establishment that provides the highest level of luxury, comfort, and
service.
4. Sustainable Development Goals; - These are a set of 17 global goals adopted by all United
Nations Member States in 2015 as part of the 2030 Agenda for Sustainable Development.
5. Central Business District; - A commercial business centre of a city

VIII
CHAPTER ONE: INTRODUCTION
1.1. Introduction

Sustainability is the capacity to maintain or support a process or system over the long term
without depleting resources or causing severe ecological damage. The ability to meet the needs
of the present without compromising the ability of future generations to meet their own needs. In
the hospitality industry, sustainability involves implementing practices that reduce environmental
impact, promote social equity, and ensure economic viability (Villareal, n.d.).

Five-star hotels offer the most luxurious facilities, services and comforts but are by no means in
league with fancy or gimmicky advertisement that many star-rating hotel systems connote. They
are associated with upscale accommodations featuring spacious and elegantly designed rooms,
upper-level bedding as well as high end amenities. Five-star hotels five-star service all the way
around, starting with personalized and attentive staff that can be reached at nearly any hour of the
day. They usually have a number of eating options, including upmarket restaurants and may also
offer an array of facilities like spa, fitness centers all the way to swimming pools or business
center.

Five-star hotels are recognized for their meticulous attention to detail, cleanliness and the overall
guest experience, adhering to the highest standards in the hospitality industry. This classification
indicates that the hotel meets or exceeds the strictest criteria for quality, service, and luxury.
These classifications are crucial as they often determine the resources and expectations related to
sustainability practices within these establishments (Kosar et al., n.d.).

The food and beverage department in a hotel or hospitality establishment is a specific department
that is responsible for all dining services provided to guests. This includes the preparation,
presentation and service of food and drinks, the department typically oversees various areas such
as; restaurants, bars, room service, banquets, catering and kitchen operations with functions like
menu planning, purchasing and inventory control, ensuring food safety and hygiene standards,
managing staff and delivering high-quality dining experiences to guests. The Food and Beverage
department is crucial for the overall guest experience and often represents a significant portion of
the hotel's revenue (Perez & Apritado, 2022).

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Globally, sustainability has become a critical agenda as the impact of climate change, resource
depletion, and social inequities become more pronounced (van Niekerk, 2020) . International
efforts, such as the United Nations' Sustainable Development Goals (SDGs), aim to address these
challenges by promoting sustainable practices across various sectors (Fukuda-Parr et al., 2022).

The Sustainable Development Goals are a collection of 17 global goals designed to achieve a
better and more sustainable future for all, addressing issues such as poverty, inequality, climate
change, environmental degradation, and peace and justice (Menton et al., 2020). A key focus of
Sustainable Development Goal 12 is to ensure sustainable consumption and production patterns
(, n.d.) , with the more specific Target 12.3, which aims, by 2030, to halve per capital global food
waste at the retail and consumer levels and reduce food losses along production and supply
chains, including post-harvest losses (Fabi & English, n.d.) . The hospitality industry, in
particular, has been encouraged to adopt more sustainable operations to reduce its significant
environmental footprint. Over the last decade, there has been much emphasis on using
sustainable practices, many of which are now ingrained in the collective psyche (Khatter, 2023).

Kenya has embraced sustainability as part of its national development strategy. The Kenyan
government has integrated sustainable practices into its Vision 2030 blueprint, aiming to
transform the country into a newly industrializing, middle-income nation providing a high
quality of life to its citizens. The social pillar of Vision 2030 seeks to create a just, cohesive and
equitable social development in a clean and secure environment. It, therefore, presents
comprehensive social interventions aimed at improving the quality of life of all Kenyans and
Kenyan residents. The vision classifies interventions in the social pillar into six broad areas of
focus. These include education, health, water and sanitation, environment, housing and
urbanization, and gender, youth and vulnerable groups (Ndung’u et al., n.d.).

In Nairobi, the focus on sustainability in the food and beverage sector is particularly vital due to
the region's unique environmental and socio-economic conditions. Challenges such as resource
scarcity, waste management and ethical sourcing are critical areas that require attention.
Additionally, catering to a diverse clientele provides an opportunity for these hotels to set
industry standards and lead in sustainable hospitality practices.

The Central Business District is known to be a commercial hub, a bustling heart of the city,
shaped like a pentagon and bordered by major roads Uhuru Highway, Haile Selassie Avenue,

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Moi Avenue, and University Way, it is bordered to the southwest by Uhuru Park. It features many
of Nairobi's important buildings, including the City Hall and Parliament Building, the city square
is also located within the perimeter. Most of the skyscrapers in this region are the headquarters of
businesses and corporations, such as I&M and the Kenyatta International Conference Centre.
Essentially, the Central Business District is a mix of commercial activity, and urban development
(Wanjiru & Kosuke, 2014). This study will do a 5km radius of the Central Business District as is
home to a significant concentration of five-star hotels, making it an ideal area for a study on
sustainability in high-end hospitality. The area's proximity to key transport hubs and business
areas makes data collection easier. These hotels have a significant economic footprint, making
them critical for environmental sustainability initiatives (Wanjiru & Kosuke, 2014).

The hotel industry in Kenya, particularly in Nairobi, plays a significant role in the country's
economy. The Government of Kenya (2013) National tourism strategy 2013-2018 rank Tourism
as the most important industry in Kenya after Agriculture (Nzioka & Njuguna, n.d.) .
Recognizing the importance of sustainability, many hotels have begun to implement eco-friendly
practices. These include energy conservation measures, water-saving initiatives, waste reduction,
and community engagement projects. The rise of eco-tourism has also spurred hotels to adopt
more sustainable practices to attract environmentally conscious travelers. However, the extent
and effectiveness of these practices vary widely among establishments.

In 5-star hotels, the food and beverage department are a critical area for implementing
sustainability practices due to its high resource consumption and waste generation. Sustainable
practices in this department can include sourcing locally produced and organic foods, reducing
food waste through efficient inventory and portion control, and implementing energy-saving
technologies in kitchens and use of organic soap. Moreover, training staff and educating guests
about sustainable dining options contribute to broader environmental and social impacts. In
Nairobi's Central Business District, where competition among high-end hotels is fierce, adopting
these practices not only enhances operational efficiency but also strengthens the hotel's brand
reputation and appeal to eco-conscious guests.

The adoption of sustainability practices within the food and beverage departments of five-star
hotels in Nairobi's Central Business District represents a critical opportunity for the hospitality
sector to contribute to broader environmental and socio-economic goals. By integrating these

3
practices, hotels not only enhance their operational efficiency and competitiveness but also play
a pivotal role in promoting sustainable development in Kenya. This study aims to explore the
current state of sustainability practices in this sector, identifying the practices and challenges to
foster a more sustainable future for the hotel industry in Nairobi.

1.2. Problem Statement

In Nairobi's Central Business District, these hotels play a crucial role in the tourism industry,
contributing to economic development but also posing challenges in terms of sustainability. The
food and beverage departments of these hotels are major contributors to resource consumption,
waste generation, and carbon emissions. Despite the growing global emphasis on sustainable
practices, there is limited research and documentation on how these practices are implemented
and their effectiveness within the Food and Beverage departments of Nairobi's five-star hotels.

Current sustainability efforts in these departments are often fragmented and inconsistent, lacking
comprehensive strategies that address the full spectrum of environmental, social, and economic
impacts. Additionally, there is a gap in understanding the perceptions and engagement of
stakeholders. Improving stakeholder engagement and promoting meaningful dialogue with
stakeholders is crucial (Jones et al., 2014). An enhanced rapport among stakeholders is a pivotal
catalyst for stimulating environmental initiatives and practices (Khatter, 2023). Hotel staff,
suppliers, and guests should also be included in these sustainability initiatives. An essential
factor contributing to the effectiveness of environmental sustainability initiatives in staff-
intensive hospitality establishments is the implementation of a comprehensive awareness and
education program (Khatter, 2023).
Addressing these issues is critical not only for reducing the environmental footprint of these
hotels but also for enhancing their social responsibility and long-term economic viability.
Therefore, this study aims to investigate the adoption of sustainability practices in the Food and
Beverage departments of five-star hotels in Nairobi's Central Business District and identifying
the challenges to implementation that may discourage some of these hotels from adopting some
of the sustainable practices. The primary problem is the lack of comprehensive, consistent
sustainability practices and insufficient stakeholder engagement, which hinder the potential for
significant environmental, social, and economic benefits.

1.3. General Objective

4
To identify and analyze the specific sustainability practices implemented within the food and
beverage departments in the 5-star hotels in Nairobi Central Business District.

1.4. Specific Objective

1. To assess the challenges of implementing these practices in the 5-star hotels in Nairobi
Central Business District.
2. To identify the effectiveness of the implemented sustainability practices.
3. To evaluate the level of food and beverage staff awareness on sustainability practices in 5-
star hotels in Nairobi Central Business District.

1.5. Research Question

1. What are the challenges of implementing sustainability practices in 5-star hotels in Nairobi
Central Business District?
2. How effective are the sustainability practices that have been implemented in these hotels?
3. What is the level of awareness among food and beverage staff regarding sustainability
practices in 5-star hotels in Nairobi Central Business District?

1.6. Scope of the Study

The study will involve only five-star hotels located and operating within a 5-kilometre radius
from the center of Nairobi's Central Business District. This research will be confined specifically
to 5-star hotels, as this segment is anticipated to demonstrate more comprehensive measures
within the sustainability concept compared to other hospitality categories. The focus will be on
the hotels' food and beverage department, as this area has significant potential for sustainability
efforts.

The study will cover various aspects of sustainability, including raw materials sourcing policies
and practices e.g., domestic sourcing and fair-trade practices, equipment or machinery used e.g.,
durable and efficient mass production equipment, and cooking practices e.g., preparing dishes
from scratch. Additionally, the study will examine the knowledge and awareness of sustainability
practices among the staff members of the Food and Beverage department in the chosen four and
five-star hotels.

1.7. Significance of the study

This study is important as it seeks to understand how five-star hotels in Nairobi's Central
Business District can operationalize sustainability practices in their food and beverage

5
operations. The investigation will indicate how these hotels can operate more efficiently and
meet the growing customer demand for sustainability-based services. The findings will also have
broader implications, including job creation, utilization of local suppliers, and enhancing the
image and competitiveness of the hotels, ultimately benefiting both the hotels and the community
that hosts them.

6
CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction
This chapter will explore the existing literature on sustainability practices, focusing on
operational sustainability, strategic alignment, and human resource management within the F&B
departments. The review will provide a foundation for understanding the sustainability practices
currently adopted in the hospitality industry and identify gaps that this study aims to address.

2.2 Specific sustainability practices implemented in the food and beverage

department.
The food and beverage department in hotels has the potential to play a crucial role in
implementing sustainability practices due to its high resource consumption and waste generation.
Globally, sustainable practices in this department are gaining momentum, emphasizing energy
conservation, waste management, sustainable sourcing and water efficiency (Abdou et al., 2020;
Pirani & Arafat, 2014). This study will examine whether these practices contribute to operational
efficiency, environmental conservation, and overall sustainability in Nairobi's five-star hotels.
Key practices to be investigated include the use of energy-efficient kitchen technologies,
recycling programs, composting food waste, and sustainable sourcing of ingredients (Orynycz &
Tucki, 2021). By evaluating how these practices are implemented, the study aims to identify
their impact on the F&B operations of selected hotels.

2.3 Effectiveness of sustainability practices in Food and Beverage department

of 5-star hotels in Nairobi Central Business District.

The effectiveness of sustainability practices will be assessed through their ability to reduce
environmental impacts, achieve cost savings, and enhance guest satisfaction. Hotels adopting
practices such as sourcing local and organic produce are believed to lower their carbon footprints
by reducing transportation emissions (Abdou et al., 2020). However, this study will determine
whether such outcomes are evident within the chosen Nairobi hotels.

Additional practices to be evaluated include comprehensive waste management programs and

water and energy conservation measures. For example, the adoption of low-flow faucets and
energy-efficient kitchen appliances is expected to reduce resource consumption. These initiatives

7
will be analysed for their alignment with global sustainability trends and their appeal to
eco-conscious travellers (Orynycz & Tucki, 2021).

2.3.1 Management Programs

Management programs can be critical in driving sustainability initiatives, these programs involve
setting clear goals, integrating the goals to the overall business strategy and ensuring they are
communicated effectively across all levels of the organization (Galpin et al., n.d.).

For instance, some hotels have implemented the use of scorecards to help monitoring and
evaluating the progress of their sustainability initiatives. They usually include merits related to
energy use, water consumption and sourcing practices (Kang et al., 2015). In addition,
management plays a key role in fostering a culture of sustainability by leading by example,
which involves prioritizing sustainability in decision making processes and allocating resources
towards its initiatives (Rubio-Mozos et al., 2020). Management programs can also include
partnerships with local suppliers to enhance the sustainability of the supply chain, as well as
investing in training programs that equip staff with the knowledge and skills needed to support
sustainability efforts (Albrecht et al., 2015).

2.3.2 Sustainable Practices in Food and Beverage Departments.

Sustainability practices cover a wide range of activities aimed at minimizing environmental
impacts while enhancing operational efficiency, below are additional practices as noted by the
articles. Key practices include energy conservation by using energy efficient appliances like
induction cooktops, LED lighting and energy efficient refrigeration systems (Orynycz & Tucki,
2021). Another critical area is waste management where hotels have adopted comprehensive
recycling and composting programs to reduce the volume of waste sent to landfills. A good
example is when food waste is often composted, and materials like glass, paper, and plastics are
recycled (Pirani & Arafat, 2014).

Furthermore, hotels have started implementing sustainable menus that focus on plant-based
options and seasonal ingredients which not only aligns with global sustainability trends, but also
caters to the growing demand for healthy and environmentally conscious dining options among
guests (Orynycz & Tucki, 2021).

8
 2.4 Challenges of implementing Sustainable practices in the 5-star hotels
Implementing sustainability practices in the food and beverage departments of 5-star hotels in
Nairobi Central Business District could present several challenges, despite the numerous
benefits. One significant challenge is the initial financial investment required for sustainable
infrastructure and technologies. Upgrading to energy-efficient kitchen appliances, installing
water-saving devices, and sourcing organic or locally produced ingredients often entail higher
upfront costs. While these investments can lead to long-term savings, the initial expenditure can
be a barrier, particularly for hotels operating on tight budgets (Alonso-Almeida et al., 2017).
Waste management can also be complex, efficiently handling large scale waste has proven to be
a challenge to a lot of hotels. Implementing some comprehensive waste management
programmes like recycling, composting and reducing food waste generally requires meticulous
planning, staff training and hands on monitoring (Pirani & Arafat, 2014).

Another challenge is the availability and consistency of supply for sustainable products.
Sourcing locally grown, organic, or fair-trade ingredients can be difficult due to limited
availability or seasonal fluctuations (Alonso-Almeida et al., 2017). This inconsistency can
impact menu planning and the overall dining experience, requiring hotels to establish strong
relationships with local suppliers and sometimes adjust their offerings based on seasonal
availability. Additionally, the local supply chain may not always meet the high standards
required by luxury hotels, necessitating further investment in supplier development and quality
assurance (Kinyanjui, n.d.).

Staff training and engagement also pose challenges. Implementing and maintaining sustainable
practices require ongoing education and commitment from all levels of staff. Ensuring that
employees understand and adhere to sustainability protocols can be time-consuming and requires
continuous effort from management (Abdou et al., 2020). Resistance to change can also be an
issue, as staff members accustomed to traditional practices may be reluctant to adopt new
methods. Effective communication, training programs, and incentives are essential to foster a
culture of sustainability within the hotel (Kang et al., 2015).

Moreover, the measurement and reporting of sustainability initiatives can be complex.

Accurately tracking the impact of sustainability efforts, such as reductions in energy and water
use or decreases in waste production, requires robust monitoring systems and data management.
9
Hotels need to invest in technology and expertise to effectively measure and report their
sustainability performance, which can be resource intensive. There can also be a disconnect
between sustainability goals and overall business strategies and it may lead to lack of necessary
support and resources to be effective, leading to fragmented efforts.

By addressing these challenges strategically, hotels can enhance their sustainability efforts and
continue to improve their environmental and economic performance.

2.5 Staff awareness

Enhancing staff awareness on sustainability practices in the food and beverage departments of
5-star hotels in Nairobi Central Business District is crucial for the successful implementation and
maintenance of these initiatives. One effective strategy is to provide comprehensive training
programs that educate employees about the importance of sustainability and the specific
practices the hotel is implementing (Abdou et al., 2020).

2.5.1 Training
Focusing training on the core areas of sustainability, like saving energy and water, reducing
waste, and sourcing more responsibly is key for staff awareness enhancement. Hands-on training
and interactive staff experience through workshops and demonstrations make sure the staff
members really understand how to integrate these practices into their daily routines.

2.5.2 Energy and Water Conservation

Staff can train on how to use energy-efficient kitchen equipment like induction cooktops and
energy-saving dishwashers. For instance, they could learn to switch off idle equipment or utilize
low-energy settings during off-peak hours.

2.5.3 Waste Reduction

Training can focus on reducing food waste through proper portion control, inventory
management, and repurposing leftovers. For example, kitchen staff could be taught to utilize
food scraps in soups or sauces, thus reducing waste while enhancing menu options.

10
 2.5.4 Sustainable Sourcing

Purchasing staff could be educated on sourcing from local, organic, or fair-trade suppliers. A
practical example would be how to negotiate with local farmers for consistent delivery of
organic produce to minimize food miles, support the local economy, and ensure fresh ingredients
for guests.

Interactive workshops, demonstrations, and hands-on training sessions can help staff understand
and internalize these practices. For example, hands-on training in composting techniques or the
use of sustainable packaging can empower staff to make environmentally friendly choices in
their day-to-day tasks.

2.5.5 Regular communication and updates

Hotels can use various communication channels;

[Link] Newsletters

A monthly or quarterly sustainability newsletter can highlight recent successes such as

reductions in water or energy use. For example, the newsletter could spotlight a reduction of
10% in water consumption due to the installation of low-flow faucets and highlight the
employees who contributed to this achievement.

[Link] Staff Meetings

Regularly scheduled sustainability-focused meetings can serve as platforms for discussing

progress, setting new goals, and troubleshooting challenges. For instance, F&B managers could
present data on food waste and propose targets for further reduction based on seasonal menu
changes.

[Link] Digital Platforms

Using apps or digital bulletin boards to send sustainability reminders or updates can keep the
staff informed. For example, an app can track energy savings in real-time and notify staff when
targets are met, thus fostering a sense of shared accomplishment.

11
Celebrating milestones, such as reducing food waste by 20% over six months or achieving a
target of sourcing 50% of ingredients locally, not only keeps the staff motivated but also
reinforces the importance of their contributions to the hotel’s sustainability goals. These are also
essential to keep sustainability at the forefront of staff priorities (Galpin et al., n.d.).

2.5.6 Incorporating sustainability in core values and mission statement

Moreover, incorporating sustainability into the hotel's core values and mission statement can
help align staff efforts with the hotel's broader environmental goals (Kang et al., 2015).

[Link] Leadership by Example

Hotel management can lead by showcasing their commitment to sustainability in their daily
decisions. For instance, a hotel might invest in solar energy to power kitchen operations,
signaling to staff that sustainability is not just a buzzword but a core operational value.
Management should lead by example, demonstrating a commitment to sustainability in their
actions and decisions (Rubio-Mozos et al., 2020).

[Link] Performance Metrics

Aligning sustainability with performance evaluations is another way to reinforce the importance
of eco-friendly practices. For example, staff could be assessed based on how well they comply
with waste reduction protocols, energy-saving methods, or adherence to sustainable sourcing
practices. Regularly evaluating and adjusting sustainability training and communication
strategies based on feedback and performance can ensure that staff awareness and engagement
remain high over time (Albrecht et al., 2015).

[Link] Employee Involvement

Encouraging employees to participate in decision-making regarding sustainability initiatives can
increase their buy-in. For example, setting up a “Green Committee” where staff members from
different departments discuss new ideas, such as using biodegradable packaging or introducing a
plant-based menu, can align their roles with the hotel’s sustainability efforts. By prioritizing staff
awareness and engagement in sustainability practices, hotels can create a cohesive and motivated
team that works together to achieve their environmental goals, ultimately enhancing the
effectiveness and impact of their sustainability initiatives in the F&B department.

12
2.6 Theoretical framework
2.6.1 Organizational Change Theory
Organizational Change Theory explores how organizations undergo transformation in response
to internal and external factors, including the adoption of new practices and the management of
resistance to change. This theory is rooted in the idea that successful change requires careful
planning, clear communication, and the involvement of all stakeholders (Hubbart, 2023).
Organizational Change Theory is relevant for understanding the challenges these hotels face in
implementing sustainable practices. It helps to explain the barriers to change, such as resistance
from staff or inadequate resources, and how management strategies—such as training programs
or leadership support—can facilitate the adoption of sustainability practices. By applying this
theory, one can assess the effectiveness of the change management strategies employed by these
hotels and how they influence the successful implementation of sustainability initiatives.

2.7 Relevance to the study

The study on sustainability practices in the food and beverage department of 5-star hotels in
Nairobi's Central Business District aligns with and extends the findings of previous research in
various key areas. The operational focus of my research, particularly on resource management
within the F&B department, resonates with the conclusions drawn by (Orynycz & Tucki, 2021),
(Pirani & Arafat, 2014), and (Abdou et al., 2020). These authors emphasize the importance of
implementing specific operational practices to enhance sustainability, such as energy efficiency,
water conservation, and waste management areas that are also critical within the F&B sector of
luxury hotels. By examining how these practices are adopted and managed in Nairobi's 5-star
hotels, the study contributes to the understanding of operational sustainability in a key but often
overlooked segment of hotel operations.

Furthermore, the strategic and organizational dimensions of sustainability explored by (Galpin et

al., n.d.), (Rubio-Mozos et al., 2020), and (Kang et al., 2015) provide a valuable context for the
research. These studies highlight the necessity of aligning sustainability initiatives with overall
business strategies and fostering a culture of sustainability within organizations. This research
examines the extent to which such strategic alignment and organizational culture are present in
the F&B departments of Nairobi's 5-star hotels. By doing so, it adds a layer of understanding to

13
how strategic sustainability is operationalized at the departmental level in the hospitality
industry, particularly in the unique context of Nairobi.

Additionally, the role of human resource management and employee engagement in driving
sustainability, as discussed by (Albrecht et al., 2015), is also relevant to this study. Effective
sustainability practices in the Food and Beverage department depend heavily on the engagement
and participation of staff and this research explores how employee engagement and HR practices
in these hotels contribute to the successful implementation of sustainability initiatives within the
Food and Beverage department. This connection underscores the importance of considering the
human element in sustainability efforts, complementing the strategic and operational
perspectives covered in previous studies.

In summary, this study builds on the existing body of research by focusing on the specific
context of the F&B department in 5-star hotels in Nairobi Central Business District. It integrates
operational, strategic, and human resource considerations to provide an understanding of how
sustainability practices are implemented in this critical area of hotel operations. This not only
contributes to the broader discourse on sustainability in the hospitality industry but also offers
practical insights for enhancing sustainability in a region with unique challenges and
opportunities.

2.8 Relation to previous studies

The study on sustainability practices in the food and beverage department of 5-star hotels in
Nairobi’s Central Business District aligns with and extends the findings of previous research in
various key areas. The operational focus of my research, particularly on resource management
within the F&B department, resonates with the conclusions drawn by (Orynycz & Tucki,
2021), (Pirani & Arafat, 2014), and (Abdou et al., 2020). These authors emphasize the
importance of implementing specific operational practices to enhance sustainability, such as
energy efficiency, water conservation, and waste management areas that are also critical within
the F&B sector of luxury hotels. By examining how these practices are adopted and managed in

14
Nairobi 5-star hotels, the study contributes to the understanding of operational sustainability in a
key but often overlooked segment of hotel operations.

Furthermore, the strategic and organizational dimensions of sustainability explored by (Galpin

et al., n.d.), (Rubio-Mozos et al., 2020), and (Kang et al., 2015) provide a valuable context for
the research. These studies highlight the necessity of aligning sustainability initiatives with
overall business strategies and fostering a culture of sustainability within organizations. This
research examines the extent to which such strategic alignment and organizational culture are
present in the F&B departments of Nairobi 5-star hotels. By doing so, it adds a layer of
understanding to how strategic sustainability is operationalized at the departmental level in the
hospitality industry, particularly in the unique context of Nairobi.
Additionally, the role of human resource management and employee engagement in driving
sustainability, as discussed by (Albrecht et al., 2015), is also relevant to this study. Effective
sustainability practices in the Food and Beverage department depend heavily on the
engagement and participation of staff and this research explores how employee engagement
and HR practices in these hotels contribute to the successful implementation of sustainability
initiatives within the Food and Beverage department. This connection underscores the
importance of considering the human element in sustainability efforts, complementing the
strategic and operational perspectives covered in previous studies.
In summary, this study builds on the existing body of research by focusing on the specific
context of the F&B department in 5-star hotels in Nairobi Central Business District. It
integrates operational, strategic, and human resource considerations to provide an
understanding of how sustainability practices are implemented in this critical area of hotel

15
operations. This not only contributes to the broader discourse on sustainability in the
hospitality industry but also offers practical insights for enhancing sustainability in a region
with unique challenges and opportunities.

2.9 Gaps in the study

Author(s) Focus of Study Key Findings Knowledge Gap
(Abdou et al., 2020) Green hotel practices Various green Limited research on
and sustainable practices contribute how these practices
development to sustainable is applied within the
development in F&B department of
hotels. 5-star hotels in
Nairobi.

16
2.10Conceptual Framework

Independent Variable

Technological Innovation

(e.g., online ordering, digital payments, etc.)

Customer Awareness
(e.g., knowledge, familiarity)

Dependent variable

Restaurant Type Customer Experience

(e.g., fast-casual, full-service) (e.g., convenience, satisfaction)

Customer Satisfaction
(e.g., likelihood to return, positive reviews,
recommendations)

Independent Variable

Service Quality
(e.g., speed, cleanliness, staff)

17
Figure 1: Conceptual Framework
The graphic depicts the correlation between technology innovation, service quality, and
consumer happiness within the restaurant sector. Technological innovation, such as online
ordering and digital payments, elevates customer awareness, hence impacting their selection of
restaurant types (fast-casual or full-service). The quality of service, including quickness,
cleanliness, and staff, directly influences the sort of restaurant. The selected type of restaurant
influences customer experience (convenience, satisfaction), which ultimately dictates overall
consumer satisfaction. Enhanced customer satisfaction results in recurrent patronage, favorable
evaluations, and referrals. This concept emphasizes the interaction of technology, service, and
consumer perceptions in fostering restaurant success.

18
 CHAPTER THREE: RESEARCH METHODS
3.1 Introduction
This chapter covered the research methodology to investigate the sustainability practices in the
F&B departments of five-star hotels in the Nairobi Central Business District area. For this
research, a 5Km radius from the Central Business District will be covered (, n.d.). This radius
covers seven of these hotels; Radisson Blu Hotel Nairobi, The Sarova Stanley, Villa Rosa
Kempinski, Fairmont the Norfolk, Sankara Nairobi, The Boma Nairobi, Dusit D2
(Hotel Classification Nairobi 2023, n.d.).

3.2 Research Design

This research will employ a descriptive survey design, suitable for collecting qualitative through
questionnaires. This design is suitable for gathering comprehensive data on the sustainability
practices, challenges in implementation, and staff awareness levels in the Food and Beverage
departments of selected hotels (Library Assitant, 2019).

3.3 Target Population

The target population for this study are the Food and Beverage departmental managers and the
Food and Beverage staff members in 5-star hotels within a 5km radius of Nairobi Central
Business District. This is due to the manager's direct involvement with the staff members in their
daily operations of the Food and Beverage department and their knowledge on the strengths and
weaknesses of their staff members, and the hands-on experience the staff members have. The
questionnaires will be sent to the respondents of a particular shift by the food and beverage
manager, this is because the different hotels being tackled may have more than one restaurant, an
example being Villa Rosa Kempinski which can make it difficult to gauge the total number of
staff members (Kempinski Environmental Performance Report, n.d.).

3.4 Sampling Technique and Sample Size

This study will use purposive sampling, which refers to a non-probability sampling technique in
which units are selected because they have characteristics that one needs for their sample (, n.d.)
to select hotels to be sampled out of the 10 five-star hotels within a 5km radius of Nairobi’s
Central Business District, the hotels were chosen according to the Tourism Regulatory Authority
list of hotel ratings (, n.d.). This technique is appropriate as it allows for the deliberate selection
of hotels that meet specific criteria such as size, reputation, and demonstrated sustainability

19
practices in the food and beverage departments. The hotels chosen are, The Sarova Stanley, Villa
Rosa Kempinski, Radisson Blu Arboretum, Dusit D2, Fairmont hte Norfolk.

Sarova Hotels have been recognized for integrating sustainability into their operations. They use
energy-efficient technologies and have waste reduction programs. Sarova's commitment aligns
with global sustainability standards (Administration, n.d.).

Kempinski has been a pioneer in sustainable luxury, with initiatives such as sourcing local and
organic produce for their restaurants. Their use of sustainable materials and community-based
programs further supports their inclusion (Kempinski Environmental Performance Report, n.d.).

The Radisson Hotel Group has an established Responsible Business initiative that promotes
energy conservation, water efficiency, and sustainable food sourcing, making them a strong
candidate for studying sustainability practices in Nairobi's Food and Beverage sector
(Radisson Responsible Business Report, 2023)

Dusit D2, known for their eco-friendly initiatives, Dusit Hotels are involved in reducing their
carbon footprint through energy-efficient kitchen technologies and sourcing locally produced
ingredients, which make them relevant for this study. Fairmont Hotels have a well-known
commitment to sustainability, with several awards for their eco-friendly practices. They engage
in waste management, energy conservation, and fair-trade sourcing (, n.d.) .

The selection of these 5 hotels is based on the manageable sample size that allows for in-depth
analysis while ensuring diversity in sustainability practices. By focusing on the 5 hotels that are
most accessible and have made visible efforts in sustainability, the study ensures that there is a
balance between data richness and feasibility in terms of data collection. Furthermore, these
hotels are representative of the broader trends in Nairobi's high-end hospitality sector, which
strengthens the generalizability of the findings.

3.5 Data Collection Procedures

Data will be collected using structured questionnaires designed to have a mix of both closed and
open-ended questions to gather detailed information on current sustainability practices, perceived
challenges, and levels of awareness among staff. The questionnaires will be sent via email to the
departmental managers in the selected hotels who will foward them to their staff members.

20
3.6 Data Analysis and Presentation

In this study, the data collected through questionnaires will be analysed by looking for patterns
that help answer the research questions. Starting by reviewing all the responses carefully to
understand the big picture and pinpoint key insights on sustainability practices, challenges faced,
and staff awareness in the food and beverage departments of the selected hotels.

The analysis will focus on identifying trends, such as which sustainability practices are most
implemented or the main barriers to adopting these practices. It will also look at the feedback
from staff and managers to see if there are any noticeable differences in their perspectives on
sustainability. Results will be presented in a clear and straightforward way using tables, charts,
and descriptive summaries. These visuals will make it easy to spot important findings, such as
the number of hotels using water-saving technologies or the percentage of staff who feel
adequately trained in sustainability.

In the end, the goal is to present the data in a way that not only highlights key trends but also
provides meaningful insights into how sustainability is being implemented and understood
within the selected five-star hotels.

3.7 Research Quality – validity, reliability and objectivity of the research

In this research, validity will be ensured by designing the questionnaire based on well-
established sustainability practices. The questions will be crafted to directly align with the
research objectives—evaluating sustainability practices, challenges, and staff awareness in the
Food and Beverage departments of the selected hotels.

Reliability focuses on consistency and repeatability. To ensure reliability, a consistent data

collection process will be used across all selected hotels. This means the same structured
questionnaire will be used for all participants, and the data will be collected under similar
conditions. The goal is to get consistent responses if the research were repeated with the same
participants under the same circumstances. Follow-ups or clarifications will be standardized to
avoid introducing bias.

Objectivity ensures that the research is free from personal bias or subjective influence. In this
study, structured questionnaires will be used to gather data in a neutral way, allowing

21
respondents to share their perspectives without leading questions. The use of closed-ended
questions, along with predefined response options, will help maintain objectivity as well as
avoiding personal interpretations in the data analysis by sticking closely to the themes and
responses gathered.

3.8 Ethical Considerations

This study will obtain informed consent from all participants, ensuring they are aware of the
study's purpose and their right to withdraw at any time. Confidentiality and anonymity will be
maintained to protect the identities of the respondents across all the selected hotels.

22
 CHAPTER FOUR: DATA ANALYSIS AND DISCUSSION
4.1 Introduction
This chapter presents the explanation and meaning of data collected in accordance with the
research questions and objectives of the study. Data were processed thematically, and some
findings were presented using tables, charts, and graphs to make them easily understandable. The
study aims to identify and analyze sustainability practices used in the food and beverage
departments of 5-star hotels in Nairobi’s Central Business District, assess the problems
experienced in their execution, evaluate their effectiveness, and measure staff awareness levels.
Following editing for completeness and accuracy, the collected information was systematically
evaluated to elucidate its importance in relation to the research. The results indicate
opportunities for growth in environmental accountability within the hotel industry and the
dominant trends in sustainability.

4.2 Demographic data

The respondents involved in this study had different characteristics. They had different sex, age;
level of education and from different groups, also they had different working experience.

4.2.1 Education Level of Respondents

The respondents' educational attainment was classified into three categories: Diploma and
Certificate, Bachelor's Degree, and Bachelor's Degree with supplementary professional
credentials (ACCA/CPA/Master's Degree/PhD). The results indicate that 18 respondents (72%)
held only a Bachelor's Degree, whilst 7 respondents (28%) held other qualifications, like ACCA,
CPA, or a Master's Degree. No responders possessed solely a Diploma or Certificate. This
indicates that all respondents were well-educated, hence enhancing the reliability of their
responses about sustainability practices in the Food and Beverage (F&B) sector.

Education Level Number of Respondents Percentage (%)

Diploma and Certificate 0 0%

Bachelor’s Degree Only 18 72%

Bachelor’s Degree with 7 28%

ACCA/CPA/Master’s Degree

23
 Total 25 100%

Table 1: Education Respondent

4.2.2 Gender Distribution of Respondents
The study included both male and female respondents. The results indicate that 14 respondents
(56%) were female, while 11 respondents (44%) were male. This suggests a higher female
representation in sustainability roles within the F&B departments, which may reflect an
increasing trend of women in leadership and environmental management in the hospitality
industry.

Gende Number of Respondents Percentage (%)

r

Male 11 44%

Female 14 56%

Total 25 100%

Table 2:Gender Demography

4.2.3 Work Experience of Respondents
The respondents had varying levels of work experience in the hospitality industry, categorized
into 0-5 years, 6-10 years, and more than 10 years. The findings show that the majority of
respondents (17 individuals, or 68%) had 0-5 years of experience, indicating that most
employees were relatively new in the industry. 6 respondents (24%) had between 6-10 years of
experience, while only 2 respondents (8%) had worked for more than 10 years, suggesting that
long-term employment in sustainability-focused F&B roles may be limited.

Years of Experience Number of Respondents Percentage (%)

0-5 years 17 68%

6-10 years 6 24%

10+ years 2 8%

Total 25 100%

24
Table 3: Work Experience Demography
4.2.4 Questionnaire Response Rate
The study achieved a 100% response rate, with all 25 distributed questionnaires fully completed
and returned. This high response rate suggests strong engagement from participants and ensures
comprehensive data collection.

Response Status Number of Percentage (%)

Questionnaires

Questionnaires returned 25 100%

Questionnaires not returned 0 0%

Total 25 100%

Table 4:Response Rate

4.3 Challenges of implementing sustainability practices in the 5-star hotels in Nairobi
Central Business District.
The researcher sought to find out the challenges of implementing sustainability practices in the
5-star hotels in Nairobi CBD. The findings are as follows:

Challenges of implementing sustainability practices practices

in the 5-star hotels
Difficulty in Measuring Impact (No proper tracking of energy/water savings, no formal metrics in place)

Lack of Management Support (Sustainability not a top priority, poor enforcement of policies)

Staff Training & Awareness Gaps (Limited training opportunities, staff not fully informed about sustainability initiatives)

Guest Resistance (Guests preferring non-sustainable options, lack of awareness among guests)

Supply Chain Issues (Inconsistent supply of sustainable products, limited access to eco-friendly packaging)

Financial Constraints (High initial costs of sustainability investments)

0 2 4 6 8 10 12

Number of Staff Number of Managers

Figure 2:Challenges of implementing sustainability practices

25
4.3.1 Difficulty in Measuring Impact

Challenges of implementing sustainability practices practices

in the 5-star hotels

Difficulty in Measuring Impact (No proper tracking of energy/water sav-

ings, no formal metrics in place)

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Number of Staff Number of Managers

Figure 3:Difficulty in Measuring Impact

The study found that 28% of the interviewed individuals indicated that they found it difficult to
measure sustainability impact, saying it was due to poor tracking systems for water and energy
savings and a lack of official metrics. Among these, 16% mentioned unclear guidelines for
measuring progress in sustainability and 12% conceded that they had no monitoring system for
impact. This means that sustainability efforts in Nairobi CBD 5-star hotels are greatly
handicapped by inadequate monitoring systems, which inhibit assessment and improvement of
environmental performance.

These findings are in accordance with broader research that indicates that energy use within
companies today is not managed as effectively as it might be (Sivill, 2011). In addition, studies
also reveal that managerial and organizational issues are central to promoting energy efficiency,
noting that energy management involves more people and processes than technology (Caffall,
1995). The absence of proper measurement tools in such hotels is proof of a common problem in
sustainability reporting, as firms are unable to quantify and track their environmental impact,
hence being unable to properly embrace measures of sustainability.

26
4.3.2 Lack of Management Support

Challenges of implementing sustainability practices practices

in the 5-star hotels

Lack of Management Support (Sustainability not a top priority, poor en-

forcement of policies)

0 1 2 3 4 5 6

Number of Staff Number of Managers

Figure 4:Lack of Management Support

The study found that 40% of the respondents identified a lack of management support as the
main barrier to sustainability activities in their hotels. Of these, 20% asserted that management in
their hotels does not prioritize sustainability, which makes it difficult to implement
environmentally friendly measures. In line with this, 20% said that enforcement is poor despite
the sustainability strategies of their hotels, therefore compromising their general performance.
These results expose differences in the sustainability commitment of five-star hotels in Nairobi's
central business center; some of them lack enough leadership in environmental initiatives.
Significant sustainability improvement is difficult without managerial support.

This aligns with previous studies indicating that decision-makers are concerned about the
substantial costs associated with implementing sustainable practices, which frequently leads to
delays in their adoption (Bohdanowicz & Zientara, 2016; Fodiatis et al., 2013). The inadequate
comprehension and knowledge of sustainability principles among managers and hotel proprietors
lead to insufficient implementation (Oxenswärdh, 2022; Boiral et al., 2018). Low motivation and
insufficient funds from stakeholders are also to blame for the low level of adoption of
sustainability programs. These challenges reveal that increased leadership commitment,
strengthened policy enforcement, and financial planning are needed to improve sustainability in
5-star hotels. Resolving these issues will be pivotal in driving long-term sustainability programs
in the hospitality sector.

27
4.3.3 Staff Training & Awareness Gaps

Challenges of implementing sustainability practices practices

in the 5-star hotels

Staff Training & Awareness Gaps (Limited training opportunities, staff

not fully informed about sustainability initiatives)

0 1 2 3 4 5 6 7 8 9

Number of Staff Number of Managers

Figure 5: Staff Training & Awareness Gaps

The findings of the study were as follows. 64% of the participants were found to identify staff
training and awareness needs as a serious sustainability issue within their hotels. Of these, 32%
reported that they had limited knowledge of sustainability initiatives and were poorly prepared to
implement environmental-friendly measures effectively. Similarly, 32% emphasized stronger and
more comprehensive training programs to better educate employees about sustainability
programs. These findings are in line with research pointing towards training and education as
major determinants of improving Environmental Management Systems (EMS) and employee
environmental conduct in the hospitality sector (El Demerdash & Mohamed, 2013; Wells et al.,
2015; Crespi, 2021). If workers are not properly trained, they can be unclear and ill-informed to
respond earnestly to sustainability programs, thus diluting the overall impact of hotel
sustainability policies.

The lack of emphasis on environmental training in the operations of a hotel is a sign of a bigger
issue where sustainability principles and EMS practices are not fully integrated into building
staff competencies. This is critical given that the tourism sector is one of the leading generators
of high energy consumption, greenhouse gas emissions, large freshwater withdrawals, and
unsustainable land use (Gössling, 2015; Mullis, 2017). Addressing these environmental
challenges requires continuous innovation in skill enhancement and knowledge acquisition to
ensure that employees, managers, and other stakeholders adopt sustainable practices (UNEP,

28
2008). Many hotels fail to acknowledge the importance of proper sustainability training,
resulting in their inability to effectively reduce resource consumption and implement
ecologically sustainable practices. To address this deficiency, hotels must prioritize
environmental education and engage in ongoing staff training to guarantee long-term
sustainability in the hospitality industry.

4.3.4 Guest Resistance

Challenges of implementing sustainability practices practices

in the 5-star hotels

Guest Resistance (Guests preferring non-sustainable options, lack of

awareness among guests)

5.4 5.6 5.8 6 6.2 6.4 6.6 6.8 7 7.2

Number of Staff Number of Managers

Figure 6:Guest Resistance

The study found that 52% of the respondents indicated that guest resistance is the biggest
hindrance to sustainability efforts in their hotels, the study found. Among them, 28% responded
that some guests resist eco-friendly packaging and food-saving efforts, and it becomes difficult
to pursue sustainable practices. Likewise, 24% indicated that guests favor conventional, non-
sustainable products over eco-friendly alternatives. The findings suggest that despite hotels'
efforts to enhance sustainability, client preferences and lack of understanding represent the
primary challenges. The absence of guest participation may hinder the optimal implementation
of initiatives such as waste reduction and the utilization of eco-friendly products.

The differences in guest attitudes between various 5-star hotels in Nairobi CBD show that hotels
experience more resistance than others based on their clients and the level of sustainability
interaction. Most business travelers and tourists value convenience and familiarity over
sustainability, and hotels find it hard to change the behavior of customers. This is following more
general research which shows that lack of awareness and resistance to change are common

29
barriers to sustainable tourism (Gössling, 2015). Overcoming this challenge requires hotels to
have more successful guest education programs, such as good communication regarding the
benefits of sustainable alternatives and incentives for participation. Encouraging green guest
behavior by developing awareness initiatives and policy reforms can help drive acceptance and
commitment towards green ventures in the hotel sector.

4.3.5 Supply Chain Issues

Challenges of implementing sustainability practices practices

in the 5-star hotels

Supply Chain Issues (Inconsistent supply of sustainable products, limited

access to eco-friendly packaging)

4.4 4.6 4.8 5 5.2 5.4 5.6 5.8 6 6.2

Number of Staff Number of Managers

Figure 7: Supply Chain Issues

44% of the respondents nominated supply chain issues as among the biggest challenges for
sustainability programs within their hotels. Among these, 24% mentioned a lack of access to
biodegradable packaging of foodstuffs, making it challenging to maintain green consumption
habits. Similarly, 20% mentioned accessing sustainable products that are of consistently high
quality as a challenge to sustainability programs. These results imply that even if hotels are
dedicated to sustainability, different supply chains make it difficult for them to properly use
green solutions. Lack of consistent, easily accessible sustainable materials could force hotels to
turn to traditional, less environmentally friendly choices.

The challenges faced by Nairobi CBD hotels are reflective of greater supply chain problems in
developing economies where Sustainable Supply Chain Management (SSCM) practices are
poorly developed (Esfahbodi et al., 2016; Galal & Moneim, 2016). Developing economies will
have greater barriers in sourcing sustainable products compared to developed economies, and
thus the transition to green operations is more difficult (Silvestre, 2015). Firms are also

30
confronted with difficulty in embracing ecologically sound procedures and societal practices,
where they have to adopt strategic planning and risk control (Murillo-Luna et al., 2011; Köksal et
al., 2017).

4.3.6 Financial Constraints

Challenges of implementing sustainability practices practices

in the 5-star hotels

Financial Constraints (High initial costs of sustainability investments)

8.4 8.6 8.8 9 9.2 9.4 9.6 9.8 10 10.2

Number of Staff Number of Managers

Figure 8:Financial Constraints

The study ascertained that 76% of the respondents cited financial constraints as a significant
barrier to sustainability practices in their respective hotels. Out of these, 36% reported that
budget constraints discourage the adoption of new environmental-friendly technologies,
restricting their ability to transition to sustainable operations. Similarly, 40% said that the cost of
sustainability initiatives is too high, which deters their adoption since it is challenging for hotels
to invest in environmental solutions for the long term. These findings show that despite the
heightened emphasis on sustainability, economic barriers remain a core challenge, discouraging
many hotels from launching effective green initiatives. Without adequate financing, hotels can
struggle to integrate sustainability into their daily operations.

The challenge of financial restrictions is not particular to Nairobi CBD hotels but rather a general
one in the hotel sector. According to the literature, most hotels—especially in developing
countries—do not have the financial ability to properly apply sustainability initiatives (Battaglia,
2017; Fodiatis et al., 2013). Some of the facilities also perceive their environmental impact as
minimal compared to large hotels and, hence are less motivated to invest in green practices.
Moreover, high initial costs discourage businesses from making the transition to sustainability

31
when financial benefits are not achieved in the short run. To bypass this barrier, hotels may need
to pursue external sources of funding, cost-sharing, and governmental incentives to alleviate the
financial burden of sustainability investments.

4.4 Effectiveness of the Implemented Sustainability Practices

This section examines the effectiveness of sustainability practices implemented in 5-star hotels
within Nairobi CBD. It explores how these initiatives are perceived, identifies the most
successfully adopted strategies, and analyzes the methods used to measure their impact.

Effectiveness of the Implemented Sustainability Practices

Training & Awareness Programs (Staff awareness programs, guest education campaigns)

Use of Biodegradable Packaging (Switching from plastic to biodegradable materials)

Sustainable Sourcing (Locally sourced ingredients, organic food options)

Water Conservation (Use of water-saving technologies, water recycling & low-flow faucets)

Energy Efficiency (Use of energy-saving kitchen equipment, LED lighting, low-power appliances)

Waste Reduction (Food waste minimization, recycling & composting)

0 2 4 6 8 10 12

Series4 Series3 Series2 Series1

Figure 9:Effectiveness of the Implemented Sustainability Practices

32
4.4.1. Waste Reduction

Effectiveness of the Implemented Sustainability Practices

Waste Reduction (Food waste minimization, recycling & composting)

0 2 4 6 8 10 12

Series4 Series3 Series2 Series1

Figure 10: Waste Reduction

The study ascertained despite 72% of the respondents saying that waste reduction is a principal
sustainability practice, it is applied in different ways by different hotels. Though 40% reported
that they have regulations for portion control and engage in recycling programs, composting is
not necessarily encouraged. While some hotels find comprehensive adoption difficult due to
logistical issues, others have quite well-organized garbage management. While some places let
composting take place, 32% of respondents indicated their hotels use food donating programs
and portion control strategies. These differences translate into hotels acknowledging the need
for waste minimization but acting in different ways depending on resources, rules, and degree of
enforcement.

Global studies reveal the same discrepancies, with hotel waste varying depending on the size,
rates, and services offered by the hotels. Research in Vietnam's Hoi An shows that hotels
generate 2.5 kg of waste per tourist per day, which is 58.5% biodegradable, but waste disposal
varies across hotel classes (Pham Phu, Hoang, & Fujiwara, 2018). Consequently, of the UK
hospitality waste, 87% ends up in landfill sites even when efforts are geared towards increasing
recycling (Waste and Resources Action Programme, 2011). Some hotels can minimize food loss,
but in others, high plate waste at 92%, which can be prevented, has been reported

33
(Papargyropoulou et al., 2016; Styles et al., 2013). These findings support that sustainability is
dependent on the operating capability, dedication, and ability of each hotel to successfully carry
out efficient waste reduction strategies.

4.4.2 Energy Efficiency

Effectiveness of the Implemented Sustainability Practices

Energy Efficiency (Use of energy-saving kitchen equipment, LED lighting,

low-power appliances)

0 1 2 3 4 5 6 7 8

Series3 Series2 Series1

Figure 11: Energy Efficiency

The findings indicate that 56% of the respondents indicated that they were aware of energy
efficiency as a crucial sustainability practice in their hotels. Among these, 28% assured to be
familiar with the energy-saving practices but pointed out the need for additional staff training on
operating low-power appliances correctly. This indicates that even though energy-efficient
technology has been installed in hotels, lack of adequate staff education can hinder their proper
use. Some hotels provide generic energy-saving advice, but staff are not going to be effective
without proper training. Improving the knowledge of staff regarding energy efficiency is a
method of ensuring sustainability measures become an integral part of working every day.

Likewise, 28% of respondents said their hotels had made investments in LED lighting and
energy-efficient kitchen appliances to cut running expenses. Implementation levels vary, though;
some hotels concentrate on limited areas while others use cutting-edge energy management
systems. Studies point to heating, lighting, and culinary operations—which account for much of
hotel energy consumption—as major factors (Gösling, 2015). Energy-saving programs might

34
produce varying outcomes depending on individual hotels without regular training and strong
enforcement. By teaching staff members and customers on water and energy saving as well as
waste minimization, the hotel industry should intensify its green initiatives (Bohdanowicz,
Zientara, & Novotna, 2011).

4.4.3 Water conservation

Effectiveness of the Implemented Sustainability Practices

Water Conservation (Use of water-saving technologies, water recycling &

low-flow faucets)

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Series3 Series2 Series1

Figure 12:Water conservation

The study revealed that 32% of respondents recognized water saving as a crucial sustainability
practice in their hotels. Personnel verified the existence of low-flow faucets but observed that the
implementation of water conservation methods is irregular, resulting in disparate efficacy.
Managers indicated that water-saving measures, including water recycling systems and efficient
fixtures, have been installed; nevertheless, their monitoring and enforcement differ among hotels.
This variety indicates that although numerous hotels recognize the significance of water
conservation, variable execution diminishes overall effectiveness. Enhancing policy compliance
and employee involvement in water conservation initiatives may bolster sustainability endeavors
within the hotel industry.

Research demonstrates that hotel size substantially affects water consumption; nevertheless,
consensus regarding its impact per guest night remains elusive. Research by Deng and Burnett
(2002), Dinarès and Saurí (2015), and Tortella and Tirado (2011) suggests that larger hotels may

35
demonstrate decreased water consumption per guest night due to economies of scale. Mclennan
et al. (2017) discovered that a 10% increase in hotel rooms resulted in a reduction of 12 liters per
guest night in water consumption in Southeast Asia and Oceania. Conversely, research
conducted in Spain (Gabarda-Mallorquí et al., 2017; Tortella & Tirado, 2011) indicates that
larger hotels exhibit reduced water use per guest, likely attributable to effective resource
management. Antonova et al. (2023) contend that these disparities may arise from factors
including geographical location, tourist demographics, and operational discrepancies,
underscoring the intricacy of water conservation initiatives within the hotel sector.

4.4.4 Sustainable Sourcing

Effectiveness of the Implemented Sustainability Practices

Sustainable Sourcing (Locally sourced ingredients, organic food op-

tions)

0 1 2 3 4 5 6 7

Series3 Series2 Series1

Figure 13: Sustainable Sourcing

The study indicates that 48% (12 out of 25) of participants, comprising 6 managers and 6 staff,
identified sustainable sourcing as a crucial practice in their hotels. Staff observed a rise in the
utilization of locally sourced components; nonetheless, supply irregularities frequently
compelled hotels to depend on non-local alternatives. Managers underscored their dedication to
prioritizing organic and local food selections to mitigate their carbon footprint. However, supply
chain challenges, including inconsistent supplies and seasonal deficits, were recognized as major
obstacles. The results indicate that, although sustainable sourcing is esteemed, external obstacles
hinder its uniform use across several hotels.

36
The process of sustainable procurement in the hotel sector is intricate and dynamic, influenced
by several factors and limitations (Morales-Contreras et al., 2019). Companies must incorporate
sustainability activities into their buying strategy, according to research (Fems, 2017). However,
striking a balance between sustainability, cost, and quality in food sourcing can lead to disputes
and complicate implementation (Pratt et al., 2017; Jakubiak, 2015). Hotels may find it difficult
to uphold sustainability pledges without a robust supply chain, which would have an influence
on their environmental impact. The dependability and efficiency of sustainable procurement
initiatives could be increased by fortifying ties with regional vendors and broadening sourcing
tactics.

4.4.5 Use of Biodegradable packaging

Effectiveness of the Implemented Sustainability Practices

Use of Biodegradable Packaging (Switching from plastic to

biodegradable materials)

0 0.5 1 1.5 2 2.5 3 3.5

Series3 Series2 Series1

Figure 14: Use of Biodegradable packaging

According to the survey, 3 managers and 3 employees, or 24% (6 out of 25) of the respondents,
acknowledged their individual hotels' efforts to switch from plastic to biodegradable packaging.
Employees acknowledged that although some packaging modifications have been made, plastic
is still utilized for convenience in some places, indicating areas where complete adoption is
lacking. In a similar vein, hotel management stated that although biodegradable materials are
being gradually adopted, the shift has been hindered by high costs and irregular supply chains.
These results imply that although there is a trend toward environmentally friendly packaging,

37
mainstream adoption is still hampered by logistical and budgetary obstacles. Hotels may be able
to speed up the switch to completely biodegradable packaging options by fortifying their
relationships with suppliers and identifying more affordable options.

4.4.6 Training and awareness program

Effectiveness of the Implemented Sustainability Practices

Training & Awareness Programs (Staff awareness programs, guest education

campaigns)

0 1 2 3 4 5 6 7 8

Series3 Series2 Series1

Figure 15: Training and awareness program

The study indicates that 52% (13 out of 25), comprising 6 managers and 7 employees, indicated
training and awareness programs as being instrumental in improving sustainability practices in
their hotels. The employees noted that they have some training but not sufficient, and therefore
the staff does not feel confident in implementing sustainable practices. They also noted that
promoting environmentally friendly behavior is hindered by the absence of guest education on
sustainability. Managers acknowledged that, although some hotels provide sustainability training,
it is neither standardized nor consistent, and as a result, practices and knowledge differ. These
findings suggest that both employees and guests may find it challenging to engage in substantive
sustainability initiatives without regular and structured training.

Research supports the need for frequent hospitality sustainability training to improve
environmental awareness and operational effectiveness. El Demerdash & Mohamed's (2013) and
Cedefop's (2018) research indicates that highly skilled employees contribute significantly to
effective Environmental Management Systems (EMS) success. Additionally, Wells et al. (2015)

38
indicate that training programs must be implemented to reduce energy use, waste production, and
excessive resource consumption by hotels. However, the lack of standardized training
frameworks, as pointed out by Oxenswärdh (2022), is a barrier to uniform sustainability
outcomes. Bridging these gaps through the implementation of systematic training and guest
awareness programs can enhance long-term hospitality industry sustainability performance.

4.5 Evaluation of F&B Staff Awareness on Sustainability Practices

This section analyzes the training and awareness gaps in sustainability practices within the Food
and Beverage (F&B) departments of 5-star hotels in Nairobi’s Central Business District. It
assesses the frequency and quality of training, staff knowledge levels, engagement and
motivation techniques, and guest education efforts. By assessing responses from both managers
and staff, this section identifies important difficulties in sustainability awareness and provides
insights into areas for improvement.

Evaluation of F&B Staff Awareness on Sustainability

Practices

Guest Education & Engagement (Lack of guest awareness on sustainability, need for guest education programs)

Engagement & Motivation (Use of incentives & communication to encourage sustainability practices)

Sustainability Knowledge Levels (Basic understanding but need deeper knowledge, gaps in food waste management knowledge)

Training Frequency & Quality (Infrequent or inconsistent training, not standardized across hotels)

0 2 4 6 8 10 12 14

Managers' Responses Staff Responses Number of Staff Number of Managers

Figure 16: Evaluation of F&B Staff Awareness on Sustainability Practices

39
4.5.1 Guest Education and engagement

Evaluation of F&B Staff Awareness on Sus-

tainability Practices

Guest Education & Engagement (Lack of guest awareness on sustainability,

need for guest education programs)

0 1 2 3 4 5 6

Managers' Responses Staff Responses Number of Staff Number of Managers

Figure 17: Guest Education and engagement

Guest education and participation were noted by 36% (9 out of 25) of the interviewees (5
managers and 4 employees) as a main impediment to hotel sustainability initiatives, according to
the study. According to employees, most guests habitually disregard sustainability measures and
continue to require non-sustainable alternatives, such as plastic packaging, which are contrary to
the hotel's attempts. The same issues were expressed by managers, who reported that hotels still
find it hard to encourage visitors to participate fully in environmental activities even after
launching awareness programs. This implies that even when hotels are trying to inform visitors,
there is a disconnect between action and awareness, which renders it challenging to contribute
meaningfully to the environment. Participation rates can be enhanced by building guest
engagement tactics and providing incentives for sustainable behavior.

The need for improved guest education in the hospitality sector to promote environmentally
friendly behavior is supported by research. According to a study by Han et al. (2018), two of the
biggest obstacles to long-term visitor involvement are ignorance and convenience-seeking
tendencies. In a similar vein, Gössling et al. (2019) point out that hotels that use visual
reminders, incentive programs, and educational campaigns report an increase in guest adherence

40
to sustainable measures. Rahman et al. (2021) stress, however, that visitors frequently fall back
on unsustainable behaviors in the absence of intentional interaction. A sustainable culture can be
promoted in the hospitality industry by addressing these issues with interactive educational
initiatives and behavioral nudges.

4.5.2 Engagement and motivation

Evaluation of F&B Staff Awareness on Sus-

tainability Practices

Engagement & Motivation (Use of incentives & communication to

encourage sustainability practices)

0 2 4 6 8 10 12

Managers' Responses Staff Responses Number of Staff Number of Managers

Figure 18: Engagement and motivation

According to the research, motivation and involvement were mentioned by 64% (16 out of 25) of
the participants (10 managers and 6 employees) as being key considerations in deciding actions
that are sustainable in hotels. While there are certain incentives available, employees stated that
they are not always distributed evenly, which calls into question commitment and motivation.
Besides, some workers believe that the management does not actively encourage sustainability
programs, and this decreases their enthusiasm for participating. In order to engage employees,
managers reported that they apply all forms of communication, including meetings, emails, and
incentives, but the frequency of such programs is different across hotels. According to these
results, despite communication strategies and incentives, their efficacy can be reversed by a
perceived lack of administrative support and inconsistency.

41
Motivation of workers is crucial to sustainability practices, according to studies. According to a
study by Chou (2014), employees are likely to adopt sustainable green practices after they have
been motivated and compensated well. In the same view, Chan et al. (2019) point out that
regular and open reward programs greatly improve employees' involvement in sustainability
practices. However, Zientara & Bohdanowicz (2020) contend that the degree of commitment still
fluctuates in the absence of evident communication and top management support. Hotels must
use open compensation plans, formalized reward systems, and ongoing management engagement
to build a more dedicated workforce to improve sustainable performance.

4.5.3 Sustainable Knowledge Levels

Evaluation of F&B Staff Awareness on Sus-

tainability Practices

Sustainability Knowledge Levels (Basic understanding but need deeper

knowledge, gaps in food waste management knowledge)

0 1 2 3 4 5 6 7 8

Managers' Responses Staff Responses Number of Staff Number of Managers

Figure 19: Sustainable Knowledge Levels

The findings asserts that 13 of 25 respondents or 52% of the sample acknowledged gaps in
knowledge related to sustainability, i.e., the discipline of food waste management. Among them
were 6 managers and 7 employees. Employees who gave a "Fair" or "Poor" rating to their
understanding asserted that they were not adequately equipped to implement sustainable
approaches successfully. Managers agreed that workers require more extensive training,
particularly in areas of effective resource utilization and waste reduction. These results indicate
that although overall awareness of sustainability exists, training programs need to be

42
strengthened to facilitate better implementation in practice. Without adequate information,
hotels might not be able to implement sustainability policies successfully.

Evidence points to the hospitality sector as a whole needing effective sustainability training.
According to Bohdanowicz et al. (2011), hotels with structured sustainability training initiatives
show lower running costs and more worker involvement. A higher degree of sustainability
training staff members, according to Jones et al. (2016), also helps to ensure more efficient waste
and resource management. However, Chan et al. (2019) contend that most hotels are not
providing intensive sustainability training at top importance, which results in implementation
gaps. Hotels have to pay for ongoing seminars, in-job training, and knowledge-sharing
programs to raise staff members' degree of competency in sustainable operations and so close
such gaps.

4.5.4 Training frequency and Quality

Evaluation of F&B Staff Awareness on Sus-

tainability Practices

Guest Education & Engagement (Lack of guest awareness on sustainability, need for guest education programs)

Engagement & Motivation (Use of incentives & communication to encourage sustainability practices)

Sustainability Knowledge Levels (Basic understanding but need deeper knowledge, gaps in food waste management knowledge)

Training Frequency & Quality (Infrequent or inconsistent training, not standardized across hotels)

0 2 4 6 8 10 12 14

Managers' Responses Staff Responses Number of Staff Number of Managers

Figure 20:Training frequency and Quality

Findings uncovered that 80% (20 out of 25) of respondents (8 managers and 12 employees)
showed that training on sustainability is not regular and is not institutionalized in hotels.
Employees acknowledged receiving some training but found it inadequate and not regular
enough to be effective. Managers admitted that training is only done seldom and that it is not

43
thorough and useful enough when delivered. This disparity implies that even if hotels
understand the need for sustainability education, they do not design systematic and ongoing
training courses. Without regular, quality training, employees might not be able to implement
sustainable practices successfully.

Research indicates the importance of formal training in sustainability in hospitality. Tariq et al.
(2020) indicated that hotels with well-established and regular training programs have more
engaged employees as well as better sustainability performance. Similarly, Millar & Baloglu
(2018) emphasize that extensive and ongoing training significantly improves employees'
compliance with sustainability processes. Nonetheless, Jones et al. (2016) assert that most hotels
merely offer standard training, which is not adequate in imparting employees with skills that are
crucial for successful implementation. In enhancing sustainability initiatives, there is a need for
hotels to develop standard, comprehensive training programs that are regularly revised and
addressed to individual workers' needs.

44
 CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
The chapter presents findings, conclusions, and recommendations based on the findings of the
research into barriers to adopting sustainability practices within the food and beverage
departments of five-star hotels in Nairobi Central Business District. The conclusions are based
on the research aims and summarized findings regarding the effectiveness, barriers, and
awareness of sustainability practices. Further, the chapter presents practical tips for hotels,
policymakers, and stakeholders to promote extensive use of sustainability and suggests what
should be the subject of additional research to support more environmental responsibility in the
hospitality sector.

5.2 Conclusion
The study revealed that while several sustainability practices are being adopted by 5-star hotels
in Nairobi CBD, their effectiveness is patchy since they encounter several barriers. Some of the
key barriers include finance constraints, supply chain issues, guest resistance, inadequacy of
management support, and lack of adequate training and awareness. 76% of the interviewees
reported cost constraints as being among the significant impediments, i.e., the capital
intensiveness in sustainability interventions. 44% of the interviewees also reported supply chain
challenges, e.g., non-uniform availability of green foodstuffs and biodegradable packaging, as a
limiting factor for uniform application of green initiatives.

Another substantial obstacle was guest resistance, as 52% of the respondents stated that they
favor conventional, no sustainable products, despite hotels' efforts to promote environmentally
friendly alternatives. It suggests that there are still opportunities for development in the areas of
behavior modification and guest consciousness. 40% of the respondents have also cited a lack of
management support, which means that sustainability generally is not an upper-management
agenda item, leading to lax enforcement of green initiatives. Moreover, 80% of the respondents
said that sustainability training was rarely implemented and lacked sufficient depth and thus
hindered employees from effectively implementing sustainability measures.

Despite the obstacles, 72% of respondents cited waste reduction measures as a crucial area of
advancement, indicating that certain sustainability practices have been successfully adopted.
However, some hotels face difficulties with food donation, portion control, and composting

45
programs since enforcement is inconsistent. Similarly, 56% of participants recognized the usage
of LED lighting and energy-efficient appliances; however, the lack of proper training on how to
use these technologies limits their full potential. These findings suggest that, despite continuous
sustainability efforts, structural, budgetary, and awareness-related barriers continue to prevent
their full implementation.

5.3 Recommendation
Stronger management commitment and policy enforcement are required for the successful
implementation of sustainability practices in hotels. Sustainability should be infused into
fundamental business strategies by establishing clear environmental goals and tying them to
operations on a day-to-day basis. For example, hotels can establish green procurement policies
whereby all their suppliers provide eco-friendly products such as biodegradable packaging and
organic products. Additionally, there should be separate budgets allocated for sustainability
activities so that hotels can invest in energy-saving equipment, and water-saving technologies,
and educate employees about sustainability methods. For consistency, policies need to be
implemented stringently and made consistent across all hotels; for instance, making segregation
of waste and composting initiatives mandatory across all food and beverage establishments
rather than leaving the implementation to individual preference. Through policy and budgetary
incorporation, hotels can shift away from piecemeal environmental efforts toward embedded,
sustainable approaches.

The cost burden of green investments is alleviated by financial support and incentives, which are
essential for promoting sustainability in hotels. To obtain grants for installing energy-efficient
HVAC systems, water recycling devices, or solar panels, hotels may collaborate with government
agencies or sustainability organizations. Furthermore, to promote investment in locally sourced
ingredients and biodegradable packaging, it is recommended that potential tax exemptions and
subsidies be investigated. Eco-friendly practices can be further encouraged through incentive
programs, which include financial rewards and certifications for hotels that adhere to
sustainability benchmarks. Hotels can implement sustainable solutions without sacrificing
profitability by utilizing financial assistance and providing incentives.

Maintaining a consistent and reasonably priced supply of sustainable products in hotels depends
on strengthening supply chains. Hotels may guarantee organic foods, biodegradable packaging,

46
and environmentally friendly cleaning products by working with nearby manufacturers and
farmers, therefore helping local business. Long-term contracts with sustainable vendors help to
lower dependency on costly imports and help to stabilize pricing. Hotels can also work with
several suppliers to establish a shared distribution system, therefore reducing logistical expenses
and raising efficiency. A robust supply chain guarantees hotels constantly maintain sustainability
criteria without suffering interruptions.

47
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 APPENDICES
Appendix 1: Letter of Introduction
Marcia Atieno Ochieng
School of Tourism and Hospitality
Strathmore University
P O BOX 59857 – 00200
Nairobi
25th November 2024
Sir / Madam
Nairobi

Dear Sir /Madam,

RE: RESEARCH QUESTIONNAIRE ON SUSTAINABILITY PRACTICES IN THE
FOOD AND BEVERAGE DEPARTMENT IN 5-STAR HOTELS IN NAIROBI CENTRAL
BUSINESS DISTRICT.
I am Marcia Atieno Ochieng, currently in my fourth year pursuing a Bachelor's degree in
Hospitality Management at Strathmore University. As part of the graduation requirements, all
fourth-year students are required to undertake a research project. I have chosen to conduct
research on Sustainability practices in the Food and Beverage Department in 5-Star Hotels in
Nairobi Central Business District
I would value your opinion for my research, as I have determined that your establishment is an
important participant in the hospitality sector. I would appreciate it if you could take a moment to
answer the questionnaire I've included with the pertinent details. I guarantee that any information
you submit will be kept completely private and used exclusively for approved academic reasons
by Strathmore University.

Thank you for considering my request, and I look forward to your response.
Sincerely,

51
Signature:…………… …………………..
Marcia Atieno Ochieng
[Link]@[Link]
Appendix 2: Research Questionnaires

SUSTAINABILITY PRACTICES IN THE FOOD AND BEVERAGE DEPARTMENT IN

5-STAR HOTELS IN NAIROBI CENTRAL BUSINESS DISTRICT.

FOOD AND BEVERAGE MANAGERS

1. How long have you worked as an F&B Manager in this hotel?

o Less than 1 year
o 1-3 years
o 4-6 years
o 7 years and above
2. Has your hotel developed a sustainability policy specifically for the F&B
department?
o Yes
o No
o Not sure
4. Which of the following sustainability practices does your hotel’s F&B department
currently implement? (Select all that apply)
o Energy-efficient kitchen equipment
o Water-saving technologies
o Waste reduction strategies (e.g., recycling, composting)
o Sourcing locally/organically produced ingredients
o Minimizing food waste (e.g., portion control, food donations)
o Use of biodegradable or eco-friendly packaging
o Other (please specify): ______________________
5. How effective do you believe these sustainability practices are in reducing your
department’s environmental impact?
o Very effective
o Moderately effective
o Slightly effective
o Not effective
6. Are there any sustainability practices that your hotel plans to implement in the near
future in the F&B department?

52
 o Yes (please specify): ______________________
o No
7. What challenges has your F&B department faced when implementing sustainability
practices? (Select all that apply)
o High initial costs
o Inconsistent supply of sustainable products
o Limited staff training or awareness
o Guest expectations or resistance
o Lack of management support
o Difficulty in measuring or tracking sustainability efforts
o Other (please specify): ______________________
8. How do you address the challenge of high initial costs associated with sustainability
initiatives in your department?
o Prioritize investments based on long-term savings
o Seek external funding or support
o Delay implementation until funds are available
o Other (please specify): ______________________
9. How do guest expectations impact your sustainability efforts in the F&B department?
o Positively, guests appreciate sustainable practices
o Negatively, guests are not interested in sustainability
o No impact
10. How frequently do you provide sustainability training to your F&B staff?
o Regularly (e.g., every 3-6 months)
o Occasionally (e.g., once a year)
o Rarely
o Never
11. Do you believe that your staff is adequately trained to implement the sustainability
practices in the F&B department?
 Yes
 No
 Not sure
12. How do you ensure that staff are engaged and motivated to follow sustainability
protocols in the F&B department?
 Regular communication and updates
 Incentives or recognition programs
 Incorporating sustainability goals into performance reviews
 Other (please specify): ______________________
13. How do you measure the success of sustainability initiatives in the F&B department?
(Select all that apply)
 Energy and water consumption data

53
 Waste reduction statistics
 Customer feedback
 Staff feedback and engagement
 Other (please specify): ______________________
14. In your opinion, what has been the most successful sustainability initiative in your
department?
15. What additional resources or support would improve sustainability efforts in the F&B
department?
 Financial support for sustainable equipment
 More training for staff
 Partnerships with sustainable suppliers
 Enhanced guest awareness programs
 Other (please specify): ______________________
16. What recommendations would you give to other F&B managers aiming to improve
sustainability in their departments?

54
FOOD AND BEVERAGE STAFF

Dear Respondent,

This questionnaire aims to gather insights on the sustainability practices implemented in the food
and beverage (F&B) department of your hotel. The information provided will contribute to a
study on how five-star hotels in Nairobi are addressing sustainability.

Please answer the following questions honestly. Your responses will remain anonymous and will
only be used for academic purposes.

1. How long have you worked in the Food and Beverage (F&B) department at this
hotel?
a. Less than 1 year
b. 1-3 years
c. 4-6 years
d. More than 7 years
2. What is your current position in the F&B department?
a. Chef
b. Waiter/Waitress
c. Kitchen staff
d. Manager
e. Other (Please specify): ____________
3. Does your hotel implement sustainability practices in its F&B department?

55
 a. Yes
b. No
c. Not sure
4. Which of the following sustainability practices are currently being implemented in
your department? (Select all that apply)
a. Energy-efficient kitchen equipment
b. Water-saving technologies
c. Waste reduction strategies (e.g., recycling, composting)
d. Sourcing locally/organically produced ingredients
e. Minimizing food waste (e.g., portion control, food donations)
f. Use of biodegradable or eco-friendly packaging
g. Other (Please specify): ____________
5. In your opinion, how effective are these sustainability practices in reducing the
environmental impact of the F&B department?
a. Very effective
b. Moderately effective
c. Slightly effective
d. Not effective
6. Which areas of sustainability do you think need more focus in your department?
(Select all that apply)
a. Energy conservation
b. Water conservation
c. Food waste reduction
d. Sourcing sustainable ingredients
e. Staff training on sustainability
f. Other (Please specify): ____________
7. What challenges have you faced when implementing sustainability practices in your
F&B department? (Select all that apply)
a. High initial costs
b. Lack of staff training or awareness
c. Guest expectations or resistance

56
 d. Limited management support
e. Inconsistent supply of sustainable products
f. Difficulty in measuring sustainability efforts
g. Other (Please specify): ____________
8. How do you think these challenges can be addressed to improve sustainability efforts
in your department?
9. Have you received any formal training on sustainability practices?
a. Yes
b. No
10. How often does your hotel provide sustainability training for F&B staff?
a. Regularly (e.g., every 3-6 months)
b. Occasionally (e.g., once a year)
c. Rarely
d. Never
11. Do you feel adequately trained to implement sustainability practices in the F&B
department?
a. Yes
b. No
c. Not sure
12. How would you rate your understanding of the importance of sustainability in the
F&B department?
a. Excellent
b. Good
c. Fair
d. Poor
13. What additional training or resources would help you and your colleagues better
implement sustainability practices?
14. How does the management ensure that staff are motivated to follow sustainability
protocols? (Select all that apply)
a. Regular communication and updates
b. Incentives or recognition programs

57
 c. Incorporating sustainability goals into performance reviews
d. Other (Please specify): ____________
15. What suggestions do you have for improving staff engagement in sustainability
practices in the F&B department?
16. What has been the most successful sustainability initiative in your department, in
your opinion?
17. Do you have any recommendations for improving sustainability efforts in the F&B
department of your hotel?

Appendix 3: List of Elements in the Target Population

HOTEL NAME TYPE STAKEHOLDER ROLE
The Sarova Stanely 5-star Food and Beverage manager Oversee f&b daily
operations
Fairmont The 5-star Food and Beverage manager Oversee f&b daily
Norfolk operations

Dusit D2 5-star Food and Beverage manager Oversee f&b daily

operations

Radisson Blu 5-star Food and Beverage manager Oversee f&b daily
Arboretum operations

Villa Rosa 5-star Food and Beverage manager Oversee f&b daily
Kempinski operations

Appendix 4: Time Line of Activities

Ma Ju Se No Ma
Month Au Oc
y ne Jul pte ve rch
gus tob
Activity 20 20 y mb mb 20
t er
24 24 20 er er 25
20 20
24 20 20
24 24
24 24
Building of the research
proposal
Submission of the research

58
 proposal
Data collection
Data analysis
Submission of final report
project

Appendix 5: Project Supervision Progress Sheet

SCHOOL OF TOURISM AND HOSPITALITY

BACHELOR OF SCIENCE IN TOURISM/HOSPITALITY MANAGEMENT
BTH 4105: RESEARCH PROJECT
SUPERVISION PROGRESS SHEET
Student Name: Ochieng, Marcia Atieno Reg. No.: 147828 Page No.61

SIGNATURE
N
DATE DISCUSSION/OUTPUT Supervis
o Student
or
1 23/05/2024 Introduction meeting and general
guidelines.
Setting meeting dates and deadlines.
2 30/05/2024 Discussion on the research topic.
Narrowing down the topic of study.
Discussed independent and dependent
variables. Removed difficult objectives.
3 13/06/2024 Review of chapter 1.
Reworked the objectives and title.
Expanded further on the problem
statement by using journals with similar

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 studies to determine the research gaps.

4 20/06/2024 Discussion on aspects involved in

chapter 2. Proper Revision on chapter 1.
5 04/07/2024 Reviewing chapter 2.
Reviewing the variables for the
conceptual framework.
Removing terms that may cause
confusion further in the study.
6 25/07/2024 Reviewing chapter 2.
Discussed and added the theoretical
framework.
Reworked the employee performance
aspects.
Added explanation for aspects under the
conceptual framework.
Discussion on aspects involved in
chapter 3.
7 01/08/2024 Reviewing chapter 3.
Discussing the research design and
amending it to a correlational study.
Discussing the different headings and
what content is added to them.
8 24/02/2025 Review of chapter 4 and 5.
Finishing up on the preliminary pages
and appendices.

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