In March 2025, Rosewood Hotel Group proudly earned a sustainability certification by the Global Sustainable Tourism Council (GSTC) covering 47 properties across its three brands: Rosewood Hotels & Resorts, New World Hotels & Resorts, and Carlyle & Co.
Leading this initiative is Ms. Mehvesh Mumtaz Ahmed, Vice President of Impact & Sustainability at Rosewood Hotel Group. “Our ultimate aim is to be able to create a reality where we are a hub and a platform for people and place enriching one another,” she says.
At the 2025 Vietnam ESG Investor Conference, organized by Raise Partners and Vietnam Innovators Digest, Ms. Mehvesh Mumtaz Ahmed and Mr. Niklas Wagner, General Manager of New World Saigon Hotel, sat down for a conversation on how ESG principles are being implemented at group level and how those strategies are brought to life locally at New World Saigon.
What is the ESG and sustainability strategy of Rosewood Group?
Ms. Ahmed: The objective for Rosewood is much broader than ESG and sustainability: It is to be a business with purpose. Sustainability is critical to meeting that objective.
As a group, we want to have a wide positive impact on the world. That aim is reflected in the way we hire, procure, choose suppliers, and engage with local economies, cultures, and communities.
The craftsmanship and artisanship we’re showcasing is a reflection of how deeply connected to the place we’re in, just like the people helping us deliver it. Through this, we enable meaningful enrichment whether through experiences, livelihoods, employment, or preservation—all of which ties back to our broader goal of sustainability.
These goals ladder up into the seven public commitments that we have, which include the commitment to generate local livelihoods, diverting 70% of waste from landfills, becoming net zero by 2050, and reducing energy and water consumption by 25% by the end of 2025.
Since we've discussed benchmarks and milestones within the broader long-term roadmap at the group level of Rosewood Hotel Group, where is New World Saigon currently in that journey at the property level?
Mr. Wagner: I think we’re well on track in some areas and behind in others. For example, we're ahead on our waste diversion goals — the 2024 KPI is to divert 70% of waste, and the hotel has already exceeded this target with 90% of waste currently being diverted thanks to the team's efforts. On the other hand, we're behind on carbon reduction. While the goal is a 5% decrease compared to last year, we’ve currently achieved about 70% of the 2024 KPI. Since this largely depends on CapEx investments, we aim to improve that this year.
Effort-based goals have seen great momentum, especially with waste, a major source of emissions in hospitality—more than energy and water. So the progress has a big impact on our net zero targets.
On the other hand, water reduction has not seen much improvement, largely due to the building’s age. Even though we’re fully renovated, the core infrastructure is over 30 years old, which makes certain projects more complex. That’s why sustainability needs to be a joint effort across the private sector, public sector, and technical experts.
How do you see your rapid progress in waste reduction going from 20% in 2022 to 90% in 2025 support your broader sustainability targets? Can you break down what that 90% includes and where the main efforts have been focused?
Mr. Wagner: Our waste reduction progress is driven by our sustainability manager and the team at New World Saigon, who continually sources new partners and ideas to diversify the specialized companies we work with.
For example, Lagom collects our used Tetra Paks and recycles them into useful plastic items, such as clothes hangers that we may use for our laundry service in the future . Another company handles small batteries from remotes and door locks, while another collects recyclables like cardboard. Wet food waste is separated and sent to farms as chicken feed where we buy the eggs back. Coffee grounds are returned in their original packaging and made into reusable coffee cups, which we offer with takeaway drinks and give discounts when guests bring them back, helping reduce single-use cups.
It's important we also verify the safety and certifications of these solutions. For instance, the coffee cups are made from coffee grounds and recycled plastic, and we ensured they meet international safety standards like Japan’s import certification and Germany’s TÜV for BPA-free, dishwasher-safe use.
These efforts not only reduce waste but create circular solutions that guests take home—extending our impact beyond their stay.
So understanding that education and communication are essential—especially when it comes to Rosewood Group’s purpose and vision of being a place for community—how does that translate into how you develop the brand, define its tone of voice, and shape its core pillars?
Ms. Ahmed: Our purpose is to create a future where people and place enrich one another. This is underpinning both our brand and employer brand strategies. While the brand strategy provides a proprietary framework, it's in the lived experience by guests and employees where it truly comes to life.
On the employee side, we’ve accelerated internal communication and education. We’ve launched an online sustainability learning program in 11 languages, and Earth Day is now a major group-wide initiative led by hotel teams with corporate support.
Externally, guest-facing changes like New World Saigon’s electric airport transfer reflect our commitment to sustainability without compromising the luxury experience. And across our portfolio, we focus on fostering inclusion, ensuring every team member feels a true sense of belonging.
And how do you see that actually being implemented, whether internally or externally at your level Mr. Wagner?
Mr. Wagner: There's a lot of training and sometimes even complaints about too much of it but it's all well-intentioned. As a property leader, I know it’s important to lead by example. Once the team fully embraces the mindset, the results are powerful.
When we proposed getting a hybrid vehicle instead of fully electric, the team held me accountable for not going full electric. That shows how committed they’ve become. It’s no longer just top-down; they truly live it.
Our annual staff parties also have evolved into professional-level productions because people feel free to be themselves. That openness extends to our guests, too.
We create an environment where everyone is respected, regardless of their lifestyle or background. No judgment, no gossip, just genuine inclusivity. And that reflects the kind of culture we’re building: respectful, responsible, and future-focused.
Looking beyond 2030, what are the biggest opportunities for hospitality, and how can brands like Rosewood support smaller properties in seizing them?
Ms. Ahmed: One of the biggest long-term opportunities in hospitality is the enduring demand for genuine connection—both with people and with place. Despite global challenges, we’ve seen travel rebound strongly post-pandemic, and that desire to explore and connect hasn’t slowed.
Looking beyond 2030, this demand will become more nuanced. Travelers are increasingly seeking authenticity and are better at identifying what’s genuine. Hospitality is uniquely positioned to meet this expectation, because great service can’t be faked—it requires real care, curiosity, and attention. Brands that consistently deliver this kind of authenticity, while maintaining quality and rethinking what luxury means through that lens, will thrive.
Another key trend is the shift away from sameness. Travelers want localized, meaningful experiences that reflect a true sense of place. That’s something Rosewood is deeply committed to and well positioned to expand on.
Mr. Wagner: I believe AI will have a major impact on hospitality, particularly by automating routine tasks that currently occupy staff. This shift could free up employees to focus more on meaningful guest interactions, allowing them to be more present and attentive rather than rushing through checklists.
Eventually, I see hotel operations becoming more automated, with staff transitioning into roles that emphasize personal service, curating local experiences and acting more like concierges than task-driven workers.
This could be a turning point for hotels. With platforms like Airbnb facing pushback in many cities due to regulatory and authenticity concerns, hotels have a chance to reclaim ground. By embracing local culture and offering unique, personalized experiences, they can meet the demand that made Airbnb successful in the first place.
Many travelers today, especially younger generations, are seeking authentic, hyper-local experiences that connect them to the communities they visit. How do you balance the pursuit of luxury with the growing demand for authenticity and environmental responsibility?
Ms. Ahmed: Luxury offers a unique opportunity to be sustainable. Many sustainable choices—like glass instead of plastic bottles, or wooden instead of plastic toothbrushes—not only reduce waste but also feel and look better, enhancing the guest experience. And they don’t always come with a higher price tag. With product innovation growing across categories, we’re seeing sustainable choices at similar or even lower price points. Most importantly, luxury offers the opportunity to shift the business lens on sustainability from being viewed as a “cost” to an “investment”. More sustainable practices can enhance business value, help differentiate the brand, and lead to greater employee retention.
Luxury also has the flexibility to redefine itself. Today’s consumers are less interested in logos and material status symbols, and more focused on meaningful, connected experiences. In hospitality, we have a rich canvas to deliver that—guests don’t just pass through; they stay, engage, and immerse themselves. That depth creates real opportunities to combine luxury with sustainability in a way that resonates deeply with modern travelers.
Thank you Ms. Ahmed and Mr. Wagner!