Stay Unique
01
Develop the Stay Unique offer: Unique Stays, Unique Meetings and Unique Meals.
SDGs10 · 11 · 12 · 17
ScalesBelonging · Local
Belonging
The Belonging architecture, the neighbourhood pact, and ten commitments toward 2030.
ESG approach
The hotels’ experience grounded the strategy review
This chapter presents the strategy review conducted in 2024 and 2025 and the direction that results from it. The targets that quantify the commitments are not presented in this edition, as they are not yet stabilised. What is described here is the path defined and the commitment made, not the results of a plan in execution.
In 2024 the Group set the “Committed Hospitality” vision, built on three pillars and ten commitments. Taking it into the hotels, teams and management showed that results depend on each hotel’s operational and territorial reality, and that applying the same measures in different contexts does not guarantee equivalent results.
From that review comes Belonging, the Group’s revised sustainability strategy, completed and approved in 2026, after the reporting period. It keeps the pillars and the commitments and organises their delivery on four levels: Ourselves, Local, Portugal and World.
Fundamental axes
To set the priorities, the analysis rested on three axes, to which the review added a fourth:
- 01
Active listening to stakeholders
We mapped and analysed the expectations of the main stakeholders.
- 02
Trend and risk analysis
We assessed the sector's macro trends, from the climate transition to the demand for transparency and ethics in business.
- 03
Double materiality
We identified and prioritised the most relevant topics, both financially and in terms of the impact of operations.
- 04
Hearing the units
We gathered the contributions of each hotel's teams and management throughout the review process.
The three pillars
From the convergence of these axes the three pillars hold: Stay Unique, Operate Smart and Be Responsible, the Group’s strategic answer to the most pressing challenges and opportunities.
- Pillar 1
Stay Unique
Create stays with purpose
It covers the Stay Unique offer — Unique Stays, Unique Meetings and Unique Meals — promoting Unique Experiences through a partner community and more sustainable mobility, and raising the inclusion of our hotels.
- Pillar 2
Operate Smart
Innovate for efficiency
It focuses on raising energy and water efficiency of assets in operation and reducing the carbon footprint, promoting biodiversity through natural-capital conservation projects, and driving innovation, dematerialisation and circularity.
- Pillar 3
Be Responsible
Regenerate and take responsibility
It commits to continuously improving the Sustainability Management System, strengthening accountability and due diligence in the value chain, raising the ability to attract and retain employees, and developing support mechanisms for local communities.
Belonging architecture
The four levels are not distinguished by impact or by regulatory pressure, which they all have, but by the scale at which each commitment is mainly carried out.
The Belonging architecture is organised in four levels of belonging, defined by the main scale at which each commitment is delivered: individual, local, national or global.
How we decide what sits at each level
- Belonging · OurselvesCovers each employee’s responsibilities and practices, training and behaviour in each role.
- Belonging · LocalCovers each unit’s relationship with the communities, institutions and organisations of its territory. This is the level at which the Neighbourhood Pact adapts shared commitments to each place’s priorities.
- Belonging · PortugalBrings together commitments tied to the Portuguese regulatory, institutional and labour context.
- Belonging · WorldBrings together commitments based on international frameworks that apply to the whole Group.
| Scales | Stay Unique | Operate Smart | Be Responsible |
|---|---|---|---|
| Belonging · Ourselveswhat we owe ourselves | no action of its own | no action of its own | Sustainability culture in every hotel role |
| Belonging · Localwhat we owe the place |
|
| Neighbourhood Pact |
| Belonging · Portugalwhat we owe the country |
|
|
|
| Belonging · Worldwhat we owe the world | no action of its own |
|
|
Neighbourhood Pact
A public document between each hotel and representatives of its community.
The Neighbourhood Pact was designed as a public document to be signed between each hotel and local-community representatives — municipality, parish council, schools, local businesses and organisations — and it unfolds in five stages.
- 1
Diagnosis
Map the community, crafts, schools, partners
- 2
Pact
Public document with 4–6 commitments
- 3
Programme
Calendar of actions by vector
- 4
Measurement
Common indicators per vector
- 5
Report
Annual, public, shared with the community
The approved model sets a common method for the Group’s units — a designated owner, a dedicated budget, partner-selection criteria, documented annual listening, and a record of evidence — with each Pact’s commitments defined with documented community participation.
Implementation will be phased, from next year, starting at a pilot unit, and programmes and results will be reported when implementation produces verifiable evidence.
Our value-creation model
Resources mobilised and results generated in 2025
Inputs · Resources
Natural Capital
27 853 MWhEnergy consumed (electricity and gas)
378 255 m³Water purchased from the public network
Social Capital
35Partnerships with schools, universities and training centres
Financial Capital
36.29 M€Operating costs
How we are building Real Hotels Group’s future
- Diversifying segments and locations
- A strong bet on digitalisation
- Innovation
- Sustainability
Outputs · Value creation
The financial indicators cover the three operating companies included in the reporting perimeter (GRI 2-2) and exclude the property-holding companies.
Ten commitments for 2030
The commitments remain in the Belonging revision. The targets that quantify them are not stabilised and are not in this edition.
Stay Unique
Stay Unique
02
Promote Unique Experiences, with a partner community and more sustainable mobility.
SDGs10 · 11 · 12 · 17
ScalesBelonging · Local
Stay Unique
03
Raise the inclusion and accessibility of the Group’s hotels.
SDGs10 · 11 · 12 · 17
ScalesBelonging · Local · Belonging · Portugal
Operate Smart
Operate Smart
04
Raise energy and water efficiency of the assets and reduce the carbon footprint.
SDGs6 · 7 · 9 · 12 · 13 · 14 · 15
ScalesBelonging · Portugal · Belonging · World
Operate Smart
05
Promote biodiversity, with natural-capital conservation projects.
SDGs6 · 7 · 9 · 12 · 13 · 14 · 15
ScalesBelonging · Portugal
Operate Smart
06
Drive innovation, dematerialisation and circularity.
SDGs6 · 7 · 9 · 12 · 13 · 14 · 15
ScalesBelonging · World
Be Responsible
Be Responsible
07
Continuously improve the Sustainability Management System.
SDGs4 · 5 · 8 · 10 · 16 · 17
ScalesBelonging · Ourselves
Be Responsible
08
Strengthen accountability and due diligence in the value chain.
SDGs4 · 5 · 8 · 10 · 16 · 17
ScalesBelonging · World
Be Responsible
09
Attract and retain employees.
SDGs4 · 5 · 8 · 10 · 16 · 17
ScalesBelonging · Portugal
Be Responsible
10
Develop support mechanisms for local communities.
SDGs4 · 5 · 8 · 10 · 16 · 17
ScalesBelonging · Local
* The SDGs shown are those to which the Group links the commitments of each pillar. The mapping was established internally, at the level of the goals and not of the targets, and does not quantify the Group’s contribution to each one. Quantification depends on the commitments’ targets, which are not yet stabilised.