In an industry where environmental consciousness was once considered "new age," Andrew Jones has been quietly revolutionizing hospitality through sustainable practices for nearly three decades. The founder of Sanctuary Resorts shares his journey from sceptical industry colleagues to mainstream ESG adoption.
From Vision to Reality: The Birth of Sanctuary Resorts
Andrew Jones didn't set out to become a sustainability pioneer. With a 50-year career spanning from his family run small UK country inns to managing the Kowloon Shangri-La for Westin Hotels, his path seemed traditionally corporate. But in 1995-96, during a transformative nine-day retreat, Jones conceived what would become Sanctuary Resorts.
"I came up with a number of things that I felt an interest in during that program," Jones reflects. "One of them was my concern about the environment - it was still a fledgling interest in those days, but I felt environmental issues were important, even back in the mid-90s."
The concept was deceptively simple: marry my vocation in hospitality with my community service work, while maintaining profitability. "I wanted to combine my Rotary and charitable work with young people and my hotel experience," he explains. "But I also needed to pay the rent, so it had to be a profitable business. We created a concept where the resort acted as a catalyst for community development."
What started as a plan for one resort where Jones could "sit on the porch until old age" resonated with others seeking purpose-driven hospitality. At its peak, Sanctuary Resorts managed six properties under its unique "body, mind, spirit, environmentally friendly" philosophy.
Swimming Against the Corporate Tide
In the mid-90s, Jones's environmental focus attracted more than curious glances. "I got a lot of funny looks in those days. It was sort of 'new age - what the hell are you doing?' from the corporate world," he recalls with characteristic candor. "But I really believed that was the way forward, and the market told me there was interest."
Fast-forward to 2025, and those "funny looks" have transformed into industry standard practice. "Now it's mainstream. Everybody is looking at how they can upgrade their ESG platforms, how they position themselves within communities, and how they develop their businesses in a responsible manner."
The Economics of Environmental Responsibility
One persistent myth Jones encounters is that sustainable practices inevitably increase operational costs. His experience suggests otherwise.
"I think there is a misconception that these things cost more," he notes, citing examples from his consulting work. "We added water systems to rooms, got rid of plastic bottles, and it was money saving. The storage of plastic bottles, the wastage - we definitely saved money when we cut them out."
The key, Jones learned from a French general manager colleague, was presenting owners with clear financial benefits. "He had to give his owners financial justification for ESG programs. And he could do that based on financial savings and benefits."
This extends beyond individual items to entire supply chains. Jones references Shangri-La's Giovanni Angelini, who found that environmentally friendly building materials, while potentially more expensive upfront, delivered savings over time through reduced maintenance and operational costs.
The Crestwell Attire Revolution: A Brilliant Solution
When introduced to Crestwell Attire's innovative approach to sustainable hospitality uniforms, Jones's response is immediate and enthusiastic. "This is very innovative and very creative, and I think that's a really good start," he says, his consultant's mind already racing through the implications.
The solution addresses what Jones recognizes as a universal industry pain point. "I've been in the same boat - you go down to housekeeping and there's a whole pile of plastic bags full of old uniforms. What are you going to do with them? They go to the landfill and rarely get re-purposed."
What excites Jones most about Crestwell Attire's approach is its comprehensive integration of multiple solutions into one elegant system. The AI-powered design process eliminates expensive design fees while creating authentic brand expressions. The use of sustainable materials from maize, bamboo, and recycled plastics provides unlimited supply chains. The direct-to-employee ordering system removes traditional procurement bottlenecks. And crucially, the take-back program solves the waste disposal challenge that has plagued hotels for decades.
"The first people who get into these things and try them will be ahead of the game, to be honest with you. And it's a great story, you know," Jones observes with the enthusiasm of someone who recognizes a game-changing innovation.
Beyond Uniforms: Expanding the Vision
Jones's strategic thinking quickly expands beyond the initial uniform application. "When you were talking about uniforms, I was thinking about linens and other cloth materials that could be brought into the same program," he notes, envisioning condemned linens, towels, bathrobes, and even guest slippers entering the recycling stream.
"All these items can be collected and then down-cycled, up-cycled into other uniforms or laundry bags and things like that. So it is a good circle economy model," he explains. "I think it's a brilliant idea."
The scalability particularly appeals to his industry perspective. "If they can get it out with a hotel company that can make a really great story about it, or even cruise ships - imagine the number of cruise ships and the higher turnover of staff, often Asian staff, working on these ships."
The Economics of Innovation
Having spent decades convincing owners that sustainability can reduce rather than increase costs, Jones immediately grasps Crestwell Attire's financial benefits. The elimination of design fees, reduction in procurement complexity, direct ordering system, and waste disposal savings create multiple cost reduction streams.
"There's an entire supply chain that's all linked," he reflects. "People might think they're saving by switching to one thing, but they're only looking at that one component. If you look at the whole supply chain, there could be other logistical reasons why that becomes problematic."
The AI-powered design component particularly resonates with Jones's experience, while also striking a chord with the podcast host, who shared his own costly experience as GM of Hotel ICON. "When we opened ICON, we must've spent 50,000 US dollars on uniform design fees. And then quite often, they run out of fabric and things like that. So if you're able to harness that in a way... you're not going to run out of recycled waste, are you? You've got a plentiful supply."
The PR and Authenticity Advantage
Beyond operational benefits, Jones sees significant marketing value in Crestwell Attire's approach. "It's new and it's a story in itself. Coupled with the recycling of materials... I think that's what people are looking for - how do we take these items and recycle them and make them into something more productive rather than move them to landfills."
The authenticity aspect particularly appeals to his philosophy. "The more authentic you can create your brand, whether it's for Asian people or African people or whoever's wearing it, the more original it's going to be," the host notes, explaining how AI design can capture genuine brand DNA rather than generic hospitality aesthetics.
For Jones, Crestwell Attire represents exactly the kind of innovative thinking the hospitality industry needs - solutions that simultaneously address operational challenges, reduce environmental impact, cut costs, and create authentic brand expressions. "And particularly when you have a theme type of concept within the property... I think that could be really good," he concludes, his decades of experience recognizing a solution whose time has come.
The PATA Influence: Education as Catalyst
Jones's involvement with the Pacific Asia Travel Association (PATA) has provided him a regional platform for promoting sustainable tourism practices. Through PATA's Gold Awards program, youth forums, and travel marts, he's helped shift industry conversations toward responsibility and sustainability in tourism.
"It's an educational process," he emphasizes. "That's why I spend a lot of time with young people. We always add sessions and opportunities for people to engage in knowledge exchange in responsible, sustainable tourism areas."
The generational aspect is crucial to Jones's thinking. "It's their future, right? If we don't get on board with this, it's going to be detrimental to the tourism industry as a whole, because people are more aware and they're looking for opportunities to support these initiatives."
Corporate Adoption: From Checklist to Requirement
The business case for sustainability has evolved dramatically since Jones's early days. Where hotel evaluations once focused solely on safety and security, corporate clients now demand comprehensive ESG reporting.
"Companies are coming to hotels and now it's a checklist on what are your ESG programs, how are you handling your waste," he explains. "It's in their business requirements now."
This shift from optional to essential reflects broader market evolution that Jones predicted decades ago. The challenge now isn't convincing operators that sustainability matters, but helping them implement effective programs efficiently and cost-effectively.
Technology as Enabler, Not Master
While embracing technological innovation, Jones maintains perspective on AI's role in hospitality. "The hotel industry as an innovator isn't always first in line," he admits. "But I think it will become more and more the way the world's going."
He sees particular promise in guest services applications - AI-powered concierge systems that quickly provide local recommendations without the overhead of printed compendiums. "Save costs and give guests what they want quickly," he summarizes.
However, Jones emphasizes that technology success requires proper implementation. "You can't just chuck it in there and say get on with it. It's an educational process. You have to develop people and spend time to train them well, particularly in legacy companies."
The Authenticity Imperative
Despite technological advances, Jones believes the fundamental human desire for authentic experiences remains unchanged. "Young people want real experiences, they want to commune with the actual community, they want to get to know people, real cuisine, local cuisine," he observes.
This insight, originally from PATA's millennial travel research, resonates across generations. "I read that and thought, well, that's what I want too. Sometimes I look at myself and think I'm a second millennial because of my age, but these are actually basic needs of people and how they want to interact with others."
As AI-generated content becomes increasingly sophisticated, Jones predicts a counter-movement toward authenticity. "People will ultimately seek out experiences that are more authentic and original. I can tell if somebody sent me something written by AI - it's just not their language."
Looking Forward: Community-Centered Hospitality
Three decades after founding Sanctuary Resorts, Jones remains focused on the intersection of profitability and purpose. His advice to hospitality leaders entering the sustainability space is characteristically practical: start with education, focus on financial benefits, and remember that community relationships are paramount.
"It's about how we look at our communities and work with them and the local people, how we look after the nature of the place in a responsible, sustainable manner," he reflects. "To make sure we maintain not only the quality of tourism, but also the quality of life for the community."
For an industry often criticized for prioritizing short-term profits over long-term sustainability, Jones's three-decade journey offers both inspiration and a practical roadmap. His success demonstrates that environmental responsibility and business success aren't just compatible - when properly implemented, they're synergistic.
As our conversation concludes, it's clear that the "funny looks" Andrew Jones received in the 1990s have transformed into industry standard practice. Perhaps more importantly, his pioneering work has helped prove that doing good and doing well aren't mutually exclusive - they're essential partners in hospitality's sustainable future.
Andrew Jones continues his consulting work across the Asia-Pacific region, advising hospitality companies on sustainable practices and community-centered development. Sanctuary Resorts remains active as a model in promoting responsible tourism through both operations and industry education.