As part of the launch of our Fairer Hotels Guide, we’re highlighting hotels across Scotland that are embedding fairness, sustainability and responsibility into the heart of their operations. This mini-series explores how hotels are translating those principles into action, from environmental impact and ethical sourcing to staff development and community connection. In this feature, we speak to Cameron House, a five-star lochside resort on the shores of Loch Lomond, about how luxury hospitality and a fairer approach can go hand in hand.
Can you introduce Cameron House and tell us a bit about why being a “fairer hotel” is important to you?
Cameron House is a five-star lochside resort located within Loch Lomond and The Trossachs National Park, on the southern shores of Loch Lomond. Alongside our luxury accommodation, spa, golf courses, marina and seven bars and restaurants, we are deeply connected to the landscape, communities and culture that surround us. That sense of place shapes how we operate as a business and how we define responsible hospitality.
For us, being a “fairer hotel” means recognising that hospitality should create a positive impact beyond the guest experience. We believe luxury and responsibility should go hand in hand, whether that is through reducing environmental impact, supporting local communities, creating inclusive opportunities for our team, or making more conscious sourcing decisions across the resort. Our sustainability approach is guided by four core pillars: Climate Action, Responsible Hospitality, Nature and Wildlife, and Clan, Community and Culture. These principles influence decision making across every department and help ensure we are considering both environmental and social responsibility in a meaningful and measurable way.
As one of Scotland’s leading hospitality destinations, we understand the importance of using our platform responsibly. From prioritising local and organic produce, to supporting charities and community organisations, to investing in long term environmental initiatives across our 400-acre estate, we are committed to contributing positively to both people and place.
You’ve made a number of changes to reduce environmental impact – what practical actions have had the biggest difference so far?
Over the past year, Cameron House has focused on making practical operational changes that deliver measurable environmental impact. One of the most significant achievements has been a 17.3% reduction in scope 1 and 2 greenhouse gas emissions between 2023 and 2024, supported by a transition to 100% renewable electricity tariff across the resort, backed by Renewable Energy Guarantees of Origin. Waste management has also been a major area of focus and through close collaboration with our waste partners and improvements across operations, we have achieved a 99% waste diversion rate, we are constantly pushing to make this 100%, and alongside this, we are continuing to phase out single use plastics throughout the resort. In our food and beverage operations, we prioritise local, organic and estate-grown produce wherever possible. This helps reduce food miles while supporting local suppliers and delivering a more authentic Scottish dining experience for our guests. We have also invested in lower carbon transport solutions, including electric concierge vehicles and 24 on-site EV charging points.
Importantly, we are always looking at how sustainability can support wider social impact as well. In 2024, Cameron House donated 400 pillows to Fresh Start, helping people transitioning out of homelessness while also extending product lifecycle and diverting materials from landfill. Across the estate, biodiversity and conservation remain a key priority. Initiatives including native tree planting, with opportunities for staff to take part in planting events and learn more about the estate’s native species, alongside wildlife conservation, pollinator support and beekeeping partnerships, all contribute to protecting and enhancing the natural environment surrounding the resort.
How do you engage staff across different departments in sustainability and day-to-day decision making?
At Cameron House, we believe sustainability is most effective when it becomes part of everyday culture rather than a standalone initiative. Engaging our teams across all departments is therefore a key part of our approach. Sustainability is embedded through training, regular communication and inclusive decision making, with team members encouraged to contribute ideas and take ownership of practices within their own departments. Across accommodation, food and beverage, spa, golf, marina and estate management, teams work collaboratively to reduce waste, improve operational efficiency, support biodiversity initiatives and make more responsible purchasing decisions. This cross departmental approach creates a shared sense of responsibility and encourages practical, collective improvements across the resort.
Our leadership approach places a strong emphasis on visibility and open communication. Regular staff updates, informal engagement and accessible leadership help ensure colleagues understand both the wider sustainability goals of the business and the role they play in achieving them. We also recognise the importance of connecting sustainability to people and community.
Through volunteer programmes, charity partnerships and inclusive recruitment practices, colleagues are encouraged to engage with initiatives that create positive impact both within and beyond the resort. We aim to create a workplace culture where responsible decision-making is part of day-to day operations and where every team member feels empowered to contribute towards a fairer and more sustainable future.
What opportunities do you offer for staff to develop their skills and progress within the business?
We strongly believe development should be continuous, practical and accessible at every stage of someone’s career. We are committed to creating an environment where team members feel supported to build their skills, grow in confidence and progress within the business.
Every employee begins their journey with a two-day company induction followed by a structured onboarding plan tailored to their role. This helps ensure people have a strong understanding of our culture, standards and expectations from the outset. Day-to-day learning plays a significant role in our development approach. Managers are encouraged to actively coach and support their teams in real time, allowing individuals to build confidence and capability through hands-on experience and practical learning within their roles.
We also support formal development opportunities across the business, including apprenticeships that allow team members to gain recognised qualifications while continuing to develop professionally. In addition, our 18-month Graduate Manager Programme provides exposure across multiple departments, helping participants build a broad operational understanding of the resort while developing future leadership skills.
To support ongoing learning, we use a central learning and engagement platform where team members can access training resources, track their development and explore internal career opportunities. This helps make learning part of everyday working life rather than a standalone activity.
Cross-training is another important part of our approach, giving employees the opportunity to gain experience in different departments and broaden their career pathways within the resort. For example, a team member working in Front Office may spend time training with the Marina team to develop new operational skills and open future progression opportunities.
Alongside on-the-job learning, we also deliver focused workshops and development sessions covering areas such as leadership, service excellence and technical skills when additional support or specialist development is required.
We encourage our people to engage with the wider hospitality industry as well, including development programmes and scholarship opportunities through organisations such as HIT Scotland. These experiences help broaden perspectives, build confidence and strengthen long-term career progression within hospitality.
Ultimately, our aim is to create a culture where development is ongoing, talent is recognised and people can see clear opportunities to grow their careers within Cameron House.
What advice would you give to other hotels looking to improve their approach to people, sustainability and supplier relationships?
Our advice would be to start by embedding sustainability and fairness into the culture of the business rather than treating it as a separate initiative. The most meaningful progress happens when environmental responsibility, people and community impact become part of everyday decision making across every department. It is important to begin with practical, achievable actions that can build momentum and engage teams.
Small operational changes, whether reducing waste, reviewing sourcing practices, improving energy efficiency or supporting local suppliers, can collectively make a significant difference over time. Measuring progress is equally important, as clear targets and transparent reporting help maintain accountability and encourage continuous improvement.
