An Interview with Eu Chin Fen, CEO of Frasers Hospitality

Can you tell us about your role, experience, and expertise in or related to corporate sustainability?

As the CEO of Frasers Hospitality, I see sustainability not as a standalone agenda but as a fundamental business imperative that shapes how we invest, develop, and operate globally. I believe the role of leadership in sustainability is not to set targets, but to shape people’s mindsets. We are in the people business; every decision—from how we design our spaces to how we serve our guests—has an impact on the environment and local communities.

I have been guiding our organisation through a strategic shift towards sustainable growth, embedding environmental, social, and governance principles across our integrated value chain platform. From advancing green-certified properties to strengthening community partnerships, my focus has been on aligning long-term business value with positive environmental and social outcomes. Sustainability is not  an add-on; it is part of what makes hospitality meaningful, and it forms the core of our DNA.

What aspects or issues are you most passionate about in corporate sustainability, and why?

I am deeply passionate about people and place, and our industry has the power to leave a positive imprint wherever we operate. I care most about how we can create spaces that nurture wellbeing and preserve the local culture and community. Hospitality is about connection, and sustainability gives that connection purpose. When a guest stays with us, they should feel that their choice contributes to  something larger. Hence, our business needs to respect the environment and uplift its communities.

How do you find the state of corporate sustainability today?

We have made initial progress as an industry, but we are still in a phase of transition: from awareness, to ownership, to measurable action. Many companies now recognise sustainability as a business imperative, not a cost burden. Yet, the pace and scale of change remain uneven.

To Frasers Hospitality, sustainability is inseparable from business resilience as guests and investors are increasingly seeking values alignment. We now need more alignment across the value chain so that sustainability is not driven by compliance, but by conviction; and ensure that it is built into every business decision.

What are the most pressing gaps and the most difficult challenges in corporate sustainability?

I feel that one of the biggest gaps is in translating ambition into urgent actions. Many organisations have bold long-term commitments but face challenges in operationalising them quickly due to data limitations, fragmented frameworks, or competing short-term pressures from operations.

Another challenge is financing this transition, especially for asset-heavy sectors like hospitality and real estate, where retrofitting for energy efficiency or low-carbon design requires substantial upfront investment and a decent return on these investments. While there are now more commercially viable solutions, we need  people with the right knowledge and experience, to present the right solutions to get buy-in from stakeholders and follow through with the execution.

Sustainability is fundamentally about the planet, people, and profit. In hospitality, our greatest leverage and responsibility lie with people. Yet, the intensity of daily operations often leaves little room to pause and reflect on the deeper purpose of our business: to serve, uplift, and create meaningful experiences. To move forward, we must reconnect with that purpose and empower our teams to drive change from the  ground up.

What are the biggest potential and opportunities you see to address those challenges?

Technology and partnerships hold tremendous potential. Digital tools and data analytics are enabling us to better track, measure, and optimise energy and resource consumption. Concurrently, collaboration between governments, investors, and vendors can help unlock and accelerate new solutions that are scalable and relevant.

Furthermore, calling out social inequality and the need for social inclusion to strengthen the social compact is important. With greater awareness and more calls for action, we will create more opportunities to engage stakeholders and the local communities as active participants in this journey.

What are the lessons you have learned so far from your experience in or related to corporate sustainability?

One key lesson is that our sustainability strategy and goals need to be owned by everyone within the organisation. Change happens when sustainability becomes part of the corporate DNA, influencing how teams make decisions daily. Another lesson is that progress is incremental; what matters is consistency. Even small, measurable improvements compound over time into lasting impact.

What are the most exciting initiatives that you are part of or have encountered?

We have been driving several initiatives over the years, from transitioning to renewable energy sources, and phasing out plastics to partnerships with local organisations to empower youths and strengthen our local communities. What excites me most, however, is seeing our teams innovate from the ground up. Sustainability becomes real when we see how our business can change lives, not just metrics.

If you were to share advice you have learned that may be helpful to your peers and sustainability practitioners around the world, what would that be?

Lead with purpose and act consistently. Sustainability is a long journey that rewards persistence and collaboration. Begin with what is within your control and build momentum from there. We all need to be transparent about our challenges, celebrate progress, and never lose sight of why we do this: to ensure that the spaces we create today remain vibrant and thriving for generations to come.

This exclusive interview is part of the GNA X UNGCNS Special Report on Corporate Sustainability, published in collaboration between Green Network Asia and the United Nations Global Compact Network Singapore.

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