Client Overview

 

Client Name

Inn at Laurel Point

Industry

Tourism

Location

Victoria, B.C.

Client Size

Medium

Website

https://www.laurelpoint.com/

Services Offered

Challenge

Inn at Laurel Point has been deeply committed to sustainability since its founding. As one of Synergy’s legacy clients, Inn at Laurel Point exemplifies our goal when working with clients: empowering the team to lead climate action from within.

Inn at Laurel Point began working with Synergy in 2011 and was among the first hotels in BC to measure emissions and purchase offsets. When Inn at Laurel Point first partnered with Synergy, it faced a capacity challenge common among organizations early in a sustainability journey. Inn at Laurel Point wanted to be an industry leader but needed guidance to lay a foundation, define a path forward, and build internal capacity so that sustainability leadership could come from within.

Inn at Laurel Point needed a sustainability team that would help them develop their own sustainability expertise, build internal momentum, and create systems that go beyond single projects. The goal was to be a leader in sustainable hospitality, but getting there would require significant upfront investment in measurement, strategy, and team development.

Synergy’s Solution

Developing Internal Capacity: The SustaINN Team

One of the most significant aspects of Synergy’s work with Inn at Laurel Point was the reestablishment of the SustaINN Team (formerly the Green Team). This internal sustainability committee has become the engine of Inn at Laurel Point’s sustainability efforts.

In the early years, Synergy took a hands-on approach, facilitating team meetings, supporting project development, taking detailed notes, managing action items, and presenting findings. This level of support helped to build early momentum and develop the team’s confidence.

In addition to the SustaINN team, Synergy helped build Inn at Laurel Point’s foundation through:

  • GHG Inventory & Target Setting: Synergy calculated Inn at Laurel Point’s annual greenhouse gas inventories and supported them in setting ambitious reduction targets. After each annual measurement, Synergy presents the results to the team and discusses ways to decarbonize for the upcoming year.
  • Waste Diversion: Through detailed waste assessments and tracking systems, Synergy helped Inn at Laurel Point dramatically improve its waste management. Between 2013 and 2024, waste diversion increased from 48% to 82%, through technical solutions, guest education, and staff engagement.
  • Strategic Vision Development: Synergy facilitated the development of Inn at Laurel Point’s comprehensive “Project 2030″ sustainability strategy, which aligns with seven United Nations Sustainable Development Goals. This roadmap provides clear direction for the decade ahead and demonstrates Inn at Laurel Point’s commitment to regenerative tourism.
  • Green Key Advancement: Synergy supported Inn at Laurel Point’s Green Key applications, with project work directly contributing to improved eco-ratings. This third-party validation reinforces Inn at Laurel Point’s growing reputation as a sustainability leader.

Implementation and Results

The Fractional Sustainability Department Model

Inn at Laurel Point’s journey illustrates Synergy’s “fractional sustainability department” approach to working with organizations. Early in the relationship, Synergy provided frequent support, functioning as Inn at Laurel Point’s external sustainability team. As internal capacity grew, Synergy’s role shifted to annual GHG measurement and ad-hoc advisory support. For example, in 2023, Synergy helped Inn at Laurel Point revisit its Project 2030 roadmap, ensuring its ambitious goals remained relevant and achievable. This type of strategic check-in exemplifies the ongoing value of the partnership: Synergy remains available when expertise is needed without creating dependency.

The evolution of this relationship has enabled Inn at Laurel Point to reinvest budget previously allocated to external consulting into direct decarbonization projects such as enhanced waste systems and social enterprise initiatives. This shift represents the ultimate success of Synergy’s approach: the client becoming self-sufficient enough to focus resources on implementation rather than external support.

Measurable Environmental Progress

Over the decade-plus partnership, Inn at Laurel Point has achieved significant environmental achievements with Synergy’s support:

  • Waste diversion increased from 48% in 2013 to 82% as of 2024
  • Improved electricity consumption efficiency, consistently reducing consumption per room night since 2022, with the lowest kWh/room night in 2025 despite increased room nights.
  • Lower carbon footprint with electric kitchen equipment rather than gas powered heating
  • Installation of on-site electric vehicle charging infrastructure
  • Launch of enhanced waste-diversion systems such as soft plastics, organics and more

Recognition and Leadership

Inn at Laurel Point’s sustainability work has garnered significant recognition:

Key Takeaways

Sustainability Leadership Requires Internal Capacity

Inn at Laurel Point’s journey demonstrates that becoming a sustainability leader isn’t about hiring consultants indefinitely; it’s about building internal expertise and ownership. Synergy’s capacity-building partnership ensured that Inn at Laurel Point’s sustainability efforts would be resilient and self-sustaining in the long term.

Engagement Beyond Leadership is Essential

One of Inn at Laurel Point’s greatest strengths is its ability to engage staff at all levels in sustainability efforts. The SustaINN Team provides structure for participation, ensuring that sustainability isn’t just a leadership initiative but a shared responsibility. This broad engagement generates informed ideas and builds an organizational culture around sustainability values.

Long-Term Partnerships Enable Adaptability

Sustainability best practices evolve, measurement methodologies improve, priorities shift. Inn at Laurel Point has learnt to adapt to these changes while maintaining momentum. Having a trusted advisor available for strategic guidance provides independence when possible and expertise when needed.

The Fractional Model Creates Sustainable Investment

By building Inn at Laurel Point’s internal capacity, Synergy enabled them to redirect resources from external consulting toward direct climate action. This shift represents a more sustainable investment model: initial intensive support lays the foundation, and ongoing advisory services ensure continued progress as the organization invests in tangible sustainability improvements.

Early Action Creates Competitive Advantage

Inn at Laurel Point began measuring and acting on its environmental impact long before it became an industry standard. This early commitment has positioned them as recognized leaders in sustainable hospitality, earning certifications and awards that differentiate them in a competitive market. Organizations that wait for sustainability to become mandatory miss the opportunity to lead.

This project represents how consistent, flexible sustainability consulting can transform organizations from needing extensive external support to becoming self-sufficient, resilient leaders. The goal is building the systems, expertise, and culture that enable organizations to power their own sustainability journey.

If you’re ready to build the kind of internal sustainability capacity, contact us to explore how a fractional sustainability department approach could work for you.

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“Synergy is a seamless extension of our team. Not only do they work with us on reducing and auditing our environmental footprint, they help us tell our story in a meaningful and relevant way both internally to our colleagues and externally to our guests.”

Inn at Laurel Point