As the new Deputy CEO of the Banyan Group, Ms Ho Ren Yung stands at the forefront of redefining luxury hospitality through a lens of environmental sustainability and holistic wellness. Since joining the family-founded company back in 2009, she has spearheaded transformative initiatives that intertwine ecological responsibility with immersive guest experiences. Her leadership encompasses brand management, creative concept design, human resources, and the integration of wellness practices across the group’s diverse hospitality portfolio. With a background in sociology and economic development from the London School of Economics, Ms Ho brings a unique perspective that bridges business acumen with a deep commitment to social impact and community development. In this exclusive interview, Ms Ho Ren Yung sheds light and shares insights into the Banyan Group’s evolving strategies and her personal approach to leading with intention in a rapidly changing world with ever evolving demands.
Q: The Banyan Group has long been a pioneer in environmental sustainability within the luxury hospitality sector. Under your care and stewardship, how do you intend to further evolve the company’s continued commitment to sustainable, eco-friendly practices in the industry while remaining a profitable business?
Our next chapter in sustainability is rooted in biodiversity. We recognise that hospitality exists within living ecosystems—whether coral reefs, wetlands, forests, or mountains, and we must act as stewards, not just operators. From marine regeneration in the Maldives to reforestation and community conservation in China and Morocco, we are embedding biodiversity into the heart of our business.
Critically, we are also going upstream with rethinking how we shape our physical environments. We always aim to reduce the environmental burden from the outset and enhance the ability of nature to thrive alongside us. Profitability and purpose are not at odds; when we regenerate ecosystems, we create long-term resilience that encompasses both ecological and economical benefits.
Q: What benchmarks does the group use to manage and measure its actual carbon footprint, as well as the positive impacts of the various sustainability programs and efforts that have been put in place?
RY: We benchmark against internationally recognised frameworks such as the Global Sustainable Tourism Council (GSTC) and Science-Based Targets. These help us track energy, emissions, water, and waste across our entire portfolio. Internally, our Banyan Global Foundation oversees a measurement system that includes both quantitative metrics and qualitative indicators of impact that spans biodiversity restoration, supply chain ethics, and community benefit.
Sustainability is not static. Our approach evolves as we deepen our understanding of inter-dependence and work towards a regenerative model that includes ecological, social, and cultural dimensions of well-being.
Q: Wellness, eco-tourism, sustainability, and slow travel have now become defining pillars of post-pandemic travel trends. How does the Banyan Group position itself and continue to define its identity among competitors who are also adapting to the ever-changing demands, needs, and tastes of today’s consumers? How do you envision the brand evolving to remain competitive and purpose-driven in an increasingly conscious luxury travel market?
Our differentiation lies in depth and consistency. We have always held the belief that hospitality can be a force for good. Thus, the Banyan Group creates sanctuaries not only of rest, but of reconnection. In a competitive market where sustainability is now expected and the norm, we continue to lead by offering experiences that are immersive, intimate, and locally grounded.
We are focused on crafting places and programmes that allow guests to slow down, awaken to the natural world, and engage with local indigenous culture through presence. We see the future of luxury not as more, but as meaning. The Banyan Group’s evolution reflects the ethos of staying rooted in our core values while innovating with utmost care.
Q: What particular new innovations or collaborative partnerships are in the pipeline that we can expect to see implemented in the future under your visionary leadership? What are some of the upcoming projects, concepts, or properties set to open soon?
In the wellness space, we’ve just launched Banyan Tree Connections – which is an approach centred around relationship based well-being. It’s about designing an interconnected system that supports not just individual health, but relational and ecological harmony. This extends into immersive retail, new formats of rituals, unique experiences, and a long-term aspiration to bring the Banyan Tree way of life into homes that go beyond the stay.
We have several new and exciting openings coming ahead: Mamula Island by Banyan Tree in Montenegro which is a heritage fortress reimagined as a sanctuary of reflection. Ubuyu, a Banyan Tree Escape that offers elemental immersion in Tanzania. Banyan Tree Guangzhou – our urban sanctuary in one of China’s most dynamic cities.
Each of these represents a facet of our vision, which is hospitality that expands perspectives and enables deeper discovery.
Q: What are some of your short- and long-term strategic visions for the company moving forward?
Our long-term aspiration is to shape a regenerative hospitality ecosystem where every part of our business contributes to renewal, rather than depletion. Concretely, this means designing hotels that restore local ecology, while investing in community-based enterprise, embedding circular systems in operations, and growing an ecosystem of partners aligned with this collective purpose.
In the short term, we’re focused on clarity while strengthening our brands, deepening our talent culture, and aligning our digital and operational infrastructures to support scaling up. Regeneration is not just a department. At Banyan Tree, it is part and parcel of daily operations. Over time, we believe this will become the new standard of excellence in hospitality.
Q: How do you personally maintain a mind-body-soul balance and connection in your own life while juggling your busy schedule as the Deputy CEO of the Banyan Group?
Balance for me is built through rhythm. I carve out small windows each day for stillness. I do so through breathing, walking outdoors, or simply being present with my children. These practices help me return to myself amidst the complexity of business leadership.
I also find restoration in story and reflection, such as remembering why we do this work, and who we’re doing it for. Leadership can be demanding, but when anchored in purpose, it then becomes a generative force rather than a draining one.
Images: Banyan Group
The post Leading with Purpose: A Conversation with Banyan Group’s Deputy CEO Ho Ren Yung appeared first on The Wellness Insider.