Gagan Kapoor explores how commercial services can turn ESG ambitions into practical action while supporting long-term university goals.
Environmental, Social and Governance (ESG) – the role that commercial services plays in reaching long term strategic goals for Higher Education Institutions.
Commercial services play a vital role in translating ESG principles into visible action—from sustainable procurement and responsible sourcing to inclusive employment and community engagement. By embedding these principles into everyday operations, commercial services directly contribute to the University’s long-term strategic and environmental goals. It is essential that sustainability and governance are part of how we work every day, rather than treated as an additional layer of activity. Services must remain aligned with the University’s strategic direction and values to stay relevant, purposeful, and focused on delivering the long-term vision.
Given the significant demands already placed on teams, sustainability and governance should support—not burden—the way work is carried out and services are delivered. My view is that enabling activities need to be proportionate, allowing more time and resources to be focused on core service delivery—not the other way around. A governance model that encourages innovation, empowers colleagues to test new ideas, and fosters learning from both success and failure is essential. In a constantly evolving environment, adaptability and team ownership are central to lasting success. Clear, simple and consistent communication of strategic goals ensures everyone understands how their work contributes to the wider University mission.
In-house vs outsourced provision – Exploring the key elements of forming a decision of how to manage services across FM, catering, and hospitality.
In-house service delivery provides strategic value beyond cost and efficiency, embodying the University’s culture and values while fostering ownership, flexibility, and internal collaboration. External partners, including contract caterers, can sometimes offer fresh perspectives and investment capacity. I advocate for a predominantly in-house approach, complemented by trusted external providers where appropriate as per commercial strategy. Success should be measured not only by financial performance but also by the quality of relationships, engagement, and the value created for our community. Open communication, mutual respect, and aligned strategic objectives are essential to delivering sustainable, commercially strong, and values-driven services.
Working with private sector accommodation providers in partnership –important factors when forging successful partnerships from a Higher Education perspective?
Successful partnerships with private accommodation providers rely on shared purpose, trust, and mutual respect, with the primary goal of delivering the student experience rather than simply fulfilling contractual obligations. Private partners bring expertise, flexibility, and much needed investment, complementing the University’s strengths in student experience, community building, and service quality. A balanced portfolio of university-managed and partner-provided accommodation ensures choice, affordability, and ability to meet demand. Effective partnerships operate with transparency, open dialogue, and a genuine sense of shared ownership. Treating partners as an extension of the team fosters seamless, high-quality services that reflect University values. Shared intelligence, student feedback, and best practices have consistently delivered improved outcomes.
EDI – Equity, Diversity and Inclusion – adopting an inclusive model that welcomes students and employees from all backgrounds.
Diversity is a key foundation for research and education. An inclusive culture is essential to the success of any modern institution, collaborative thinking, strengthening services, and reflecting the global nature of our community. Inclusion must go beyond policy and be embedded in everyday practice. Everyone—students, staff, and partners—should feel valued, respected, and heard. Creating development opportunities for different staff groups based on their individual needs is vital to truly embrace and develop a diverse team.
Achieving this requires involving diverse voices in decision-making and ensuring that services, communications, and environments meet a wide range of needs, identities, and experiences. From catering and accommodation to learning and social spaces, inclusion should be visible through our services offerings, facilities, and infrastructure, and inspired by our multi-cultural society we represent, creating a genuine sense of belonging for all members of our community.
Hospitality & Retail trends – changes of the Higher Education offering to serve the needs of a new generation of UK and international students.
The future of hospitality and retail in Higher Education, in my view, will be shaped by balance—between affordability and experience, consistency and creativity, and efficiency and engagement. Modern students, both UK and international, increasingly expect value for money, variety, cultural inclusivity, and spaces that encourage social connection and wellbeing. Food and drink remain central to building community and fostering a sense of belonging on campus, with trends such as plant-based and sustainable menus, culturally diverse options, grab-and-go solutions, and technology that enables efficient service delivery while creating new revenue opportunities. Shared dining, small-plate concepts, and community-style offerings are also emerging trends to watch.
Hospitality and retail environments must be flexible, socially engaging, and responsive to evolving lifestyles, while maintaining financial sustainability. Consolidating physical footprints and creating multifunctional ‘meet, eat, and study’ hubs are important future development for us. By focusing on innovation, technology, and customer journey-inspired designs, universities can deliver hospitality and retail experiences that enhance both student satisfaction and the overall campus experience.
Thank you to Gagan Kapoor, Director Commercial Operations (Residential, Catering and Domestic Services), Loughborough University for your insights.