Page 39 - GBC Spring 2026 ENG

TURNING DECISIONS INTO DOLLARS
So, what does this look like in practice? At Mickelson National Golf Club
(MNGC) the results are already taking shape. One year into our Sustainable
Golf journey, we are already seeing measurable results. While still early,
the impact has been meaningful – not only for our team, but also for
ownership, our members and the surrounding community.
Like many operators, we carefully evaluate every dollar spent. What
sets this initiative apart is its global credibility and adaptability. Facilities
of all sizes, locations, and operating models can participate, and we found
no barriers that limited our ability to do so.
ELECTRIC FLEET SAVINGS THAT ADD UP
One of the most immediate and measurable opportunities to improve
sustainability while managing costs lies in fleet electrification. As
equipment costs continue to rise, electric alternatives are becoming
increasingly viable. As part of our fleet strategy, we introduced electric
equipment where it made operational sense. Today, our fleet includes six
electric utility vehicles, two electric blowers, two electric trimmers, and
one electric triplex mower. In 2026, will add our first electric fairway
mower.
Currently, approximately 15% of equipment fleets in the UK are
electric, compared to roughly 1% in North America – highlighting a
significant opportunity for growth. Manufacturers continue to refine
performance and reliability, while operators must adopt more responsible
purchasing practices.
Leaning into partnerships and testing equipment firsthand has been
eye-opening. The advancements are impressive. To date, we have saved
approximately $7,000 in fuel costs, with savings expected to increase as
adoption expands. Take the Sustainable Golf Pledge and earn a 2% rebate
on Toro electric and hybrid equipment, as well as GPS sprayers through
Sustainable Golf Opportunity Buys, visit ngcoa.ca for details.
SERVING BURGERS WITH A SIDE OF PROFIT
Guided by Sustainable Golf in Canada principles, MNGC implemented a
protein purchasing strategy that locks in on annual pricing on key menu items.
We now purchase and cut our own steaks in-house, repurposing trim
into fresh, house-made burger patties. In 2025, our team produced 1,446
burgers, sold at $23 each, generating more than $33,000 in revenue with
zero waste. While Alberta may be known for its beef, this approach can be
replicated anywhere. Sometimes the most impactful opportunities come
from simply asking your team where efficiencies exist.
CONTINUOUS “WATER ON THE GO”
Sustainability also plays a
meaningful role in how we
support our guests’ on-course
experience. As part of our
environmental initiatives, we
installed two water refill stations
at the comfort stations throughout
the course. Like many facilities,
we once believed bottled water
was an expected amenity.
However, data collected at a
previous property showed that
nearly 40% of bottled water went
unconsumed, along with the
waste it created.
At both The Links at Brunello
and Mickelson National, refill
stations have proven extremely
popular. They encourage sustain-
able habits while maintaining a
positive guest experience. We now
promote reusable bottles and sell
branded versions on-site. Since
2023, we have sold 284 bottles,
generating $11,357 in revenue.
Your golfers will have a win-win
solution as they stay hydrated and
help the environment. The
message is simple and effective:
refill, not landfill.
FOOD PURCHASING
PHILOSOPHY
Our food purchasing philosophy
also reflects our broader com-
mitment to sustainability, com-
unity partnerships and responsible
sourcing. Approximately, 30% of
our kitchen ingredients are
Golf Business Canada 41