Inan Şahin is no stranger to the culinary world. As former executive chef at Efteling, he spent years at the helm of one of the largest hospitality establishments in the Netherlands. Inan recently opted for a new role within Efteling with even more influence on the F&B vision and strategy: Culinary Innovation Specialist. In this role, he is driving the sustainable food transition at one of the country's most iconic theme parks. We spoke to Inan on the eve of the opening of the Efteling Grand Hotel. This is not only the opening of a luxury hotel, but also two new restaurants. This is a major step forward in terms of the restaurant facilities on offer at the theme park.
Inan's intrinsic motivation for better and more sustainable food is deeply rooted in his early years as a chef, particularly in high-end restaurants. That is where his love for the product itself developed, the taste, the origin, the story behind it. What started as a culinary fascination grew into a profound awareness of the impact of food production. By coming into contact with farmers and hearing their stories, he quickly realised that what we are doing now cannot continue in this way. Not for the future, not for future generations.
Those conversations with producers gave him an early, almost intuitive realism, even before sustainability became a mainstream concept. The realisation that things had to change was already there. Inan also saw that farmers were searching for answers: 'We don't know what to do, but we know we can't go on like this.' What motivated him even more was the moment when these scattered fragments of awareness began to come together in a structured, shared vision of the future. This deepening of the conversation, the respectful partnership between chef and farmer, was a turning point for Inan. It was, as he calls it, an inner accelerator on a journey that had begun early on.
Inan's current role is threefold: he is responsible for (1) culinary innovation, (2) project manager of the Sustainable Food Route at all Efteling catering locations – both the park and Hotels & Resorts – and (3) culinary training of the team. Based on these three pillars, he is working on a concrete plan for 2027, with a review in 2030. 'We are building something structural. It's not just about a plant-based option or agreements with a specific supplier, but about an approach that works both sustainably and commercially.'
'What helps enormously in this regard is to first make the figures transparent. Ultimately, Efteling's goal is to be climate neutral by 2030. So we need to know how we can reduce CO₂ emissions. Previously, it was difficult to gain insight into the actual impact of some purchasing decisions. Now we have a system that allows us to see exactly how much CO₂ emissions each product causes. This enables us to focus on a number of products, rather than taking ad hoc measures.'
The Efteling Nature Park Foundation was involved in the establishment of the Efteling, and since then, the natural environment has always been important to the park and its visitors. Every day, the park is committed to becoming more sustainable, which is necessary because the bar is set high: the theme park wants to be climate neutral by 2030. Conceptional was asked to contribute to this ambition, and together with the team, ensure that this ambition is also realised in the restaurants, the range of products offered, and the working methods. This gave rise to the Sustainability Food Route project.
The project began with an exploratory phase, analysing the current situation, which was quickly followed by a concrete approach that was workable for the organisation. A structured plan was drawn up, which various departments set to work on. Inan sums it up aptly: 'In some areas, we have even moved faster than we had anticipated.' Sustainable Food Route thus provided not only structure, but also confidence: a shared compass for sustainable change.
However, the food route has not always been smooth sailing. 'Change usually takes time and explanation. At Efteling, it was also important to clearly explain the proposals from the Sustainability Food Route. In a large organisation such as Efteling, there are always different opinions that matter.'
By starting small, making results visible and actively involving employees in the processes, more commitment was generated. 'Some changes ultimately went faster than we thought, precisely because people started thinking along with us. That's the best result: employees who come up with ideas themselves.'
'We want to immerse guests in the magic. It doesn't fit with that to communicate very proactively about our sustainability ambitions. But you can serve a different product that simply tastes great, and surprise people with flavour. The rest will follow naturally.'
Inan cites the example of the cheese and cashew croquettes. 'We tested them for taste and, without emphasising that they were plant-based, simply included them on the menu alongside other options. And they sold extremely well.' An even more striking example is the introduction of the Loonsche Land Burger, a completely plant-based burger that found its place on the menu without any communication.
Initially, guests were unintentionally directed back to the classic beef option, simply because staff members were 'informing' them about the beef option in advance. Only after it was decided to present the product as a fully-fledged option on the menu without emphasising its plant-based nature did real behavioural change occur. Within a week, the ratio shifted to 70% plant-based – a clear signal that taste and convenience are more important to guests than ideological arguments.
And, of course, the taste was excellent. The key? Entice through quality and choice. As Inan sums it up: 'Make it easier, but above all, don't make it harder.' That simple lesson is now firmly embedded in Efteling's strategy.
Data is key in internal communication. Every quarter, Inan presents the results to date to various teams. 'By providing insight into the CO₂ impact of our choices, we make the conversation concrete.'
Sustainability is an important theme for Efteling. It is no coincidence that Sustainable DNA is one of the three pillars of the vision for 2030: 'From the outset, I was given sufficient mandate to get things moving, even if that meant making mistakes. I was told: "Standing still is not an option." That freedom has made all the difference.'
He emphasises that it is not about unlimited resources, but about room to try. 'Some things fail. But the most important thing is that you dare. And that you take the time to learn.'
When asked whether Efteling feels a responsibility towards the outside world, Inan answers with a resounding yes. 'Guests expect us to do well. And even though that can be nerve-racking at times. Especially within the industry, but also outside it, people are watching the steps we take.'
But what is his greatest ambition? 'That we will no longer have to say that something is sustainable. It will just be normal. Just like hospitality, just like quality. Sustainability as a matter of course, that is the goal.'
Inan has been Culinary Innovation Specialist at Efteling since 2024. He previously worked as an Executive Chef and has a background in fine dining. His passion for cooking and his love of produce naturally led him down the path of sustainability. At Efteling, he oversees the Sustainable Food Route, develops new products and trains employees to help build the transition. Inan believes in small steps, big impact, and above all, in the power of people.
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