2.1. Relationships Between Production, Energy, and Environmental and Fiscal Conditions in Industrial Enterprises from a Sustainable Development Perspective
Today, the industrial sector is operating in the midst of intense energy and ecological transformation. This implies the need to achieve complete climate neutrality [
10,
11,
12,
13,
14]. Such actions stem from global decarbonization strategies, which include implementing the “Net-Zero” policy by 2050 [
15,
16,
17,
18]. It obliges businesses to regularly reduce their carbon footprint at every level of the production process. The operational management process in industrial enterprises is focused on implementing complex environmental strategies. Their goal is to reduce resource consumption while simultaneously increasing energy efficiency [
19,
20,
21,
22,
23].
The structure of the relationships between production levels and energy demand indicates an interdisciplinary structure. It is determined by the ongoing technological changes introduced as part of the Fourth Industrial Revolution [
2,
24]. A key component of the endogenous mechanisms of production activity is the emerging fiscal instruments, in particular ecological taxes, emission fees, and the Emissions Trading System (ETS) [
25,
26]. They impose on the management level the burden of entities with the costs of external effects [
27].
Environmental taxes are considered an effective financial instrument that motivates enterprises to implement pro-environmental technologies and improve the processes of fossil fuel consumption [
28]. In addition, industrial activity causes high social costs, which are reflected in the deterioration of the health of the population [
29,
30]. They oblige the use of an integrated approach to ensuring the well-being of the population living in areas with a high concentration of industry.
The established assumptions for sustainable development (SD) require a redefinition of traditional production process strategies by consolidating financial goals with the environmental and social performance of companies. Therefore, rationalizing environmental impact costs is recognized as an essential component in creating a competitive advantage. It is based on the synergy between value creation and sustainable management of natural resources [
31]. In turn, managing the redistribution of the added value generated implies the need to take into account the needs of a wide range of stakeholders using a transparent and effective process of settling fiscal, wage, and environmental obligations [
32].
Therefore, effective transformation of enterprises implies the need to precisely and dynamically shape the relationships between energy flows, economic value, and greenhouse gas emissions in sustainable supply chain systems [
33]. Improving production processes in a situation of increasing ecological restrictions is considered a key premise to ensure long-term economic sustainability and continuity of energy supplies for modern economic entities [
34,
35,
36].
Energy supply security is a strategic issue for the economies of individual countries in the European Union (EU). Their stable operation depends on the continuous generation and distribution of electricity. This process is particularly important for the hotel and catering (HoReCa) and maintenance, repair, and operations (MRO) industries. Due to the growing number of hotels and catering establishments, the demand for energy and technical maintenance of such facilities is systematically increasing. This situation results in an increased demand for energy resources and a rationalization of energy consumption. In turn, the EU’s energy strategy is characterized by a strong dependence on established climate policy. It is focused on energy transformation, which involves decarbonization, the development of renewable energy sources, and the reduction in greenhouse gas emissions in accordance with the European Green Deal (EGD).
A significant energy intensity characterizes the contemporary hotel and catering sector. It should be noted that operating costs rank second in the operating expenses of such facilities. This structure of financial outlays dictates the need to strongly integrate the technical condition of the infrastructure with its energy efficiency [
37]. The key link in this process is a data-driven management model. Building infrastructure control systems consolidate decentralized installations, including heating, ventilation, air conditioning (HVAC), lighting, and thermal energy supply systems, into an integrated functional system [
38,
39]. From this perspective, it should be concluded that MRO processes are not solely reactive activities aimed at eliminating faults. Instead, they serve as tools for dynamically implemented energy optimization using closed-loop maintenance [
40,
41]. This system provides continuous verification of the technical reliability of the infrastructure. This identifies potentially destabilizing irregularities that can lead to inefficient energy use in the phase preceding a failure [
37,
42,
43,
44,
45].
Automated repair request generation using performance diagnostics enables maintenance staff to perform targeted interventions. These interventions minimize energy deficiencies resulting from the improper design or operation of infrastructure components. This combination is supported by advanced Building Information Modeling (BIM) and machine learning algorithms that determine predictive energy load management [
38,
46]. Using retrospective data and energy simulations, hotels and catering sector facilities can dynamically adapt their air conditioning and heating systems to actual needs. This solution is crucial to meeting the EU guidelines on decarbonization and CO
2 reduction [
47].
This interdependence also takes into account the business aspect of accommodation facilities as a result of the integration of technical infrastructure with reservation management systems and databases of the hotel and catering sector (solutions such as the Property Management System (PMS) [
38,
39,
48,
49,
50]), ensuring that installations automatically switch to energy-saving mode immediately after guest check-out. This technology reduces wasteful resource use in inactive spaces while maintaining a professional standard of customer service during guests’ stay [
51,
52,
53].
In relation to EDG, the integrated concept presented is a key paradigm for intelligent facility management in the hotel and catering sector [
54,
55,
56]. Consequently, it enables hotels and restaurants to both reduce operating costs and adapt to new environmental taxes resulting from carbon fees, compliance costs included in Fit for 55 (Ff55), and Environmental, Social, and Governance (ESG) reporting requirements [
57]. Therefore, effective coordination of maintenance (MRO) projects with energy requirements ensures optimization of the infrastructure lifecycle and improved quality of the facility’s internal environmental parameters. In the long term, this integration of the system determines the competitive advantage of the company in the market [
58].
Due to the ongoing climate and energy crisis and the ambitious goals set by the Paris Agreement, the EU is consistently implementing the provisions of the Green Deal and FF55, with the aim of achieving climate neutrality by 2050. This type of transformation requires a fundamental reduction in the carbon footprint in all sectors of the economy. It should be emphasized that the construction sector plays a key role in this regard, generating nearly 40% of energy consumption in EU countries [
59,
60]. In this respect, the hotel and catering industry, which is considered a service sector characterized by exceptionally high energy consumption, is obliged to implement advanced energy management systems.
For this reason, this article examines the interdependencies between the hotel and restaurant sector and MRO processes in the maintenance and repair of energy-intensive installations, such as HVAC systems, refrigeration equipment, heating systems, and electrical systems. Taking into account the above conditions, it should be noted that ensuring operational continuity and optimal efficiency of the technical infrastructure is the basis for energy efficiency and optimizing the life cycle of buildings [
38]. This type of cooperation ensures a shift from a reactive repair model to data-driven management that implies climate neutrality.
The research conducted to date highlights the decisive impact of environmental regulations on corporate financial results. The EU Emissions Trading Scheme (EU ETS) and the intended extension of emissions fees to include, among others, developed real estate (ETS 2) impose additional financial burdens on accommodation businesses and MRO sector entities [
61]. This establishes low emissions as a competitiveness factor. At the same time, existing analyses of labor costs and wages have focused primarily on the threat of job losses in mature sectors of the economy or the need to acquire new qualifications. In turn, sporadic empirical studies synthesize fiscal variables related to environmental taxes with the motivational impact of the remuneration system aimed at intensifying energy innovation in the HoReCa sector [
62].
It should be concluded that the production activity of an industrial sector is determined by the intensity of energy use. An advanced strategic perspective implies the need to replace typical methods of removing pollution with advanced technologies that address the source of its generation. Furthermore, the distribution of value generated by the company in the form of remuneration constitutes a fundamental component of the social dimension of SD. Staff remuneration includes gross wages and benefit packages, which directly impact the degree to which the subsistence needs of employees and their families are met. Sales volume, in turn, is a criterion for determining the value of the pollutant emission indicator, proportional to the scale of operations.
Therefore, industrial enterprises are focused on generating higher revenues while simultaneously reducing the amount of pollutants emitted per unit of sales. The coordination of economic, social, and energy goals determines the need for an effective distribution of added value between employees, the state budget, and corporate expenditures on modern technologies that reduce greenhouse gas emissions.
2.2. Systemic Links Between Industry, MRO, and the HORECA Sector in Terms of Sustainable Energy Use, Material Production, and Labor Costs
Contemporary models of economic organization generate the need for direct consolidation of industrial and service processes, as well as infrastructure maintenance projects, to rationalize the exploitation of resources [
63]. The diagnosis of structural relationships between the industry, the operation of machinery and equipment (MRO), and the hotel and catering services sector (HoReCa) conducted to date has shown the existence of significant cause-and-effect links [
64]. The observed relationships determine the effectiveness of resource management in modern market systems. Implementing SD strategies requires companies to achieve economic, environmental, and social goals according to the Triple Bottom Line (TBL) concept, within the framework of the full life cycle of technical infrastructure [
65].
The TBL strategy provides the foundation for implementing energy-efficient, environmentally friendly solutions in service and production systems. In this way, it generates an ecological advantage for companies by reducing greenhouse gas emissions. From an economic perspective, it contributes to the rationalization of operating costs. An integral component of SD is the actions taken by companies to improve energy efficiency (EE), reduce energy demand, and optimize energy consumption [
63]. These procedural solutions lead to the emergence of an energy efficiency gap. This gap is characterized by above-average energy use in companies, exceeding their actual needs and technological capabilities [
66].
The HoReCa sector is considered to be a particularly energy-intensive area of service activity, which generates an exceptionally intense level of demand for energy carriers [
67]. Hotel and restaurant facilities use three to six times more energy than commercial buildings. HVAC systems are responsible for approximately 50–75% of total energy consumption in hotels and restaurants [
68,
69]. However, the percentage of such installations varies depending on the location of the facility and the prevailing weather conditions in a given region. It is estimated that up to 38% of total energy consumption is attributed to such facilities located in, for example, London, which primarily use heating [
70]. However, in tropical climate conditions or during high summer temperatures in Southern Europe, air conditioning is primarily used [
71].
The high level of energy demand for HVAC systems indicates their key role in maintaining operational efficiency. Therefore, the high level of operational activity of the installations analyzed determines the demand structure for MRO services [
65]. Technical maintenance, repairs, and overhauls are fundamental components in maintaining process operational continuity and energy efficiency of the system. These interdependencies determine the need for intensive cooperation with the MRO sector [
72]. It should be noted that any irregularity or reduction in the efficiency of HVAC installation results in a significant increase in energy costs and reduces the comfort of guests in hotels and restaurants [
73]. Therefore, it should be noted that energy management systems in HoReCa facilities focus primarily on the management of the HVAC system. These installations have the highest environmental impact and generate the highest financial costs [
69,
74].
Based on the literature review, the following research hypotheses were formulated:
H1. The increase in the scale of MRO services in industrial enterprises increases the level of pollutant emissions related to energy processes, increasing the environmental burden of these enterprises’ operations. MRO → Eco.
H2. The higher intensity of pollutant release into the environment associated with MRO services translates into the systematic use of statutory tax exemptions and deductions supporting pro-environmental investments, resulting in an effective reduction in costs associated with environmental taxation. MRO → Poll.
H3. Increasing the scope of MRO services focused on energy infrastructure generates an increase in the share of wages of employees with high technical qualifications in the total labor costs of industrial enterprises. MRO → Work.
H4. The emission intensity of industrial and MRO processes contributes to absolute greenhouse gas emissions independently of the scale of operations, consistent with the Kaya decomposition identity. Energy → Eco.
H5. A higher intensity of pollutant emissions resulting from MRO sector activity translates into a lower effective level of environmental tax burden due to the widespread use of tax deductions and financial support mechanisms for pro-ecological investments, consistent with the double-dividend hypothesis. Energy → Poll.
H6. High intensity of emissions and energy consumption in MRO operational activity increases the share of wages among employees with specialized technical qualifications, reflecting the higher capital intensity and technological complexity of high-carbon repair processes. Energy → Work.
H7. The growth in the scale of operations of HoReCa sector enterprises increases the demand for MRO services in the area of energy infrastructure, intensifying environmental and cost linkages with the industrial sector. Hotel → MRO.
H8. The intensification of environmental tax burdens on the MRO sector is associated with compression of the sector’s wage fund, reflecting the transfer of fiscal costs to production factors under conditions of limited price elasticity of demand for repair services. Poll → Work.
In addition to the eight hypothesized paths, the structural model includes two additional paths (Eco → Poll and Eco → Work). These paths were retained to preserve a fully recursive model specification and to avoid omitted-variable bias when estimating the remaining relationships [
75,
76,
77,
78,
79,
80]. These are not formulated as separate research hypotheses and are discussed in
Section 5.5.
There are significant gaps in the literature on the mechanisms of energy efficiency interaction between the MRO sector and its target customers in the HoReCa sector [
81,
82,
83,
84]. Most of the studies conducted that take into account the specificity of MRO services focus on the aviation and defense sectors [
74,
85,
86]. Furthermore, knowledge about the impact of such activities on the natural environment, especially in this sector, is limited. Therefore, the research conducted to date does not include an analysis of the entire area of maintenance, repair, and operation activities across sectors.
Relatively few studies focus on the analysis of the impact of the behavior of guests and employees in the HoReCa sector on the economic benefits resulting from the implementation of innovations and pro-environmental technologies in this type of facility [
87,
88]. Therefore, it is necessary to recognize attitudes and assess their impact on the effectiveness of energy efficiency improvement systems. It should also be noted that most publications focus on developed markets, failing to consider the specificities of developing countries in relation to the implementation of the SDG [
84,
89].
Previous studies most often used standard DEA and CB-SEM methods, omitting the advantages of the PLSc estimator used to analyze the structural heterogeneity of enterprises from the 27 EU countries (EU-27) with different emission intensities [
90,
91,
92]. Therefore, the use of the PLSc-SEM model in this article contributes to the development of this research area and the current state of knowledge by integrating the technological, economic and social areas into a coherent analytical framework. This research approach enables the identification of key constraints in the mechanisms of transfer of energy efficiency between industry and services based on modern technologies. Additionally, it provides a conceptual foundation for the process of designing more effective decarbonization strategies for the EU economies.
Verifying the structural relationships presented using the PLSc-SEM model enables a precise mapping of the structure of the impact paths between the HoReCa and MRO sectors, as well as labor and energy costs. This facilitates a deeper understanding of the systemic patterns of interdependence and the role of the MRO sector as a mediator in the transition to a low-carbon economy. These interdependencies exist between infrastructure investments, maintenance strategies in relation to labor costs, and sustainable resource use.
Future research should focus on developing decision-making models tailored to the specific nature of emerging markets, dynamically changing consumer behavior, and focusing on achieving further sustainable development goals.
2.3. Theoretical Contribution and Positioning of the Study
The existing literature on sustainable industrial development, energy economics, and intersectoral relationships is characterized by a persistent theoretical fragmentation: scale-composition-technique decomposition frameworks (e.g., the Kaya identity) have been applied primarily within single-sector emissions accounting, double-dividend and polluter-pays fiscal theories have been developed largely independently of production-scale mechanisms, and Triple Bottom Line frameworks rarely specify the transmission channels through which demand in one sector propagates environmental and labor market outcomes in another. Furthermore, as noted in
Section 2.2, existing MRO research has concentrated on single-sector applications (notably aviation and defense), leaving the theoretical status of MRO as a general-purpose intersectoral transmission mechanism underdeveloped.
The literature on sustainable industrial development, energy economics, and intersectoral relationships remains theoretically fragmented. Scale-composition-technique decomposition frameworks (e.g., the Y. Kaya identity) have been used primarily to explain emissions within individual sectors, whereas fiscal approaches based on the double-dividend and polluter-pays principles have generally evolved independently of production-scale mechanisms. Similarly, Triple Bottom Line frameworks rarely identify the channels through which demand originating in one sector influences environmental and labor market outcomes in other sectors. Moreover, as discussed in
Section 2.2, previous MRO research has focused predominantly on single-sector applications, particularly in the aviation and defense industries, leaving its role as a general intersectoral transmission mechanism largely unexplored.
This study addresses this fragmentation by proposing and empirically testing an integrated demand-transmission framework, in which service-sector energy demand (HoReCa) is theorized as an upstream driver that propagates through an intermediary maintenance sector (MRO) to generate downstream environmental (Eco), fiscal (Poll), and labor market (Work) outcomes. In doing so, the study extends the Kaya decomposition logic beyond its conventional single-sector emissions application to a cross-sectoral demand-transmission context, links this scale-intensity decomposition explicitly to double-dividend and polluter-pays fiscal mechanisms, and situates both within a labor market lens sensitive to the distributional consequences of environmental fiscal policy. The theoretical contribution of this study therefore lies not in any single theoretical strand in isolation, but in the explicit integration of these strands into a testable structural framework—operationalized here via PLSc-SEM—capable of tracing how a single upstream demand shock (energy consumption in HoReCa) is transmitted through an intersectoral mechanism (MRO) to shape environmental, fiscal, and labor outcomes simultaneously.
This study addresses this theoretical fragmentation by proposing and empirically testing an integrated model of demand transmission. It conceptualizes service-sector energy demand in the HoReCa sector as an upstream driver that propagates through the maintenance, repair, and overhaul (MRO) sector, shaping environmental (Eco), fiscal (Poll), and labor market (Work) outcomes. In doing so, the study extends the logic of the Kaya decomposition beyond its traditional application to single-sector emissions by applying it to cross-sectoral demand transmission. It also links this perspective with the double-dividend and polluter-pays principles while incorporating a labor market perspective that highlights the distributional effects of environmental fiscal policy. The main theoretical contribution lies in integrating these complementary perspectives into a coherent structural model that can be empirically tested using PLSc-SEM. This approach makes it possible to examine how changes in upstream energy demand in the HoReCa sector are transmitted through the MRO sector and jointly influence environmental, fiscal, and labor market outcomes.