Sustainability Management for Hotels Practical steps and solutions CSR TOUR Corporate Social Responsibility Training and Certification in the Travel Sector Project Nr: 2012-1-HR1-LEO05-01703 This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project is co-financed by the Office for Cooperation with NGOs and supported by the Ministry of Tourism, Republic of Croatia. The contents of this publication can under no circumstances be regarded as reflecting the position of the Office for Cooperation with NGOs of the Government of the Republic of Croatia and/or the position of Ministry of Tourism Republic of Croatia.”

Programme The relevance of sustainability Introduction to the Travelife System for hotels and accommodation Why sustainable tourism ?

Coffee break Practical steps & solutions – environmental management Financial impacts of environmental management Environmental management – water, energy, waste Lunch

Programme Practical steps and solutions – sustainability management Sustainability management – Community Sustainability management – Human resources Sustainability management – Suppliers

Coffee break Action planning and next steps Self-assessment , sustainability management tools, action planning Steps of becoming a Travelife awarded hotel Preparing for Travelife audit

Hotels & Accommodations

Introduction to Travelife for Hotels & Accommodations

Contents • • • • • • • • •

Hotels & Accommodations

What is Travelife for hotels and accommodations? Travelife History, Vision and Mission Consumer expectations Why Travelife? Supporters and tour operator members How Travelife works, certification awards and costs Promotional opportunities Housekeeping Case studies 1–5 (Cyprus, Sri Lanka, Portugal, Thailand)

Hotels & Accommodations

What is Travelife for hotels and accommodations? Travelife is an international sustainability certification scheme for hotels and accommodations

Travelife: • provides a structured system to help hotels become more sustainable • helps cut costs and improve brand image through increased sustainability • uses fully-trained, independent auditors to assess the sustainability of hotels against the Travelife criteria • is internationally-recognised, affordable and achievable

Hotels & Accommodations

Travelife supports all 3 areas of sustainability:

ENVIRONMENTAL

ECONOMIC

SOCIAL

Hotels & Accommodations

What is Sustainable Tourism? “Tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities.” * We do this by: 1. Protecting the physical environment 2. Protecting local culture and the well-being of local people 3. Supporting the local economy and businesses

Source: *United Nation’s World Tourism Organisation

Hotels & Accommodations

What is the Travelife Sustainability System?

• A tool to manage sustainability in hotels, including: – Planning, management and reporting – Protecting the environment – Treating people fairly – employees and suppliers – Supporting local communities, culture, businesses and the economy

Hotels & Accommodations

History of Travelife 2003 – Conceived by the Federation of Tour Operators (FTO) to help improve sustainability of the tourism industry 2004-2006 – FTO Responsible Tourism audit and guidelines in use 2006 – Travelife brand developed to promote the FTO Responsible Tourism audit and guidelines to the European tourism industry 2009 – Travelife trains 100+ auditors 2012 – Travelife reviews criteria against international Global Sustainability Tourism Council (GSTC) standards 2013 – Travelife reaches 1,000+ hotel members worldwide 2014 – new Travelife criteria to be launched

Hotels & Accommodations

Travelife Vision and Mission Vision: •

“Inspiring and supporting businesses and their customers to transform tourism for a better future”

Mission: “We will: •

Work with the tourism industry and other stakeholders to provide practical and competitive business solutions, training, and management tools to improve people’s livelihoods, support local communities and protect or enhance the environment.

•

Provide independent and robust certification of the social and environmental management of tour operators and hotels.

•

Make it easier for tourists to choose more sustainable companies and holidays.”

Supporters include:

Hotels & Accommodations

Why Travelife?

Hotels & Accommodations

• Straight-forward to implement, helping properties to: – save money – improve business efficiency – develop and retain valuable staff

• Enhances a property’s reputation as responsible business helping attract new and repeat customers – Enhances guest experience and helps meet their increasing expectations

• Affordable and achievable • One audit

Hotels & Accommodations

How Travelife works 1. register

2. subscribe

3. support

4. audit

5. award

Hotels & Accommodations

Travelife Certification Requirements • Policies for all areas of audit (eg energy, water ,waste) and consumption monitored and recorded • Waste management in place, including reduction, recycling and hazardous waste (if destination can manage it) • Local goods and services purchased where possible • Basic Human Rights and Labour standards followed • Local communities are not compromised • Policies are in place and staff are trained on the protection of children from tourism-related sexual exploitation • Wildlife codes of practice are followed • Information is provided to customers on local environment, customs and culture

Hotels & Accommodations

Promotional opportunities include:

• Travelife award plaque

• Travelife award logo in hotel marketing

• Travelife Collection website profile

Hotels & Accommodations

Travelife costs Price Band

Total number of guests the property can accommodate

Membership fee (every year)

Audit fee (every 2 years)

A

1,000

€ 360

€ 390

This equals an average annual Amount of:

€555

Hotels & Accommodations

Contact Larisa Birthwright Travelife Co-ordinator E: [email protected] T: +44 (0)20 3693 0165 F: +44 (0)20 3117 0581 W: www.travelife.org

Why Sustainable Tourism?

Hotels & Accommodations

Consumer expectations • Customer expectations are changing: – 71% of customers will make eco-friendly travel choices in next 12 months (TripAdvisor, 2012) – Increasing demand for sustainable accommodation (ABTA Consumer Trends 2011)

– Overall customer satisfaction ratings are higher at Travelife-awarded hotels (TUI UK analysis of 900k customer satisfaction questionnaires, 2012)

Hotels & Accommodations

Hotels & Accommodations

Hotels & Accommodations

Hotels & Accommodations

Hotels & Accommodations

Hotels & Accommodations

1

2

3

A large hotel is located next to a national park or protected area.

An all-inclusive hotel provides entertainment using its own animation team.

Guests are provided with an empty minibar in the room but the hotel sells plastic bottles of water at reception

4

5

6

A beachfront hotel draws all its water from a bore-hole.

A hotel offers an outdoor buffet service A hotel has extensive gardens and 50 metres away from the buildings. grows its own vegetables

7

8

9

A 300 bed 5* hotel uses an external laundry service for towels and linen.

A hotel provides several units that are hired out to local businesses including spa and salon.

Guests rooms are fully air conditioned using split units. The public areas are provided with a centralised airconditioning system.

27

13

Tourism has impacts across three areas: Environmental

Social-cultural

Economic

Hotels & Accommodations

“Tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities.” * We do this by: 1. Protecting the physical environment 2. Protecting local culture and the well-being of local people 3. Supporting the local economy and businesses

Source: *United Nation’s World Tourism Organisation

Why be concerned? • • • •

Tourism lives off the environment Resources are not unlimited Competitiveness and profitability of companies Climate change

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Irresponsible Tourism ?

What do these photographs illustrate? How can we prevent these from reoccuring?

Irresponsible Tourism ?

This forest was cleared to make way for a golf course. What impacts are associated with it? This is a man-made hotel and marina. What impacts are associated with it historically and now?

Environmental Impacts 4 main areas: 1. Natural resources 2. Biodiversity

3. Pollution 4. Physical impacts

15

Social Impacts Social Impacts include: COMMODIFICATION Where local cultures / traditions become commodities for the tourism product STANDARDIZATION Over-catering for domestic tastes of tourists leading to cultural degradation and dilution CULTURE CLASHES Local level frictions between tourists and local communities SOCIAL STRESSES Traffic congestion, noise, queues JOB LEVEL FRICTIONS Top level / top-paid jobs going to foreigners and not locals.

34

16

Social Impacts Labour Conditions According to studies from the International Labour Organization, many jobs in the tourism sector are characterized by long hours, unstable unemployment, low pay , little training, poor chances for qualification and precarious employment conditions.

Child Labour Young children are cheap and flexible employees, and child labour in tourism is common in both developing and developed countries, especially in small business activities related to hotels and restaurants, the entertainment sector or the souvenir trade. Children are also more easily subjected to harsh working and employment conditions.

Child Prostitution and Sex Tourism The United Nations has defined child sex tourism as “tourism organized with the primary purpose of facilitating the effecting of a commercial sexual relationship with a child”. Though tourism is no the cause of sexual exploitation, it provides easy access to it.

35

Economic Impacts Negative economic impacts can include: Leakage: The amount of tourism spend that leaves the host destination – studies have shown that this can up to 70% and higher. 6 key reasons: • • • • • •

Goods and Services (imports of tourism goods and services) Infrastructure (costs of infrastructure development) Foreign factors of production (investors) Promotional expenditures (marketing losses in foreign markets) Transfer pricing (foreign owned businesses) Tax Exemptions (incentivising foreign investment by tax cuts, exemptions)

Enclave tourism and all-inclusive packages: Increases in prices for locals Economic dependence and instability Seasonal character of jobs

Why work towards sustainability? Reduces Costs Increases Profit Access to financial capital Human Capital (Employee satisfaction) Corporate and brand image Conservation of destinations Risk Management and Licence to operate Government Legislation Because it is a good thing to do

Financial impacts of environmental management

Financial impact of environmental management • Sound environmental management calls for: – The efficient use of resources - water, energy, chemicals, materials – Pollution prevention rather than control, treatment and disposal

• Environmental management is a profitability tool

39

How sustainable is your business? • How much water did you use last week ? • How much are you paying for 1 litre of water? • How much water are you wasting? • How much electricity does your PC use each hour? • How much does that cost per month? • Where are your consumables coming from? • Do you have a purchasing policy

Financial impact of environmental management •

Environmental management assessment conducted in a 300room, 5-star hotel: – 115 recommendations focused mainly on: • Energy and water conservation • Efficient use of chemicals and materials • Waste reduction

– Benefits • • • •

35% reduction in domestic water consumption 70% reduction in irrigation water consumption 30% reduction in electricity consumption significant reduction in off-site solid waste disposal

– Financial savings from the 30 quantifiable recommendations = €150.000 /year

41

Financial impact of environmental management What did it take to achieve those savings? “Top 6” recommendations Reduce the output of showerheads to 9 L/min Repair toilet leaks Reduce the wattage of exterior decorative lights and turn them off at 1:00 AM Improve the towel reuse program Irrigate the grounds early in the morning Optimize the backwashing of pool filters

Financial savings Implementation cost Return on investment

= € 78.000 /year = € 8.000 > 900%

Financial impact of environmental management Breakdown of recommendations by implementation cost > € 30 per room 25%

€ 5-30 per room 7%

< € 5 per room 68%

43

Benefits of environmental management • In addition to saving resources and money, environmental management can: – Increase the service life of existing equipment – Reduce future expenditures in equipment – Reduce the hotel’s workload – Reduce the generation of waste and pollutants – Reduce waste handling, treatment and disposal requirements

44

Monitor your performance • You can’t control what you don’t measure • Many hotels track their expenditure in energy and water but overlook their energy and water consumption • Expenditure = (unit cost) x (consumption) • Monitoring consumption allows a hotel to measure changes in its energy and water use performance • What should you monitor? – Total consumption – Consumption index = (total consumption) / (occupancy)

45

100%

16.000

80%

12.000

60%

8.000

40%

4.000

20%

Dec

Nov

100%

2.000

80%

1.500

60%

1.000

40%

500

20%

W ater consumption index (L/pax)

Dec

Nov

Oct

Sep

Aug

Jul

Jun

May

Abr

Mar

0%

Feb

0

% occupancy

% occupancy

% occupancy

2.500

Jan

Consumption index

Water consumption index (L/pax) .

W ater consumption (m3)

Oct

Sep

Aug

Jul

Jun

May

Abr

Mar

0%

Feb

0

% occupancy

20.000

Jan

Total consumption

Water consumption (m3) .

Monitor your performance

Water use distribution in 150-room hotel (excluding water)in a 150-room Red Sea hotel Water irrigation use distribution (excluding irrigation water) Apply improvement measures in all areas Pools 13.7%

Staff kitchen and cafeteria 1.2%

Dive center 1.0%

Staff quarters 48.7%

Guestrooms, front-of-house, kitchens 14.3% Managers' quarters 1.2%

Laundry 19.8% 47

Use water efficient showerheads  Typical showerhead flow = 10 to 20 L/min  Recommended flow = 7 to 10 L/min

Low-flow showerhead

Shower flow controller

48

Use water efficient taps  Typical tap flow = 10 to 20 L/min  Recommended flows:  Low-flow applications = 2 L/min  Guestroom and bathroom taps = 4 to 6 L/min  Kitchen, bar and other work area taps = 10 L/min

Aerators

Shut-off valves Flow restrictor

49

Use water-saving toilets  Water-saving toilets (6

L/flush)

volume” toilets with watersaving toilets is cost effective, especially in high-traffic bathrooms

Water consumption of a public bathroom toilet (~30 flushes per day) 300

Water consumption . (m3/year)

 Replacing older “high-

284

250 200 142

150 100

66

50 0 6 L/flush

13 L/flush

26 L/flush

Make sure toilets are well maintained  Up to 50% of toilets have leaks or water losses in some hotels  Water losses from toilets can account for 5 to 40% of total

domestic water use  Main problems

 leaking flapper valves  jamming flush mechanism  high/low water level in the tank

Operate the water distribution system at a reasonably low pressure  The flow output of taps and showerheads and

Flow rate (litres / min) .

leakage losses increase with higher pressure 25 20 15 10 5 0 0

1

2

3

4

5

Pressure (bar)

 Hotels often operate at 4 to 5 bar (~60 to 70 psi)  Most hotel equipment (e.g., washing machines, flush-

valve toilets) can operate with a pressure of 2 bar

Operate the water distribution system at a reasonably low pressure Pump pressure switch

Pressure reducing valve

Sustainability Management for Hotels

WELCOME BACK Practical steps and solutions CSR TOUR Corporate Social Responsibility Training and Certification in the Travel Sector Project Nr: 2012-1-HR1-LEO05-01703

Conserve water in pool maintenance operations  In hotels, swimming

pools typically account for 10 to 20% of total domestic water consumption  Generally most of this

water is wasted due to incorrect backwashing operations, followed by leaks (cracks/balance tanks)

Conserve water in pool maintenance operations  Recommendations  Backwash a filters only when its has reached the recommended pressure build-up (typically 0,8 bar or 10 psi)  Stop backwashing when the discarded flow becomes reasonably clean  Follow the backwash with a short rinse cycle (30 seconds)  Monitor pool water consumption

Put in place a leak detection program  Typically 10 to 25% of the water consumed by

hotels is lost through leaks  Recommendations  Use water meters to measure consumption in key areas  Monitor the daily, weekly or monthly water consumption in key areas and check for unusual changes  Read water meters during times of no or low water use  Train staff (especially housekeepers) to detect leaks

15.000 10.000 5.000 0

0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00

Hourly water consumption (L / hour)

20.000

Operate water efficient gardens  In dry climates, gardens can consume as much water as the

rest of the hotel  Hotel gardens generally use irrigation water very inefficiently Irrigation water consumption in Red Sea hotels 8.000

Litres per m2 per year

7.000 6.000 5.000 4.000 3.000 2.000 1.000 0 310-room 5star hotel

150-room 5star hotel

340-room 5star hotel

70-room 4star hotel

Operate water efficient gardens  Recommendations  Give preference to drought resistant vegetation  Use drip irrigation wherever possible  Irrigate at night or daybreak

Use energy efficient lamps

Incandescent lamp

Equivalent CFL

40 W

Savings over an 8000hour CFL life (kWh)

(€)**

10 W

240 kWh

€ 24

60 W

15 W

360 kWh

€ 36

75 W

20 W

520 kWh

€ 52

100 W

25 W

600 kWh

€ 60

** For a cost of € 0,10 /kWh

Use energy efficient lamps Example of Cost Savings Initial Purchase Price (per bulb) Replacement Costs (estimated 7 bulbs) Energy Costs (based on $0.10/kWh, 8,000hour bulb) Total Cost Est’ savings per bulb (3yrs) Payback on initial cost

** For a cost of € 0,10 /kWh

CFL 13W

Incandescent 60W

$3.77

$0.27

$0.00

$2.43

$10.40

$48.00

$14.17

$50.70

$36.53 approx 3 months

Ensure lighting fixture are efficient

Use decorative lighting wisely  1x

80W, 7 h/day

 2x

80W, 7 h/day

 32 x

50W, 6 h/day

 12 x

300W, 7 h/day

=

=

=

=

Lighting - General considerations In most cases, the same effect can be achieved with energy efficient lighting Architects and interior decorators don’t pay your electricity bills

1,6 1,4 1,2

18,9 kWh/day

1,0 0,8 0,6 0,4 0,2

11,2 kWh/day

0,0 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 0:00 1:00 2:00 3:00 4:00 5:00

• Power density of direct sunlight = 800 to 1000 W per square meter • Only a small portion of the energy contained in direct sunlight is blocked off by standard windows

Energy consumption (kWh) .

Minimize solar heat gain in air conditioned areas

AC energy consumption in shaded room AC energy consumption in exposed room

65

Minimize solar heat gain in air conditioned areas • To reduce the heat load in air conditioned rooms, ensure South- and West-facing windows and glass doors are protected from direct sunlight • During the warmer months of the year, block out direct sunlight but allow diffuse daylight in

66

Maintain a reasonable temperature setting in air conditioned areas • Comfort temperature for air-conditioned areas =24°C • Air-conditioned public areas often maintained at much less than

24°C • Example: energy consumption of a restaurant chiller which is set to maintain an indoor temperature of:

20°C

24°C

Reduce the laundry’s workload Recommendations – Optimize laundry operations – Modify property’s linen change policy – Put in place a voluntary towel reuse program – Use laminated place mats

An 80 room hotel in Portugal  Reduced the workload on the laundry by 10.000 kg/year  Eliminated 510 washer loads/year  Eliminated 1.350 dryer loads/year

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Put in place an effective towel reuse program Most towel reuse programs don’t work because the housekeepers don’t respect them Recommendations Make sure your guests are well informed Find the solution that meets your needs Ensure there are enough racks or hooks to hang the towels

Put in place an effective towel reuse program • Recommendations (continued) – Let towels dry properly – Train and retrain housekeepers – Monitor performance 2006 2007

1,4 1,2 1,0 0,8 0,6 0,4 0,2

Dec

Nov

Oct

Sep

Aug

Jul

Jun

May

Apr

Mar

Feb

0,0

Jan

Bath towel use per pax

1,6

70

Adopt a reasonable bed linen change policy • Program can be unilateral (eg, linens are changed every two days), OR • Program can be voluntary and require guest input • Monitor performance to ensure compliance by housekeepers

Reduce the amount of dirty linens generated in restaurants • Up to 20% of dirty linens generated by hotels come from restaurants

72

Reduce waste

73

Reduce waste

Reduce waste

76

77

78

Case Study – Hotel Vila Galé Cerro Alagoa, Portugal

79

Case Study – Hotel Vila Galé Cerro Alagoa, Portugal

Maids sort recycling cut the costs of recycling rubbish from guest rooms by introducing a system for maids to sort recycling as they clean

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Reduce waste • Bottled water consumption = 210.000 L/year • Cost for 1,5L disposable bottles = €25.000 /year

• Switching to 19L refillable jugs would: – Reduce bottled water costs by €13.000 /year – Avoid having to discard 140.000 plastic bottles/year

81

Case Study – Valamar Lacroma, Croatia

82

Case Study – Valamar Lacroma, Croatia Waste – The Valamar Lacroma has an exemplary waste and recycling programme. It reduces waste per guest by actions such as using refillable shower gels in guest bathrooms. Waste that cannot be avoided is recycled where possible, including glass, paper, plastic, packaging, metals, organic waste, cooking oil, light bulbs, batteries and some electronic items.

83

Case Study – Valamar Lacroma, Croatia Water – The Valamar Lacroma waters its gardens at night to avoid unnecessary water evaporation, as well as cleaning its windows with steam and re-using the water. It measures its waste and water usage on an on-going basis which enables it to monitor the impact of their sustainability efforts and plan improvements.

84

Case Study – Valamar Lacroma, Croatia Energy – The hotel uses hydropower (a renewable and clean energy) for its electricity. It also uses energysaving measures, including: intelligent use of day-light throughout the hotel, 100% low-energy lighting, temperature controlled taps, and the heating of only one pool. Air conditioning operated according to the season, set to 21 degrees minimum, and is automatically switched off when balcony doors are open.

85

Case Study – Valamar Lacroma, Croatia Biodiversity – As well as day-to-day environmental measures, the Valamar Lacroma goes further to protect the environment by organising regular beach and underwater clean-ups with the hotel diving centre, which have helped it win awards for its beach and water management.

86

Case Study – Valamar Lacroma, Croatia Biodiversity – Another initiative is its collaboration with The Blue World Institute of Marine Research and Conservation on its ‘Meetinblue’ project.

To help protect the biodiversity of the Adriatic Sea, the Croatian hotel chain adopts a dolphin for every event booked at the Valamar with 100 or more participants. 87

Case Study – Jetwing Lagoon, Sri Lanka

88

Case Study – Jetwing Lagoon, Sri Lanka Water efficiency:

• 100% of used water treated in an on-site water treatment plant • Treated water used to irrigate gardens

89

Case Study 3 – Jetwing Lagoon, Sri Lanka Energy efficiency:

• 20kw solar photovoltaic system providing power to light all guest rooms • Biomass boiler used to provide power at night, using cinnamon firewood as carbon-neutral fuel

90

Sustainability management

– Community - Human Resources - Suppliers

Case Study – Valamar Lacroma, Croatia Community and people • The Valamar Group has developed their own training for staff and management • Free accommodation is offered to non-local staff • Free monthly travel pass and employees and their children receive a discount on spa and hotel use • Language classes are provided to staff • Staff are consulted on new projects

92

Case Study – Valamar Lacroma, Croatia Community and people The hotel provides fresh, local and seasonal food and local wines in its restaurant Themed nights introduce guests to the best dishes from Croatian cuisine During the olive season local residents are invited to pick the olives from the hotel’s trees Employees are encouraged to give blood donations for the local hospital 93

Case Study 3 – Jetwing Lagoon, Sri Lanka Supporting local charities:

• In Feb 2013, property made donation to local mission house to build two new toilets • Along with 5 other Jetwing properties, sponsored cataract surgery for 52 underprivileged people

94

Case Study – Jetwing Lagoon, Sri Lanka Jetwing Youth Development Project

• Initiative designed to empower rural youth • Provides training for employment within Jetwing Hotels

95

How to create a policy

Travelife Checklist Type I November 2013

Type I – Accommodation profile Medium to Large accommodations Either the business can accommodate more than 160 guests per night. Or the business operates as part of a chain or group of accommodations, under head office direction, and the chain can accommodate (collectively) more than 200 guests per night. Note. Accommodations are part of a chain or group when they are answerable to a “managing” company that has more than one accommodation business under its control and or ownership. i.e. two or more separate accommodation businesses are answerable to the same head office or owner(s).

Requirements were placed into three categories following pilot testing and review by the audit review group and consultation with hotel chain . Exemplary practice = going the extra mile A step up from current Gold (Mandatory year 3) On a par with current Gold (Mandatory year 1)

First audit = year 1 Second audit = year 3

Three Award levels for new criteria:

Level C = only available for first audit Level B = must be met on subsequent audit (including all level C criteria)

Level A = ALL criteria in the audit compliant!

and Externally, levels C and B will look identical

Level C = 125 requirements Summary • Documented policies are in place for all areas in scope of audit • Emphasis on showing that major impacts are being addressed • Consumption is monitored and data is recorded (energy water waste etc) • Basic waste management, including hazardous waste, is in place (if destination can manage it!) • Wildlife codes of practice are followed • Basic Human Rights and Labour standards followed / enforced • Local communities are not compromised

Level C = 125 requirements Summary • Staff are trained on the protection of children from tourism related sexual exploitation, and policies are in place.

• Local goods and services preferred where practical to do so • Information is provided to customers about local environmental and community issues, culture, heritage, traditions etc

Level B = 43 additional requirements (additional to Level C = 168 total)

Summary •

Policies and sustainability efforts are broadly publicised (public reporting)

•

Proof of legal compliance

•

Employees trained in labour standards, human rights and community issues

•

Consumption assessments are conducted (energy water waste etc)

•

Sustainability promoted to customers and suppliers

Level B = 43 additional requirements (additional to Level C = 168 total)

Summary •

Disciplinary and grievance procedures documented ad communicated

•

Businesses can show how they operate in a non-discriminatory way

•

Community and Environmental impact assessments conducted (if needed)

•

Preferential purchasing of sustainable products

Level A = 137 additional requirements (additional to Levels B/C = 305 total)

Summary •

Detailed management plans are produced and followed

•

Specific targets are met (Primarily Energy and Water related)

•

Impact assessments undertaken

•

Supply chain is actively encouraged

•

The business demonstrates destination stewardship

Level A = 137 additional requirements (additional to Levels B/C = 305 total)

Summary •

Many of the criteria originate from the EU Ecolabel

•

Some of the challenging GSTC criteria are here

The new Travelife criteria for accommodations 1.SUSTAINABILITY MANAGEMENT SYSTEMS i. ii. iii. iv.

Business policies Legislation Communicating progress Human and financial resources

2. ENVIRONMENTAL MANAGEMENT i. ii. iii. iv. v. vi.

Energy Water Waste Pollution and erosion Hazardous substances Wildlife

3. LABOUR AND HUMAN RIGHTS

107

The new Travelife criteria for accommodations 1.

ENVIRONMENTAL MANAGEMENT i. ii. iii. iv. v.

Energy Water Waste Pollution and erosion Hazardous substances

vi.

Wildlife

Each section (i-v) addresses three categories of action 1. Recording 2. Managing 3. Reducing

108

Travelife Checklist

Audit techniques

Audit Scope • • • •

Number of sites / facilities Extension of facilities Number and type of activities Elements of the SSH to audit (e.g. key risk areas – is the whole SSH being used?) • Schedule activities to take account of all relevant elements: • Shall I observe all activities? • Consider timings of visits e.g. kitchen areas when less busy • Do I need to observe shift changeovers?

110

Audit techniques

Gather the necessary written evidence: • • • • • • • • •

environmental / H&S policy, manual and procedures company Codes accident books personnel records, employment contracts pay slips, pay & hours records timesheets worker ID / passports miscellaneous records communications from 3rd parties

111

Audit techniques

Forced/Child Labour issues

Documentary evidence: •

Work permits / registration cards via employers and/or labour authorities

•

Employment records (are workers officially declared?)

•

ID / Passports (forged documents may be used to disguise employment of under-age children)

•

Are there records of any debt owed by workers or deposits made by workers?

•

Do pay-roll records indicate any ‘stoppages’ from pay? Are the reasons indicated ?

•

Are passports or other essential documents withheld ?

Interviews: •

Ask employees indirect questions: – what year where you born ? – how long have you been working here ? – do you feel free to leave the job?

Audit techniques

Health and Safety

Documentation:

Observations:

• • • • • • •

•

• •

Accident books Policy documents Training records Records of fire drills Equipment safety checks Posting of safety information Safety data sheets for hazardous materials Fire certificates Equipment maintenance records

Fire safety

•

Are exits clearly marked and unobstructed?

•

Is fire fighting equipment available and maintained?

•

Are flammable materials protected from ignition sources?

•

Use of dangerous machinery

•

Personal protective equipment

•

Noise, dust, fumes

•

Ventilation provision

•

Toilets and rest rooms

113

Audit techniques

Suppliers and community

Documentation: • • • •

Purchasing agreements Sample contracts Purchasing procedures Agreements with local authorities, indigenous groups, associations • Records / minutes of meetings • External communications, awards • Shopping guides for customers and tourists, holiday brochures

Observations: • Facilities or locations accessible to locals

• Local products made available to customers

• On-site security • Are children on or near the property seemly involved in sex exploitation/trafficking?

Audit techniques

INTERVIEWS Auditors must protect workers’ interests and job security

• Introductions – stress independent role – comments not linked to individuals – here to identify issues for workers to improve conditions

• Whistle blowing – not allowed • Where individual staff are interviewed, assure anonymity in interview minutes • Avoid management interference & discrimination

115

Thank you

Larisa Birthwright Travelife Co-ordinator E: [email protected] T: +44 (0)20 3693 0165 F: +44 (0)20 3117 0581 W: www.travelife.org

Chris Thompson Travelife Consultant E: [email protected] M: +44 7585 112 990