competitive environmental strategy for Ögk · 2016. 11. 8. · to be able to develop a competitive...

Competitive Environmental Strategy Proposal for Österlens

Golfklubb

~ Final report ~

Oana Arseni, Phillip Innis, Kimberly Ong December 7th, 2015

Environmental Strategy Proposal - ÖGK

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Table of Contents

LISTOFABBREVIATIONS..................................................................................................................................41.INTRODUCTIONOFPROJECT......................................................................................................................51.1SCOPE...................................................................................................................................................................................51.2OBJECTIVES.........................................................................................................................................................................51.3METHODOLOGY..................................................................................................................................................................5

2.INTRODUCTIONOFÖSTERLENSGOLFKLUBB.......................................................................................62.1ORGANIZATIONALSTRUCTURE.......................................................................................................................................62.1.1Non-profitorganization.........................................................................................................................................62.1.2TheBoard......................................................................................................................................................................62.1.3Theemployees.............................................................................................................................................................62.1.4Decision-MakingProcess........................................................................................................................................6

2.2VISIONANDGOALS............................................................................................................................................................72.2.1Vision...............................................................................................................................................................................72.2.2Goals................................................................................................................................................................................7

2.3SALESANDECONOMY.......................................................................................................................................................72.4MARKETSTRUCTUREANDMAINCOMPETITORS.........................................................................................................8

3.CURRENTENVIRONMENTALMANAGEMENT.........................................................................................83.1STRUCTUREOFMANAGEMENTOFENVIRONMENTALISSUES...................................................................................83.2COMMUNICATIONANDREPORTINGPRACTICES..........................................................................................................83.3SUGGESTIONSFORIMPROVEMENTOFMANAGEMENTPRACTICES..........................................................................8

4.ÖSTERLENGOLFKLUBB’SENVIRONMENTALASPECTS......................................................................94.1METHODOLOGYFORIDENTIFICATION...........................................................................................................................9

5.CURRENTPROJECTSFORENVIRONMENTALSUSTAINABILITY.......................................................95.1NEWMACHINESHED........................................................................................................................................................95.2USEOFBACTERIAL‘COMPOSTTEA’FORFERTILIZATION........................................................................................105.3BIODIVERSITYMAINTENANCEANDCREATION..........................................................................................................105.4CONTINUALIMPROVEMENT..........................................................................................................................................105.5AMBASSADORSOFNATURE...........................................................................................................................................11

6.COMPETITIVEENVIRONMENTALSTRATEGY.....................................................................................116.1CURRENTCOMPETITIVESTRATEGY............................................................................................................................116.2SWOTANALYSIS............................................................................................................................................................116.3PROPOSEDSUSTAINABLESTRATEGY..........................................................................................................................126.3.1Advantagesofhavingasustainablestrategy............................................................................................126.3.2Typesofsustainablestrategy............................................................................................................................136.3.3Presentandfutureenvironmentalstrategies............................................................................................14

7.SUGGESTEDIMPROVEMENTS..................................................................................................................167.1ENERGY.............................................................................................................................................................................167.2DIESEL..............................................................................................................................................................................177.3WATER.............................................................................................................................................................................187.4TRAINING.........................................................................................................................................................................187.5NATUREAPPRECIATION,AMBASSADORSOFNATURE..............................................................................................187.6SHARINGKNOWLEDGE...................................................................................................................................................197.7WORKWITHLOCALBUSINESSES..................................................................................................................................197.8MARKETINGOFENVIRONMENTALLEADERSHIP.......................................................................................................20

8.CONCLUSION..................................................................................................................................................20


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9.REFERENCES..................................................................................................................................................21ANNEXI–FRAMEWORKFORANENVIRONMENTALMANAGEMENTSYSTEM..............................23ANNEXII–DIRECTANDINDIRECTENVIRONMENTALASPECTS......................................................24DIRECTENVIRONMENTALASPECTS...................................................................................................................................24INDIRECTENVIRONMENTALASPECTS................................................................................................................................25

ANNEXIII–FULLLISTOFSUGGESTIONS..................................................................................................26ANNEXIV-TERRAINMAPSOFÖGK............................................................................................................29


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List of Abbreviations EIP Environmental improvement project EMP Environmental management programme GEO Golf Environment Organization ÖGK Österlens Golfklubb SME Small-to-medium sized enterprises STERF Scandinavian Turfgrass and Environment Research Foundation SWOT Strengths, weaknesses, opportunities, threats


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1. INTRODUCTION OF PROJECT Golf is one of the largest sports in Sweden (Riksidrottsförbundet 2011) with almost half a million members and more than 460 golf clubs (Svenska Golfförbundet 2015). Golf is not just the largest regarding the number of members but is the sport that requires the largest area of land. Managing and occupying these large areas impose an impact on the environment and should be managed accordingly. 1.1 Scope This project and report was performed by Phillip Innis, Oana Arseni, and Kimberly Ong, in fulfillment of the Corporate Environmental Management in Practice course as part of the MSc in Environmental Management and Policy at the International Institute of Industrial Environmental Economics. In co-operation with Gustav Andersson, the club manager, we performed an analysis of Österlens Golfklubb’s (ÖGK) environmental strategy and report on its current structure and suggest improvements for short and long-term environmental sustainability. While the golf club has a number of associated activities (e.g. the pro shop, a restaurant, and a future 2025 building development plan), the scope of this project encompasses the maintained playable area of the golf course itself, the maintenance areas, and the main clubhouse, which contains the offices and areas where members can use recreationally. We exclude an analysis of the immediate surrounding land of the maintained greens as the club hired a biologist who has been working on an environmental plan for these areas for the past two years. 1.2 Objec t ives Most golf courses are small-to-medium sized enterprises (SME), including ÖGK. While each SME does not have a huge impact on the environment, the cumulative impact may be great (Audubon 2007). Research shows the one of the barriers to implement voluntary environmental action by SMEs is a lack of time, resources, and access to information (Scaper 2002, Williamson and Lynch-Wood 2001). Therefore, the goal of this project is to aid ÖGK in achieving its sustainability goals by providing information, resources, and an information on strategies and activities it can undertake by assessing its environmental impacts, performing a SWOT analysis, then developing a sustainability strategy for the club. This strategy has the aim of reducing or eliminating environmental impact through cost-effective measures or through measures that would allow for differentiation, with the goal of creating a unique position for itself in comparison to competitors to bring in more customers and to increase customer satisfaction. 1.3 Methodology To be able to develop a competitive environmental strategy, we first developed an understanding of the club and its market position (Sections 2 and 3) through research on the ÖGK website, interviews with Gustav, a short discussion with the maintenance manager, through the company’s documents and market research on the internet. Then, we performed an assessment of the environmental impacts (Section 4) – initially we researched general impacts of all golf courses, mostly through the gray literature, then we developed a list of impacts specific to ÖGK based on a tour of the facilities and interviews with Gustav. The existing projects and environmental activities were examined (Section 5). Using the knowledge gathered, we performed a “Strengths, Weaknesses, Opportunities, Threats” analysis (Section 6.2), and sent a list of opportunities and ideas to Gustav (Annex III) to help us identify and prioritize opportunities for environmental activities at ÖGK. Finally, these pieces of data were used to develop an appropriate strategy (Section 6.3) and the related activities (Section 7) for ÖGK to aid in continually improving their environmental performance.


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2. INTRODUCTION OF ÖSTERLENS GOLFKLUBB The ÖGK is situated in south east Sweden in the beautiful Österlens region, 6km north from the town called Simrishamn, near the small fishing village of Vik. The club was established in 1945 just above the Lilla Vik coast. Today, Swedish regulations forbid the building of golf courses close to the sea, therefore the goal club benefits from a unique setting next to the Baltic Sea. The Club has two 18-hole courses that each have their own individual character and style: the Lilla Vik course and Djupadal Masters course. 2.1 Organizat ional Structure 2.1.1 Non-profit organization The ÖGK is a non profit golf course owned by all its 1900 members. The decision making is democratic by all members and any member can be elected to the golf top management, on a unpaid and voluntary basis. In the annual meetings the members discuss important issues regarding the management and decide the next steps of action, as well revising the past year accounts and approving the following year’s budget. 2.1.2 The Board The Board members are elected during the annual meeting, consisting of 10-12 members. The board of members is the group in charge of the overall decision making and they have to justify the actions they implemented during the year and the results were achieved. The Chairman is elected every year among the members of the board. The work is divided by the board of members into different committees that take action on different areas in the golf club. Recently, the members have created a Committee for the Environment that is made up of 5 people. 2.1.3 The employees The employees are under the membership authority. The golf club has 12 full time employees during the summer season from April to October, and 6 full time employees in the winter. The employee organisation consists of the club manager, one course manager (head green keeper), two administrators from which one is taking care of the economy and one of the administration, seven green-keepers, 3-4 people working with the two restaurants all year round, and two professionals taking care of the pro shop (contract based). We will not focus our scope on the last two areas but generally include their presence where appropriate. The club manager is in charge of the proper functioning of all activities in the golf course including administration, course management, and services. The manager is involved in planning the new activities for the next season and in developing a profitable business strategy of the golf club. The club manager is in charge of the most important decisions concerning the business and the golf course, as approved by the Chairman, Board, and members. The green-keeper manager takes care of the course and assures that is kept in good condition. He decides which problems need be taken care of like seeding, watering, grass management, mowing etc. and coordinates the activities of the green keepers that are in charge of different parts of the course and organises their tasks. The green keeper manager directs its activities according to the top management directives. The green keeper had to attend some specific courses in order to protect the environment, courses that granted him with a license for having the right to work in this position. 2.1.4 Decision-Making Process As the ÖGK is a members-owned nonprofit golf course made up of approximately 1900 members, the highest decision making body are the voting members at Annual Meeting. The Annual Meeting


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is opened to all members and that body is responsible to make decisions such as approval of annual budget, approval of projects, setting annual membership fees, election of the club’s chairman and members of the Board, amongst others. Even though the Chairman is a non-salaried position, the person occupying that position bears the highest legal responsibility for the club. The Annual meeting is also responsible to constitute the various committees composed of members, including the 5-person environment committee. The next level of authority from the Annual Meeting is the Board which is presided over by the chairman. The Board supervises the management of the club. The decisions emanating from the Board are executed by the club’s manager. The club manager runs the day-to-day affairs of the club with reporting duties to the chairman of the Board. 2.2 Vision and Goals 2.2.1 Vision The ÖGK vision is to be the first choice for golf in eastern Skåne and offer a total experience in a unique environment for both members and guests of all ages. 2.2.2 Goals The main goal of the ÖGK is to provide the best golf services to satisfy customers. This will result in new customers joining the club. They follow the idea that happy customers bring other people and they become ambassadors for the club. The club faces some challenges; golf is perceived as an expensive sport thus they have developed an approach to target middle income people, locals and young people. Because this sport mostly attracts males over the age of 60, they use price mechanisms to attract beginners and young children (under 12 years old) and by offering free golf courses and working with local schools. The strategy is built around the premise that if children will like the sport they will motivate their parents to join the golf club, and also become lifelong golf players ÖGK’s long-term development goal is to increase tourism by creating value, improve their brand and, in the future, possibly be able to charge premium prices. This involves building a range of services that would satisfy every customer need and potentially expanding their offerings. 2.2.2.1 Geo Certification goal The ÖGK environmental committee has committed to achieving GEO certification by the beginning of 2017. The certification is a third-party verified ecolabel implemented by the Golf Environment Organization based on minimum standards in nature, water, energy, supply chain, pollution control, and community, and requires continual improvement (Golf Environment Organization 2015). To aid this goal a biologist has been hired and has been making suggestions and improvements for the past 2 years. The biologist has already provided extensive reports to ÖGK. In light of this, this report excludes any detailed recommendations regarding the diversity of the flora and fauna in the area. 2.3 Sales and Economy ÖGK is a non-profit organization. Revenues are generated from membership fees and green fees (a charge for playing a session on a golf course). Green fees are charged to guests and tourists. The revenue for 2014 was SEK 13, 205,634, which is an improvement of the 2013 revenue which was SEK 12,531,959. The net profits for 2014 and 2013 were SEK 222,988 and 358,341 respectively. The biggest recurrent expenditure is staff salaries/benefits. Capital expenditure includes the club’s investments in several projects including mowing machines, a new machine shed, amongst others.


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2.4 Market Structure and Main Compet i tors The prestigious golf magazine Golf Digest, gives an annual ranking of the best golf courses in Sweden (Gold Digest 2015). Of the 50 best golf courses listed for Sweden in 2014 by Golf Digest, nine courses in Skåne were amongst the top 20, with Falsterbo Golf Club rated the best in Skåne (Visit Skåne 2015). None of the golf courses of southeast Skåne, where ÖGK is located, were listed. The other three competitors to ÖGK in southeast Skåne are Sjöbo Golf Club, Ystad Golf Club and Tomelila Golf Club. ÖGK’s strength is that it has two facilities with very different and unique natural characters and the ÖGK Lilla Vik course is a park course with apple trees at the edge of the Baltic Sea, giving it a distinctly seaside atmosphere while the newer Djupadal golf course is a scenic rolling course located near a forest. 3. CURRENT ENVIRONMENTAL MANAGEMENT 3.1 Structure o f Management o f Environmental Issues ÖGK has an informal system of managing environmental issues. The issues and improvements are first developed broadly by individuals within the company (often the club manager, Gustav), then presented and discussed by the environmental committee and board, then discussed and approved at the members’ meeting, then implemented by the club manager. Both the members and the staff have created a culture of receptiveness to new environmental sustainability ideas. A lack of management support has been cited as a leading reason for not being able to implement voluntary environmental action (Audubon 2007), but this is not the case for ÖGK. 3.2 Communicat ion and Report ing Pract i ces Staff meetings are not common as the employees are spread out over both courses, and work different hours. Each employee takes responsibility for their own jobs and making the decisions necessary to function. There appears to be a high level of trust amongst the employees. At this point, due to the success of their current environmental projects, this seems to work. While onsite we observed that the staff communicate well together. 3.3 Suggest ions for Improvement o f Management Pract i ces To improve the management of ÖGK’s environmental issues we would suggest: o Regular meetings for all the staff that include discussions on the current and potential future

environmental issues, and the progress of current environmental improvement projects (EIPs) o An internal newsletter/email system to convey regular updates on EIP o Implement and maintain a formal record of EIP with goals, visions, and protocols, in the case

where one member is unexpectedly not able to continue in his/her job o Delineate clear responsibilities for EIP, in written form o Implement clear and open ways for the staff to suggest new EI measures The implementation of these measures will: o Ensure that all staff are included in the process, allowing for continual improvement through

suggestions that managerial staff may not have noticed and also improving team morale through a feeling of inclusion

o Attract ambitious and innovative staff members who want to take on EIP o Improve the efficiency of the implementation of the EIP to ensure that issues are dealt with

immediately To achieve these goals, management could consider adopting, or at least reference and implement the framework of an Environmental Management System (EMS), such as ISO 14001 as a more formal means to set and meet environmental performance goals. See Annex I for more information on how to perform this.


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4. ÖSTERLEN GOLFKLUBB’S ENVIRONMENTAL ASPECTS We reviewed the possible processes, products/services and related activities with known or potential environmental interactions, and included both positive and negative aspects. Our review may not have captured all of the known or potential activities at the ÖGK. 4.1 Methodology for ident i f i cat ion To determine activities and aspects to select, we did an initial review to understand the organization and the potential environmental impacts of the Golf Club and determined the likely sources of the impacts. To understand how the Golf Club interact with the environment, the following issues, though not exhaustive, were considered:

• Activities which potentially interact with the environment • Energy or materials that are used for the operations of the Golf Club • Potential emissions to the air, water or land and their likely sources • Solid wastes generated and if disposal or treatment have potential environmental impacts • Whether the infrastructures are interacting with the environment

Based on our preliminary review, we identified the following direct and indirect environmental aspects:

• Direct Aspects include water consumption, energy consumption, construction, wastes (hazardous and nonhazardous), wastewater, and transportation. Positive environmental aspects included turf grass maintenance without fertilizers, pesticides and herbicides; the use of biodegradable lubricants; and case of reuse, recycling and composting.

• Indirect aspects include procurement/supply chain and transportation of golfers and tourist. A positive indirect aspect is the “Ambassadors for Nature” program.

See Annex II for fu l l l i s t o f aspec ts .

5. CURRENT PROJECTS FOR ENVIRONMENTAL SUSTAINABILITY 5.1 New Machine Shed Due to recently achieved financial stability, the ÖGK was able to start a large project building a new machine shed at their Djupadal course. There is an existing shed, but it was an old chemical factory with a low and very thick roof, therefore the maintenance staff were not able to perform their regular duties in the shed since they could not raise the machines. Due to the thick roof, the building could not be torn down in a cost-efficient manner. Therefore, a new building is being built beside the old. Use of the new building will result in reduced air emissions resulting from the constant transport of the diesel machines – they will no longer have to be driven back to the machine shed on the other course. Furthermore, the development of protocols for maintenance and training for staff on proper cleaning and waste disposal procedures for the new machine hall are in progress. In regards to the chemical factory, there are no signs of historical chemical legacy effects, and the OGK sends in monthly samples to a lab for testing. In future building projects we would recommend that efforts be made in the planning stages for the use of recycled, recyclable, and other environmentally sound building materials and technology, as well as incorporation of energy efficient design (e.g. LED lighting, natural heating and cooling, etc.) (Audubon 2007).


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5.2 Use o f bacter ia l ‘ compost t ea ’ for f er t i l izat ion One of the largest positive environmental aspects of ÖGK is the use of bacteria for fertilization of the grass rather than chemical fertilizers. The course has been successful in implementing procedures to procure bacteria from the local forest which are then grown in an aerated “compost tea” which then is used to fertilize the grass. These beneficial bacteria lead to healthier grass, which are then stronger and more resistant to disease, pests and fungus, thereby reducing the need for pesticides and herbicides. Since chemical pesticides are used in over 50% of Swedish golf courses, and as the chemical fertilizers can be ecotoxic and lead to localized negative environmental effects (STERF 2010), ÖGK has a unique position in this area in terms of environmental sustainability. 5.3 Biodivers i ty maintenance and creat ion A biologist was hired to develop a biodiversity management plan for ÖGK to preserve and promote the diversity of wild plants and animals in the areas directly adjacent to the main greens. Two detailed plans were developed and general recommendations included allowing some of the areas to grow naturally to preserve protection for animals, use of grazing animals such as sheep, sowing of a diversity of local and native plants, and proper management of older trees (100+) to improve the natural, aesthetic, and cultural value. ÖGK recognizes that these measures may be a selling point in terms of attracting customers, and diverges from some of the more traditional views of needing an extensively manicured area (e.g. changing the landscape rather than working with the natural features). The club has committed time, money, and other resources to this ongoing project, and has shown their commitment to improving their biological diversity. As the biologist has provided a large number of suggestions, we recommend that ÖGK develop a plan that will help prioritize the projects, indicate who is in charge, and have a timeline to ensure efficient completion of the projects. This is in line with management suggestions in Section 3.3. 5.4 Continual Improvement ÖGK strives to continually improve and achieves this through continuous surveying of its members and customers. Each person who plays at the course is sent a survey with questions ranging from the quality of food to satisfaction of the course golf course itself. This information is gathered systematically, and regularly reviewed to make continual small changes. Any major reoccurring issues are brought out at the members’ meeting and dealt with accordingly. This ensure satisfaction of the members and helps drive repeat business. Since a survey is already being sent out, we would suggest including some questions regarding the customer’s awareness of general golf course environmental impacts and whether the specific activities ÖGK are known. For example, questions of these nature could be included: 1. Are you aware of environmental impacts of golf courses? If so, which are you concerned about? 2. Did you know that ÖGK limits fertilizer, pesticide and herbicide use and has a biologist on staff? 3. Did you notice the nature photography hanging on the wall of the clubhouse? Did you know that

these were nature pictures taken on our golf course? 4. Which of these environmental-improvement activities do you think are most important to ÖGK

– reduction of water use, switch to electric from diesel, implementation of renewable energy, etc. 5. Are there other ways you think ÖGK could improve to be more environmentally friendly? This could have a number of positive impacts. It is a way for ÖGK to inform its customers of its positive environmental activities, and also can raise awareness that there are in fact environmental impacts of golf courses. Most importantly, it can give ÖGK a sense of whether its customers put value on environmental activities and on which activities they value to help them continually


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improve. These questions can evolve as ÖGK’s environmental plan and implementation develops (e.g. if ÖGK starts marketing its environmental activities, it can ask members which activities they are aware of). This will help shape their future plans based on their customer’s needs and help them identify areas where they can communicate their EIP to their customers more effectively. 5.5 Ambassadors o f nature As part of its strategy, ÖGK is trying to enhance the local natural features and focus on its integration into its appeal. This is a positive environmental aspect; bringing appreciation and awareness of nature to its customers is beneficial from a social point of view, and could also have positive impact on its position as a ‘sustainable’ golf course in the view of its current and potential customers. Currently, the club actively supports a photographer who has displays of photography from the surrounding area throughout the main clubhouse, accompanied by written descriptions. 6. COMPETITIVE ENVIRONMENTAL STRATEGY 6.1 Current Compet i t ive Strategy ÖGK’s current competitive strategy is not yet structured as the organization only recently feels like it is in the position to make long-term plans due to its financial situation. Our assessment of ÖGK’s current competitive strategy is that it attracts customers based on its connection to nature, mostly due to its location. Lowering operation and maintenance costs has been done in some areas, and are beneficial, but not necessarily the main goal, as the company is a non-profit. The company recognizes that lower costs can lead to the ability to hire even more high quality staff to further improve the course, but in the short term will not necessarily be passed to the customer. In fact, with improved reputation in environmental sustainability, it is possible that the long term strategy will allow for increased membership fees. According to a survey performed by the Scandinavian Turfgrass and Environment Research Foundation (STERF 2011) ~60% of golfers are willing to pay higher fees for a chemical-restricted course and ~50% are willing to pay more to support research into course maintenance. However, this may be in direct conflict with their desire to bring in a new, diverse range of members that may not be able to afford high fees. At this point, there is a great opportunity for ÖGK to solidify its short and long term business objectives and align and integrate an environmentally competitive strategy that will help it achieve its goals. We present here a number of potential actions ÖGK can undertake based on some strategies. 6.2 SWOT Analys is To be able to develop a sustainable strategy for ÖGK, we performed a SWOT analysis to identify the environmental strengths, weaknesses, opportunities, and threats.

STRENGTHS - naturally beautiful course near the ocean and

apple orchards - use natural landscaping - involved and committed members

(environmental committee) - committed staff members - recently financially stable, able to make bigger

projects and long-term projects - diverse natural areas, curated areas, and

buildings - use bacteria instead of pesticides and herbicides

WEAKNESSES - weather during offseason prevents customers

from coming to play golf - unstructured management plan for

environmental issues - small group of employees, therefore manager

drives a lot of diverse projects - public opinion of golf course is that it is ‘for

the rich’ - maintenance necessary, but use diesel in

machines - not enough marketing based on positive


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for grass - strive for continual improvement - repeated follow up on customers (surveys) - many companies in the area that may also be

interested in sustainability - source many of their supplies from the course

itself or surrounding nature (e.g. sand, bacteria)

environmental qualities - public transit to course not easily accessible - does not yet have certification - materials used for signs not ‘environmentally

friendly’

OPPORTUNITIES - make golf course (and therefore surrounding

nature) accessible/desirable to a wider demographic of golf players

- use extra space for renewable energy technologies (wind, solar, etc.)

- surrounding nature - use surveys to determine what EIP are needed

and whether they are effective in increasing customer base

- marketing of ÖGK as an environmentally sustainable course

- work with local businesses to attract tourists to region, develop ‘sustainable’ tourism concept

- work with local businesses to improve the sustainability of the course (e.g. buy handmade wood signs)

- provide local wildlife sanctuaries and diversity - preserve natural areas - rehabilitate degraded landscapes - educating golfers and the general public about

the importance of nature - promote and provide seminars and leadership

about environmentally sound management (especially in bacteria fertilization)

THREATS - being unable to attract visitors/repeat

members due to competitors being able to better meet the demand for sustainable golf courses

- loss of potential customers due to perception that golf is not sustainable

- ongoing emigration from the area - decreased tourism - poor weather affecting EIP - not achieving GEO certification - losing membership due to increased

membership cost as a result of expensive EIP - losing membership due to dissatisfaction with

course due to a lack of EIP - losing out on attracting world-class employees

due to ignorance of environmental programs - being unable to complete an EIP project after

unexpected absence of an employee due to unrecorded management plans

While there were a number of SWOT ideas suggested (Annex III), in conjunction with the interests of ÖGK, we focus on a few of these aspects to develop a long-term sustainable strategy for ÖGK, as follows. 6.3 Proposed Sustainable Strategy 6.3.1 Advantages of having a sustainable strategy Having a formal sustainable strategy will help ÖGK: - achieve GEO certification - lower long-term costs and improve financial performance - improve visibility and reputation in the local community and abroad - draw in innovative and enthusiastic employees - comply to local and national regulations (present and future) - manage risks, including worker safety and reduced liability - attract more customers and improve customer satisfaction - ‘do the right thing’ (e.g. perform voluntary environmental actions for ethical reasons)


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6.3.2 Types of sustainable strategy Based on Orsato’s (2006) framework of strategies (Figure 1), ÖGK should consider the following strategies to obtain a competitive advantage. The advantage may be created by establishing a successful, unique and valuable position in the Swedish golf course industry that will allow ÖGK to reach it goals, such as attracting more customers, retaining repeat and long term members, and potential to charge higher green fees. Developing a strategy will allow ÖGK to identify valuable environmental-related investments and pursue opportunities that will become sources of their competitive advantage and create a sustainable business model (Orsato 2006). Based on our discussions, some of ÖGK’s goals are somewhat contradictory (e.g. want to attract a younger demographic, but also be able to charge more for green fees, which the younger crowd might not be able to afford). Therefore here we suggest different opportunities that can be taken to implement these strategies based on their ultimate goal.

Figure 1 General Strategies for Environmental Competitiveness. Figure adapted from Orsato (2006)

A golf course’s organizational and product/services is interdependent, and for the sake of clarity and practicality, the development of an environmental competitive strategy for ÖGK is useful to think of as its competitive advantage based on lower costs or differentiation. Lower costs, both organizational and operational, could be either passed on to reduce customer costs and therefore attract and/or retain new members, or used to invest in future environmental activities. From an environmental perspective, this is likely based on cutting out or reducing as much of the ‘waste’ products as possible to save on internal operation costs (Orsato 2006). Efficient use of materials will save in many areas – for example, the company will have to purchase fewer raw materials, might have reduced labour hours, and/or may produce less ‘waste’ to clean or dispose of. A specific example where ÖGK has already been successful in reducing costs is the replacement of grass fertilizer with bacteria gathered from the local forest. By substitution of local bacteria for

Strategy 1: Eco-efficiency

Strategy 4: Environmental

Cost Leadership

Strategy 2:

Beyond Compliance Leadership

Strategy 3:

Eco-branding

ÖGK future

ÖGK current


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chemical fertilizers, costs are saved on: purchase of chemical fertilizers, the labour and time needed to regularly spray the fertilizer, those associated with cleaning water contaminated with hazardous chemicals, storage of chemicals and future clean up costs of accidents, as well as the potential health costs associated with chemical fertilizers are also reduced. This strategy is likely most beneficial to ÖGK in the short-term to attract and retain a new demographic of members with lower costs, and can also allow them to invest in future environmental improvements, including the hiring of new employees and longer-term projects. Differentiation, or making the golf course unique in some environmentally beneficial way that will be positive in the eyes of stakeholders, will be an important part of ÖGK’s competitive strategy. It is a means for an organization make itself unique so that it improves its public image, sometimes through investments in unprofitable environmental improvements. This strategy is often undertaken by companies that are concerned about a negative reputation, or can be to appeal to stakeholder concerns for the environment. To be able to generate a competitive advantage based on differentiation, Orsato (2006) suggests that three criteria must be fulfilled. Customers must be willing to pay for the costs of ecological differentiation, reliable information about ÖGK’s environmental differentiation must be available to the customers, and its differentiation must be difficult to imitate by competitors. This will likely be implemented as a strategy that will be beneficial in the long term, allowing ÖGK to build their standing as an sustainable golf course and potentially resulting in higher fees for use of the course based on this reputation. 6.3.3 Present and future environmental strategies Currently, ÖGK has already implemented eco-efficient, cost-savings measures (Strategy 1) and differentiation measures (Strategy 2)(see Table 1). This has been beneficial for the club in that it has helped the club financially and allowed the club to invest in new environmental projects, and also has driven the formation of an environmental committee. We suggest that the club continue to work on these items, and also continue working towards differentiating itself based on ‘eco-branding’ (Strategy 3). This strategy will include marketing itself as a sustainable club that is actively pursuing environmentally-positive activities. Part of this strategy will be the achievement of GEO-certification, which will allow for branding (e.g. advertising on its website, at the club). This sustainable image and message has the potential to bring in new customers and/or retain customers for longer, and also contribute to the touristic value of the area. In addition, going ‘above and beyond’ in areas such as switching to renewable energies, electric, or biofuels, increased marketing activities, and engagement in the local community will help the club differentiate and create a unique brand. Since interaction with nature is a large part of golf, having these present at the course will attract golfers who like to spend time in an environmentally friendly setting. Furthermore, based on its beautiful and natural setting, ÖGK has many opportunities that can bring about societal benefits through appreciation of nature. To be able to implement this strategy, we suggest a number of activities. Table 1 lists potential strategies, the goals they align with, the types of benefits they can accomplish, the activities already undertaken that fulfill these strategies, and potential future activities. The following section contains our suggestions that further describe the specific activities ÖGK can undertake to fulfill their goals. It should be noted that many of the activities undertaken to ‘lower costs’ can also be used as a base for differentiation. Recommendations that mainly reduce costs are marked as “$” and those that can aid with differentiation are marked with “∆”.


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Table 1 Strategy table for ÖGK

Strategy Goal Main potential benefits Activities already undertaken

Key activities to implement this strategy

Lowering costs - Lowering operational and service costs

- Reducing waste - Using raw materials more efficiently

- Bring in new clients who want to pay lower price

- Lower costs for current members

- Have money to attract high quality employees

- Have money to invest in future EIPs

- Switch to bacteria fertilization

- New machine shed (lower maintenance costs)

- Use of local sand

- Energy reductions, renewable energy $∆

- Switch to electric from diesel $∆ - Reduce water use $

Differentiation - Differentiation based on environmental performance

- To counter negative environmental perception of golf courses by public

- To counter customer perception of ÖGK to be similar to all other courses in terms of environmental performance

- Change public perception of the negative impacts of golf courses

- Customers choose ÖGK over competitors based on better reputation

- Customers willing to pay more based on better reputation

- Attract high quality employees - Other courses will pay to learn from ÖGK’s experience

- Safer workplace for employees

- Commitment to GEO certification

- Use of coconut-based chemicals

- Commitment to improvement of biodiversity

- Ambassadors of nature

- Improved visibility and marketing of environmental activities ∆

- Implementation of formal environmental management system, and certification (e.g. ISO 14000) ∆

- Creation of sustainability report ∆ - GEO certification ∆ - Consider supply chain, materials

used on site ∆ - Facilitate opportunities for nature

interaction/appreciation ∆ - Work with local business to build

positive environmental reputation for the area ∆


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7. SUGGESTED IMPROVEMENTS Based on our research, these are some recommended activities ÖGK could undertake to achieve their goals. 7.1 Energy For becoming more efficient and environmentally friendly the ÖGK managers and leadership individuals should look at all costly energy operations. During this process ÖGK can learn and benefit by putting an emphasis on energy consumption as an issue that is important to addressed. $ Reduced Consumption: In an attempt to ensure that the organization can save cost on this

aspect, it is vital that the company initiate achievable targets and objectives. For doing this it is essential to gather information by first establishing baseline data on energy consumption. This data should be broken down for power used for the clubhouse, exterior lighting, the maintenance facility, pumps and cart-charging if applicable. Then, the organization could set a target for the environmental aspect of energy consumption for office lights, printers, copiers, etc. and ensure they have performance indictors (e.g. kWh/month). A policy can subsequently be established that would ensure that all purchases of appliances are energy star equipment. The practice of turning lights, computers and electronics that are not in used should be encouraged. Lastly, the company could adopt a policy of purchasing electricity from only renewable sources.

$ Lighting retrofit: Can be conducted for greater efficiency. The club can change all of its halogen light bulbs to LED bulbs, which should reduce electricity usage consistently per year, and introduce occupancy sensor based installations. Thanks to its efficiency and long life, it will save more than $100 over its lifetime. LEDs are the way to go as they work great and use up to 85 percent less energy to deliver the same amount to light (NRDC Energy 2015). Today's LED light bulbs come in virtually any shape, light level or flavor you can imagine. They reach full brightness instantly, dim, and direct the light exactly where you want it. Occupancy sensors can reduce energy waste by taking over light switch functions which can result in up to a 50% reduction in overall lighting related energy consumption (Lighting Company 2009)

$∆ Renewable energy We can say while water is the lifeblood for the turf itself, electrical energy is the spark that keeps the heart beating, as well as the source for lighting, computers, golf cart charging and heat for facilities. Finding ways to be more energy efficient and how to control costs in the future it is opening the door to exploration and the use of renewable energy sources such as wind and solar which would make a natural fit for ÖGK. Moreover, public concern about energy independence, climate change and increasing energy demands has driven green initiatives into the forefront of focus for federal, state and local governments (IEA 2013) Incorporating renewable energy into the golf’s operations can substantially offset costs while making a green statement which help ÖGK achieve its goals. This could situate them in the forefront of the golf clubs that contribute in improving environmental aspects and reduce impacts. At the same time it can improve their market strategy bringing them differentiation that would attract more people and golf players that enjoy spending time in an environmental friendly setting. For part of their development plan ÖGK has a surface of 13 hectares from where 9-10 hectares are destined for a residential project (if approved) and the remainder is a water protected area. This area is an ideal ground for placing renewable energy solutions like photovoltaics (PVs) and some wind turbines. The houses can be as well designed with PVs on their rooftops and battery storage units for covering consumption during night or equilibrate the deficit when needed with wind turbines.


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For achieving total independence and even selling surplus electricity to the grid, a solar wind hybrid power generation can be an optimal solution. PV cells convert sunlight into electricity by an energy conversion process and generate no electricity at night, and less in the morning and evening than in the middle of the day. Because wind is a resource available through day and night whereas solar power is only available in daylight and for a limited time, a complementary relation between the two can be a solution. For instance golf courts like Douglas Valley Golf Club in Bolton installed 2 wind turbines and have benefited from the clean energy they produce (Golf Club Management 2011). In respect of negative aspects, solutions to place the turbines can be found especially when having a 13 hectares area the wind turbines can be placed at a reasonable distance from the housing area and golf facility to avoid noise disturbance as well. Wind capacity, bird migration disturbance and land details need be collected. As we can see in the GIS evaluation in Annex IV, the high capacity turbines can be located only in the lighted spots mainly due to the fact that the distance between the turbine and houses should be of 500m. The other characteristics that need be taken in consideration are highlighted as well in the map (GIS Malmö 2015) Even more, ÖGK can access different funds to support its investment. For instance, the Board of Agriculture is offering important aid to every farmer who wants to improve the environment by supplementing 40% of their expenditures in support. ÖGK can make an application to access these funds through the development of an energy efficient carbon free initiative plan. Aiming for a carbon free energy source like solar and wind power to power generation the golf club its facilities the golf club would maximise its prospect in being subsidised (Jordbruksverket 2015). 7.2 Diese l $∆ Solar-assisted powered Golf carts: Solar-assisted golf carts can improve environmental

performance as they can save cost and energy through reduction in the cost of charging batteries, increasing the travel distance of golf carts on a single charge, and extending the golf carts battery lifetime by reducing battery daily discharge levels (Toronto and Region Conservation Authority 2010). There is a growing trend where golf carts are driven by installing a solar panel on the roof of the golf cart. The energy from the sun is converted to charge the battery of the golf cart. This has energy savings potential as it potentially removes the golf cart from the national electric grid (Bratley 2013).

$ Non-diesel alternatives for lawnmowers (biodiesel and electric motors): The efficiency of

electric motors is generally higher than diesel and gas engines and their carbon footprint is less. Electric lawn mowers, therefore, present a strong opportunity for golf clubs to enhance their environmental performance. In addition to electric motors, machines run by biodiesels should also be considered. Several golf courses have successful history of transitioning to biodiesels. For example, the Tierra Verde Golf Course in Arlington, Texas started using biodiesel when they were faced with increasing gas prices. The Golf Club bought a machine to turn used cooking oil (mainly from kitchen) into biodiesel fuel (CBS 2012). The machine mixes the oil and grease with methanol to create the fuel (CBS 2012). In addition to being ecofriendly, the biodiesel was said to be four times cheaper per gallon than regular fuel while the only byproducts were glycerin and water which were turned into soap (CBS 2012). The US Department of Energy also promotes biodiesel and electric powered mowers as opposed to the traditional fossil fuels powered mowers (US Department of Energy 2014).

$∆ Animals Grazing (alternative to diesel mowers): Some golf courses around the world have

experimented with using animals to graze on their golf courses. The animals are usually owned by the golf course or nearby farmers. An example is the Machrihanish Dunes Golf Club in Scotland which was reported to have up to 40 sheep mowing the grass in during the winter


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(Golf Club Management 2013). By using the sheep to mow the turf grass, the club was preserving rare species of orchids that grew on the site, and many golfers actually welcomed and enjoyed the enjoyed the company of the animals (Golf Club Management 2013). The Settlers’ Ghost Golf Club in Ontario, Canada which is believed to be the first golf course in Canada to employ goats stated in 2012 that the goats saved the course costs for herbicides and pesticides (The Star 2012). The Presidio Golf Course of San Francisco, USA which added 15 goats to its green keeping crew noted that the goats cleared noxious and non-native plant materials from areas too difficult for humans to access or too sensitive for machinery (Presidio 2013). Other golf courses with a long history of using animals include the Lahinch Golf Club in Scotland. While this may be a growing trend amongst many golf courses, it is yet to be seen whether or not animals can actually replace mowing machines for large golf courses. The key here is that golf courses that have experimented with animals have recorded reduced costs and greater environmental performance. In Scandinavia, ~65% of golf players are in support of grazing animals in rough areas (STERF 2011).

7.3 Water Water use has not been historically a concern for ÖGK as they have large reserves of groundwater from which they can draw from, and the waste water goes to the municipal wastewater plant. However, water is still a natural resource and reduction of its use will have environmental benefits. $ Reduced consumption: Similar to reduced energy consumption, an achievable target could be

set. To achieve the target, there will be a need to establish baseline data for water consumption and concentrate on the use of non-potable water were possible. Captured storm and rain water could be applied for landscaping needs while the installation of more efficient low flow fixtures and faucets would conserve water. Awareness could also be raised amongst golfers, employees and guests at the club house to reduce water use. There is currently a demonstration wastewater project run by KTH Royal Institute of Technology that is looking for ways to use recycled waste water (KTH 2015) – this could be a good opportunity for Österlens to develop a sustainable irrigation water source that would conserve freshwater, efficiently use nutrients that will help plant growth and reduce nutrient emissions to the water (Gruttadaurio and Petrovic, n.d.).

7.4 Training $ Training can contribute to decreased resource consumption, improve efficiency and reduce costs and enhanced sustainability. Trainings should be conducted because every employee can have potential impacts on the environment, and any employee can have good ideas about how to improve environmental management efforts. Each employee should be aware of the club’s environmental policy, the significant environmental aspects of their work activities, their own roles and responsibilities, procedures that apply to their work, and the importance of conformance with the company’s policy. It is important that employees understand the potential consequences of not following internal and legal requirements (such as spills, releases, and fines or other penalties). The training should be tailored to the different needs of functions in the organization. However, is important to mention that training is just one element of establishing competence, which is a combination of education, training, and experience. 7.5 Nature apprec iat ion, ambassadors o f nature ∆ ÖGK could create more opportunities for nature education and awareness that would help the organization build a reputation as a steward of the environment and a sustainable member of the community. The increased connection to nature could bring in new members who previously had a negative perception of golf courses. For many golfers, nature is an important aspect of golf; 90% of Nordic players say that large healthy trees and other nature have a large or some positive impact on


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the playing experience (STERF 2011). In addition ÖGK’s existing nature management program, nature exhibits, and reading materials on display, new programmes such as seminars on the local environment and wildlife, or photography competitions (e.g. a day where photographers are welcomed to the course to take nature pictures and the winner’s picture gets featured in the club, newsletter, etc.) could be implemented. A large opportunity exists in getting youth engaged in nature that may provide societal benefits. For example, nature activities could be included in the school activities at the golf course, or a camp for kids in the surrounding area could incorporate both golf and environmental or nature activities. Kids with opportunities to experience the outdoors in meaningful ways may be more likely to value nature and feel inspired to do positive things for the environment later in life (Wells and Lekies 2006; The Nature Conservancy 2011). Furthermore, children growing up with positive natural influences may experience other benefits, such as increased creativity, academic performance and concentration, and reduced risk of obesity and stress (Wells and Evans 2003). 7.6 Sharing knowledge ∆ ÖGK has some unique knowledge regarding the method for bacteria use for fertilization of grasses. The organization could capitalize on this by sharing this knowledge with other golf courses, which would both be financially and reputationally beneficial and also be positive from a general environmental perspective as this method has large environmental benefits. 7.7 Work with local businesses ∆ Sustainable community: As ÖGK has a challenge in attracting new membership due to

decreasing local population, it would be in its best interests to work with the local community to build differentiation with unique environmental features to attract both residents and visitors to the area as a long term strategy. Since the area is already known for its apple orchards and beautiful landscape, ÖGK should use this to their advantage to develop a sustainable community which may attract more visitors. ÖGK already has future 2025 plans to build an ‘eco-friendly’ neighbourhood on their land, thus development and growth of sustainable community structure should start now. We recommend that ÖGK join local sustainability efforts to whom they can align their ambitions. For example, Tourism in Skåne aims to increase visitor numbers to Skåne while working on long term sustainability (Tourism in Skåne 2015). ÖGK can consider starting its own local chapter of businesses that could include Kivik Musteri, and local farmers who use sustainable methods to look for opportunities for shared knowledge, skills, technologies, and materials. Public transport accessibility is an issue to get to ÖGK, so perhaps this is a long-term issue the community can begin discuss.

∆ Apple cider: ÖGK is located close to the famous apple juice producing company, Kiviks, and the

club itself is located in the fertile land of tastiest apples in Sweden. Since they have the necessary land and space it could start its own small production of apple juice and/or work with Kivik to refresh their golf customers’ taste. This will differentiate them among the golf courses and add value to their business by serving their own organic produced apple ciders.

∆ Local sourcing: Sourcing more materials from local industry could be beneficial in developing

networks. For example, the signs are currently made of non-sustainable materials. We suggest that ÖGK contact local artists to create unique, sustainable signs that will be more personal and also made of sustainable materials. According to Pernilla Norrman of Skåne Konsthantverkscentrum (personal communication), Carsten Nilsson (woodcarver): http://www.carstennilsson.se or Lars-Otto Lindskog (blacksmith): http://lindskog-lo.se would be appropriate contacts.


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7.8 Market ing o f environmental l eadership ∆ ÖGK should communicate and promote their environmental leadership to stakeholders. ÖGK is going ‘above and beyond’ in many sustainable ways, thus differentiation as a strategy would attract more customers. The first benefit would be to counter the risk of customer loss due to negative perceptions of golf – for example, many think that all golf courses use large amounts of chemical pesticides and herbicides, whereas ÖGK uses natural methods for growing grass. An increasing number of people are demanding more sustainable ways of running business, and this can respond to their demands. Furthermore, survey shows that a good description of the course is necessary to attract Nordic players (~58%; STERF 2011), therefore promoting ÖGK’s positive environmental aspects will be necessary. In addition to communication its environmental benefits and activities for marketing purposes, making players aware that club is undertaking large projects to create long-term value may improve stakeholder acceptance of higher fees or temporary declines in quality. For a differentiation strategy to be successful, customers must perceive a clear benefit (Orsato 2006). ÖGK should update its website to include a ‘sustainability’ section, and have information for members regarding its sustainability efforts through the newsletter, meetings, and emails, and could also try and be featured on Tourism in Skåne (2015) or local media. Other golf courses, such as the Golf du Rhin in France, saw their press coverage (articles, television, golf industry press) increase at a worth of €100,000 after the announcement of their GEO certification (EGCOA 2014). 8. CONCLUSION This report is an outcome of an analysis of Österlens Golfklubb’s (ÖGK) environmental strategy. The report assessed the current environmental management structure at the Golf Club while providing suggestions for improvements for short and long-term environmental sustainability. ÖGK has already shown outstanding environmental awareness, and a commitment to future environmental activities and sustainability. We suggest that deciding on and implementing a more formal strategic management plan will help ÖGK achieve its goal of GEO certification, lower costs, and allow for differentiation that will lead to an increased customer base, better presence in the local community, and a bigger reputation in the Swedish golf community. The key areas in which ÖGK should focus to achieve short and long term sustainability are to: 1. Create a more formal environmental management plan through management organization and

documentation. Suggestions outlined in Section 3.3 and 5.3. 2. Determine the extent to which ÖGK’s customers are aware of, and demand, sustainable actions

through the survey to be able to provide higher quality. Suggestions are outlined in Section 5.4. 3. Consider implementing activities that will lower costs (and create differentiation), including

reductions of diesel, energy, water consumption, and employee training. Suggestions are outlined in sections 7.1 to 7.4.

4. Consider implementing activities that will differentiate the club, including ‘nature appreciation’

activities and access, the sharing of knowledge regarding its bacteria fertilization, and working with local businesses. Suggestions are outlined in Sections 7.5 to 7.8.

5. Communicate and promote its environmental leadership and sustainable activities to its

stakeholders through marketing, GEO certification, and a website update. Suggestions are in Section 7.8.


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9. REFERENCES Audubon (2007) Golf’s green bottom line: Uncovering the hidden business value of environmental stewardship on golf courses. http://www.mparks.org/Portals/0/Resource-Center/Facilties,%20Amenities,%20Attractions/Golf/Golf%20Course%20Business%20and%20Environmental%20Stewardship%20-%20Audubon%20Society%20Research.pdf Bratley, J. (2013) Solar Panels For Golf Carts: Clean Energy Ideas, http://www.clean-energy-ideas.com/solar/solar-panels/solar-panels-for-golf-carts CBS (2012) Golf Course Turning Cooking Oil Into Biodiesel. http://dfw.cbslocal.com/2012/07/05/golf-course-turning-cooking-oil-into-biodiesel/ EGCOA (2014) Recognition of sustainability work goes sky high. http://www.egcoa.eu/recognition-sustainability-work-goes-sky-high/ Golf Club management (2011) Douglas Valley applies for two wind turbines. http://www.golfclubmanagement.net/2011/10/douglas-valley-gc-applies-for-two-wind-turbines/ Golf Club management (2013) Black sheep used as greenkeepers. http://www.golfclubmanagement.net/2013/12/black-sheep-used-as-greenkeepers/ Golf Digest (2015) Best Golf Courses In 205 Countries: Exploring the seven continents for the best courses in the world” http://www.golfdigest.com/story/best-golf-courses-in-205-countries Golf Environment Organization (2015) The Golf Environment. https://www.golfenvironment.org/get_involved/clubs/common_questions Gruttadaurio, Joann, and A. Martin Petrovic. n.d. Appendix C: Guidelines for Using Recycled Wastewater for Golf Course Irrigation in the Northeast. http://nysgolfbmp.cals.cornell.edu/wp-content/uploads/2013/10/app_e_guidelines_recycled_wastewater.pdf IEA (2013). International Energy Agency: National Renewable Energy Action Plan – Sweden. http://www.iea.org/policiesandmeasures/pams/sweden/name-40146-en.php Jordbruksverket (2015) The rural development programme in figures. http://www.jordbruksverket.se/swedishboardofagriculture/engelskasidor/ruralopportunities/theruraldevelopmentprogrammeinfigures.4.6621c2fb1231eb917e680003968.html KTH (2015) Research: Future water treatment https://www.seed.abe.kth.se/en/om/avd/lwr/grupper/va-teknik/forskning/morgondagens-vattenrening-1.452361 Lighting Company (2009) Reduce energy consumption by installing motion sensors. http://www.lightingcompany.net/energy-savings/sensor/ NRDC Energy (2015) http://www.nrdc.org/air/energy/genergy.asp Orsato, R.J. (2006) Competitive Environmental Strategies: When does it pay to be green?


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California Management Review, 48(2), 128-144. Riksidrottsförbundet (2011) Svenska folkets idrotts-och motionsvanor. http://www.rf.se/ImageVaultFiles/id_34084/cf_394/Svenska_folkets_motionsvanor_2011.PDF Schaper, M. (2002) Small firms and environmental management. International Small Business Journal, 20 (3), 235-251. STERF (2011) How do Nordic golf players perceive playing quality? Final scientific report. Jensen, M.D. and Jensen, F.S., University of Copenhagen. http://sterf.golf.se/Media/Get/1528/final-report STERF (2010) Golf’s research and development programme within integrated pest management. http://sterf.golf.se/Media/Get/1268/golfs-r-d-programme-within-ipm.pdf Svenska Golfförbundet (2015) Medlemsstatistiken 2015: den officiella slutrapporten för Golfsverige. The Nature Conservancy (2011) Connecting America’s Youth to Nature. http://www.nature.org/newsfeatures/kids-in-nature/youth-and-nature-poll-results.pdf The Star (2012) “Goats as groundskeepers? Golf course says employing animals is eco-friendly alternative” http://www.thestar.com/news/canada/2012/08/20/goats_as_groundskeepers_golf_course_says_employing_animals_is_ecofriendly_alternative.html Toronto and Region Conservation Authority (2010) “Evaluation of Solar-Assisted, Electric and Gas Golf Carts Bathurst Glen, Richmond Hill, Ontario” http://www.sustainabletechnologies.ca/wp/wp-content/uploads/2013/01/SAEGC-FINAL-2010.pdf Tourism in Skåne (2015) Sustainability Initiatives: Our sustainability work http://www.tourisminskane.com/hallbarhetsarbete US Department of Energy (2015) “Clean Cities Guide to Alternative Fuel Commercial Lawn Equipment” http://www.nrel.gov/docs/fy12osti/52423.pdf Visit Skane,(2014) ‘Nine Courses In Skåne Among Sweden's Best’ http://visitskane.com/en/article/nine-courses-skane-among-swedens-best Wells, N. M., & Evans, G. W. (2003). Nearby nature a buffer of life stress among rural children. Environment and behavior, 35(3), 311-330. Wells, N. M., & Lekies, K. S. (2006). Nature and the life course: Pathways from childhood nature experiences to adult environmentalism. Children Youth and Environments, 16(1), 1-24. Williamson, D., & Lynch-Wood, G. (2001) A new paradigm for SME environmental practice. The TQM Magazine, 13 (6), 424-432.


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ANNEX I – Framework for an Environmental Management System From Audubon (2007): “Environmental Management Systems, or EMSs, are increasingly being used by environmentally-leading firms as a means to set and meet performance goals, and improve upon them over time. The Audubon Cooperative Sanctuary Program for Golf Courses is designed to assist in the development of an EMS. The principal components of an EMS areplan, do, check, and act. Within this framework are a number of key elements or steps related to the development and implementation of an EMS. The U.S. Environmental Protection Agency outlines 17 key elements as follows: 1. Environmental principles and policy- Develop a statement of your organization’s commitment to

the environment. Use this policy as a framework for planning and action. 2. Legal and other requirements- Identify and ensure access to relevant laws and regulations, as well

as other requirements to which your organization adheres. 3. Assess significant environmental aspects and impacts-Identify environmental attributes of your

products, activities, and services. Determine those that could have significant impacts on the environment.

4. Objectives and targets- Establish environmental goals for your organization, in line with your policy, environmental impacts, the views of interested parties, and other factors.

5. Develop environmental management programs- For each environmental issue, formulate an action plan. Plan actions necessary to achieve your objectives and targets.

6. Structure and responsibility- Establish roles and responsibilities for environmental management and provide appropriate resources.

7. Training, awareness and competence- Ensure that your employees are trained and capable of carrying out their environmental responsibilities.

8. Communication and outreach- Establish processes for internal and external communications on environmental management issues.

9. EMS documentation- Maintain information on your EMS and related documents. This would include BMPs for each environmental impact issue.

10. Document control- Ensure effective management of procedures and other system documents. 11. Operational control- Identify, plan and manage your operations and activities in line with your

policy, objectives, and targets. 12. Emergency preparedness and response- Identify potential emergencies and develop procedures

for preventing and responding to them. 13. Monitoring and measurement- Monitor key activities and track performance. Conduct periodic

assessments of compliance with legal requirements. 14. Nonconformance and corrective and preventive action- Identify and correct problems and

prevent their recurrence. 15. Environmental Records- Maintain and manage records of EMS performance. 16. EMS audit- Periodically verify that your EMS is operating as intended. 17. Management review- Periodically review your EMS with an eye to continual improvement. “


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ANNEX II – Direct and Indirect Environmental aspects Direc t Environmental Aspects

Category/Activity Aspect Impact

Irrigation (water) Water Consumption Potential for groundwater pollution; resource consumption Energy Use of Electricity for office lights,

computers, printers, etc., heating, cooling

Contribution to global warming through CO2 emissions, resource depletion

Golf Carts use Fossil fuel use, VOCs emissions Degradation of air quality; resource use Turf grass * Use of bacteria instead of fertilizers Resource conservation, Land not contaminated Maintenance of equipment * Use of biodegradable absorbents/lubricants Avoidance of contamination of land and surface water Construction Refurbishment and maintenance of

buildings, construction of new warehouse and new watershed

Noise pollution, dust, emissions and other nuisances from equipment used on site; Depletion of natural resources such as timber and metal products. Potential for land contamination through spillage of fuel from machines and chemicals. Production of large quantities of waste

Golf course Land use Fragmentation of wildlife habitat, degradation and loss of natural habitat Construction for new golf course Topsoil disturbance Topsoil disturbance, Erosion, disturbance of aesthetic of community Washing of vehicles/carts Potential discharge of pollutants to surface

waters, use of water Potential degradation of local water quality

Materials (golf balls, stick, etc) Solid waste Emissions from incineration. Positive impacts from reuse or recycling Waste (food and household) Storage and disposal of general waste/ food

waste Resource use from waste treatment processes (.

Waste (hazardous) Storage and disposal of hazardous wastes Resource use from waste treatment processes Waste (WEEE) Use, storage and disposal of Computer,

Monitor, fridge, TV Environment, health and safety issues, potential for spillage of contained hazardous materials into the environment leading to pollution to land or water; depletion of natural resources

Waste Management* Reuse of items, recycling and composting of waste

Reduced waste. Reduced depletion of natural resources. Reduced deforestation, erosion and loss of habitat. Reduced potential contamination

Storage Hazardous materials Potential for leakage of stored materials / fugitive emissions (hazardous wastes), Degradation of air, land and water quality

Discharge Waste water from toilets and kitchens Discharge of effluents to sewer and wastewater treatment plant. Pressure on water treatment works and subsequent pollution of controlled waters


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Transport of staff and materials Vehicle exhaust emissions during normal

operating conditions / Use of fossil fuel for transport

CO2 (contribute to global warming), CO (toxic to humans), NO and NOx and SO2 (contribute to acidification, human respiratory problems), VOCs (acts as a catalyst for ground ozone creation with NO2, and contains carcinogens).

Community Noise pollution and nuisance?? Generation of nuisance in the local environment including disturbance to neighbours and habitats.

Indirec t Environmental aspec ts

Activity Aspect Impact Transport of golfers, tourists and guests

Vehicle exhaust emissions during normal operating conditions / Use of fossil fuel for transport

CO2 (contribute to global warming), CO (toxic to humans), NO and NOx and SO2 (contribute to acidification, human respiratory problems), VOCs (acts as a catalyst for ground ozone creation with NO2, and contains carcinogens).

Procurement/supply chain Types and quantities of materials purchased by the facility such as paints, nails, lubricants

Hazardous materials could be included in production,

Ambassadors for Nature Environmental Awareness Biodiversity conservation, societal nature appreciation * indicates positive aspects


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ANNEX III – full list of suggestions Ideas to deal with sustainability-related issues Water IRRIGATION Reduce water use: - collect rain water to use for irrigation - review irrigation practices to make sure they are efficient

- irrigate with less water (in some places, do too much irrigation) http://www.eurekalert.org/pub_releases/2011-03/f-sf-gct031511.php)

Re-use water: - re-use “reclaimed” water from local industry/local processes (wastewater treatment)

- a wastewater treatment project is ongoing in Simrishamn where they specifically are looking for ways to use their wastewater! https://www.seed.abe.kth.se/en/om/avd/lwr/grupper/va-teknik/forskning/morgondagens-vattenrening-1.452361 DRINKING WATER IN CLUB HOUSE/RESTAURANT/OFFICES CLEANING OF MACHINES - make sure cleaning techniques are efficient GENERAL HOUSEKEEPING (INDOORS CLEANING) IN TOILETS Energy - renewable energies – solar, wind, geothermal - electric hybrid golf carts - lights - staff and customer education to minimize energy use Turfgass used - use native grasses - use of compost of grass clippings to enhance the soil? - use of compost for other purposes (a garden for restaurant, give to local farmers?) Changing the golf landscape physically - smaller greens Changing the surrounding areas physically - plant native trees to help the erosion along the coast Waste – - minimize waste

- compress waste (e.g. flatten boxes so that more can fit into the waste and collectors don’t have to come so regularly

Waste water – water protected area Chemicals for cleaning - reduce toxic chemical use - reduce use overall - use the rain to wash Diesel - alternatives (biodiesel?)


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- maintained and fixed according to necessity - use other means for cutting the grass - sheep

- electric machines - machines run on alternative fuels

Electricity for lighting Electricity for other purposes (computer, etc) Paper (office) Materials used for signs - source renewable, eco-friendly materials Materials used in the office/club house - use ‘green’/recycled paper - ‘green’ toilet paper - use re-usable coffee cups - use environmentally friendly soaps - reduce overall consumption of products and materials - buy energy and water efficient appliances Heating Location (by the ocean) Transport Physical hazard (golf balls going into neighbour’s yards) Supply chain – what needs to be purchased for the golf course? - purchase items that don’t have excess packaging - buying products with recycled/recyclable content - create a purchasing policy (ethically and environmental influenced) - buy as local as possible (reduce transport and delivery costs)

- use sustainable products (e.g. fairtrade, FSC certified, other labeled and guaranteed products) - buy in bulk to reduce transportation Golf balls Merchandise to sell Building materials Turf and seed production

Creating a space in which non-native flowers and snails cannot infiltrate Pesticides (rarely used) Preserve Biodiversity (make sure native plants are maintained, and a diverse range of these plants) Sand – comes from the ground around course Staff training – water/energy conserving techniques Health and safety Design of clubhouses/buildings - Passive design (maximize energy efficiency) of new buildings - purchase or recycled construction materials


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Benef i c ia l Appreciation for nature

- creation of greenspace for people to use - create activities that invite people to the area - frisbee golf course? - community gardens

Youth interest in the outdoors and golf - incentives to come play - free equipment rental

Walking paths Social benefits (gatherings) Photo show – nature appreciation Collaboration with local organizations (apple orchard)

- potential for creating a local community amongst organizations that work together for tourism, etc.? - source local materials

Volunteering opportunities (staff) - cleaning the local coast line of trash Communication with customers about ethical and environmental responsibility - create an easy-to-read brochure each year

- have a small section on the website about sustainability (you do so many unique things like not using pesticides – tell your customers (and potential customers)!) - get an official certification for the course - ask customers how they think you could be more sustainable - get into a local newspaper/magazine/radio show to promote your sustainability initiatives

Communication with employees about sustainability - regular communication about sustainable actions at meetings/through email/noticeboards - incentives to act ‘green’ and make green choices, since many people working at the club manage themselves

Provide opportunities for career development amongst the staff Community events - local photograph competition, best photos of the golf area Promote equality, fairness, access to disabled users Encourage more environmentally friendly transport options

- provide public transport advice on website - incentives to walk/bike to the course

Creation/be part of an ‘eco’ city - create an organic garden - beekeeping - organic gardens Providing seminars/services to other companies on how to seed with bacteria

- economic incentive, too Get in touch with local media – publicize the fact that there’s a lot of environmental activities going on at golf course

- link with some sort of activity so people can come out and visit the course (photo show?)


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ANNEX IV - Terrain maps of ÖGK Highlighted areas show where installation of high capacity turbines may be possible.


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ANNEX IV (continued). Future Development plan for ÖGK

competitive environmental strategy for Ögk · 2016. 11. 8. · to be able to develop a competitive...

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