hospitality sustainability presentation at cornell university oct15 2007
DESCRIPTION
Presentation at the School of Hotel Administration, Cornell University, on hospitality sustainability in Oct 2007TRANSCRIPT
Stewardship in the Stewardship in the Hospitality IndustryHospitality Industry
Worldwide, Buildings Account for…
17% fresh water withdrawals
25% wood harvest
33% CO2 emissions
40% material and energy use
– 45% in ChinaSource: US Green Building Council
Perceived Advantages of Building Green
8-9% decrease in operating costs
7.5% increase in building values
6.6% improvement in ROI
3.5% increase in occupancy
3% rent increase *Source: US Green Building Council
Increased productivity_5
The Next Generation’s Perspective will Increase Green
Building
89% choose brands aligned with social cause
74% listen to brands aligned with social cause
69% shop for brands aligned with social cause
66% recommend brands aligned with social cause*Source – US Green Building Council
ATTITUDEATTITUDE BELIEFBELIEF BEHAVIORBEHAVIOR
MO
TIV
ATIO
N
By applying a psychological group dynamic process at cluster level
By applying a psychological group dynamic process at cluster level
The Methodology for Change Management
Emiliano DuchPresident, [email protected] AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMSMarch 29, 2007
Motivation to change is modulated throughout the process
Motivation to change is modulated throughout the process
The Methodology for Change Management
MO
TIV
ATIO
N
Skepticism
Indiff
erence
Awar
enes
s
Expec
tatio
n
Nervousn
ess
Motiv
ation to
partic
ipate
Disco
ncer
t
Conve
ntio
nal
wisdo
m h
urt
Motivatio
n
to ch
ange
Leadership
accepta
nce
Work
Cooperate
ATTITUDEATTITUDE BELIEFBELIEF BEHAVIOURBEHAVIOUR
Recommendation
MO
TIV
AT
ION
Skepticism
Indifference
Awareness
Expectation
Nervousness
Motivatio
n to
participate
Disconcert
Conventional
wisdom hurt
Motivatio
n to
changeLeadership
acceptanceWork
Cooperate
Informatio
n
interviews
Challenges
presentation
Benchmarking trips
Strategy sharin
g
workgroups
Convincing interv
iews
Vision of the fu
ture
presentatio
n
Motivatio
n inte
rviews
Lines o
f actio
n work
groups
Lines o
f actio
n pre
sentatio
n
Change toolsChange tools Task
forc
es
Case
studie
s
Refer
ence
trip
The Methodology for Change Management
Going GreenMinimum standards toward a sustainable hotel+Source: IBLF
Why Bother?
Upside Benefits– Higher Revenues– Lower Costs– Enhance Intangible Value– Preferential interest rates (?)
Manage Downside Risks– Supply Chain Management– Reduce Operational Risk
“License to Operate”
What does it mean to be a sustainable hotel?
+Source: IBLF
While the term 'green' in business originally related to environmental issues, it has evolved to embrace all aspects of sustainability and corporate social responsibility
(CSR). To be properly 'green', a company now needs to
incorporate sustainable thinking in its decision-making at all levels
throughout the organization.
In the past, corporate philanthropy, or 'giving back' to the community, used to be the way a company looked to enhance its reputation externally. Today, even the most basic level of acceptable business practice requires a more sophisticated approach. Companies are judged on their accountability, transparency, business ethics, socio-economic awareness and resource-efficiency as well as their financial results. Businesses today are under external scrutiny as
never before. Shareholders, investors, employees, customers, environmental and ethical groups - and the general public - expect companies to be exemplary across the 'triple bottom line' of economic, social and environmental management. If they are not, pressure groups and the media are willing and able to expose their weaknesses. As our understanding and knowledge grows about issues such as global warming, climate change, human rights injustices and the causes of poverty, the world looks as much to the business community as to governments to provide solutions.
These practical steps are intended to guide hotel managers toward a more sustainable operation.
Policy and framework
Staff training and awareness
Environmental management
Purchasing
People and communities
Destination protection
Policy and Framework
Designate or appoint a senior member of staff responsible for environmental management. They should have the awareness, knowledge and skills to implement best practices to regional and international standards.
Identify a person from each department who will be part of the hotel's environmental working group or 'green team'.
Institute ways to measure your progress - for example through indicators such as water use in litres or cubic metres per guest per night, energy use in kWh per guest night and waste in kg per guest night.
Draw up responsible business policy to which the entire operation can commit.
You will need commitment from everyone, from the top down.
Launch a responsible business programme to staff and solicit feedback.
Maintain staff awareness of the programme through regular meetings, posters and information on notice-boards etc.
Encourage motivation through competitions, suggestion boxes and reward staff for successes each month
Include a module on your responsible business policy and programme in all staff induction and refresher training.
Communicate results to staff as you progress the programme.
Staff Training and AwarenessYou will need commitment from everyone,
from the top down.
Assess your current environmental impacts and determine potential primary, secondary and tertiary impacts and their significance. List possible mitigation and management alternatives and describe which ones will be used.
(Much of the information on your resource use, waste and use of chemicals can be found in utility and purchasing bills.)
Install meters for each department and for specific items of equipment that are high energy and water users.
Measure and monitor your progress on a regular basis. This can be daily, weekly or monthly, depending on usage and your department
Set measurable short and long term targets for improvement and take corrective action when they are not met.
Work with other hotels and local businesses to improve environmental standards in the local area or destination.
Inform guests, vendors, and local stakeholders about your environmental policy, programmes and successes.
Environmental ManagementAim for the highest environmental standards in terms of biodiversity protection, hygiene, safety, indoor air
quality and overall environmental management.
Identify the key areas of energy use and the fuel
ENERGY
Install meters in each department and fit sub-meters for high energy-consuming items. Designate members of staff who will be responsible for collecting energy dataIdentify simple changes in routine that can be made to save energy (such as turning off lights and running equipment such as dishwashers and washing machines at full loads).Check and maintain all equipment regularly to ensure it is functioning efficiently. Identify and implement low-cost measures such as using energy efficient light bulbs and motion detectors and improving insulation, etc. Use bicycles and environmentally preferable vehicles around the resort (e.g. electric from renewable sources, hybrid or biofuels) and encourage guests to use greener vehicles.Calculate your energy usage and assess it against available industry benchmarks (e.g. benchmarkhotel) in terms of kWh per guest night or CO2 generated. Monitor your performance continuously and set realistic reduction targets based on your results
WATER USEIdentify the key areas of water use and how reductions can be achieved Implement immediate water savings through changes in routine (e.g. reducing washing/ rinsing cycles in laundry). Check regularly for leaks from cisterns, taps and pipes and that plugs in basins fit properly.Install sensors, low-flow and other water-saving fittings in kitchens, guest bathrooms and public washrooms. Use opportunities to divert and capture rainwater for reuse. Minimize water use by recycling grey water for gardening, washing floors, flushing toilets, etc. Assess your water use against industry benchmarks (such as benchmarkhotel) if available.Monitor results continuously, report on progress and take corrective action as necessary.
WASTE
Identify the different waste streams you create (e.g. glass, paper, plastic, aluminum and other metals, cooking oils, cardboard and organic waste), which departments are responsible for what, and how the waste is currently dealt with.
Calculate the amount in weight for each waste stream and identify measures to reduce, reuse and/or recycle each one.
Draw up a waste management plan with specific reduction, reuse and recycling targets to be met by a specific time. waste reduction measures.
Ensure that effluent from wastewater treatment system complies with all relevant local, regional and international water quality standards.
Monitor results continuously, report on progress and take corrective action as necessary.
Source products which are the most sustainable in their manufacture, use and disposal.Review all the products and services you purchase and identify where more sustainable alternatives are available Examine how your suppliers select their suppliers so that you can help develop a fully sustainable supply chain.Integrate sustainable criteria into your purchasing policy and procedures.Encourage local businesses to cut down on transport energy by sourcing locally.Buy as much seasonal and local produce as possible Buy products in bulk and reduce packaging where possible.Challenge suppliers and other business partners to improve their practices.Give preference to 'fair trade' products (such as coffee and tea) or eco-labeled goods where possible Never purchase or sell items made from protected wildlife or illegally-traded species and inform your guests if there are any such items that may be offered for sale outside the hotel Recognise suppliers' efforts through special events, promotion and longer-term contracts
PurchasingWork with your suppliers over time to green your supply chain.
Be fair, honest, open and transparent in all your dealings with customers, employees and suppliers and respect their human rights at all times.Integrate sustainable criteria into your purchasing policy and procedures.Be sensitive to the needs of those you employ and in the surrounding community such as respecting their local culture heritage and traditions.Identify ways in which the local community can benefit from the presence of your establishment. Develop and support tourism-related businesses in partnership with the local community Use locally provided services where possible Train local workers and in order to phase them into management positions over time. Employ local people where possible Support local community development projects with money, time and under-utilized resources Provide ways for guests to volunteer for local conservation or community development projects
People and CommunityLook at the world outside your hotel and how you can
take a more responsible, leadership role.
Support conservation and cultural heritage preservation projects
Use native plant species for landscaping and natural insect control measures
'Showcase' the local culture and heritage by using local produce, art and handicrafts
Contribute to habitat restoration efforts when possible
Utilize guidelines and training programs to improve behaviors and increase awareness with regard to recreational activities
Require the use of guides in sensitive areas.
Provide guests with lists of products and souvenirs to avoid.
Work with local people when developing cultural attractions
Educate guests and local people about different cultures and acceptable behaviours.
Design an interpretive guest education program with clear messages relating to local environmental and cultural issues.
Respect locally determined limits on scale and activities in tourist interaction with local people
Choose transport, such as buses and trains to decrease energy consumption and emissions.
Provide 'no vehicle' zones.
Consider using non-motorized vehicles and electric motors to decrease pollution and noise.
Train staff in the proper maintenance of vehicles and boats and mandate maximum speeds.
Destination and ProtectionMaintain a 'sense of place' that supports the geographical character of a place—its environment, culture, heritage, aesthetics, and the well-being
of its citizens.
Why Bother?
Upside Benefits– Higher Revenues– Lower Costs– Preferential interest rates (?)– Enhance Intangible Value
Manage Downside Risks– Supply Chain Management– Reduce Operational Risk
“License to Operate”
Competitiveness StrategyImprove tourism
experience
Increase number of
quality activities
Protect environment that tourism depends on
Reinforce linkages with local producers
Increase number of
tourist arrivals
•Support for local tour operators
•Increase professionalism in service sub-industries
•Improve sanitation
•Improve lodging options
•Site development
•Promotion
•Information collection and dissemination
•Improve access & response to end market demands
•National Monument status for Alley of Baobabs
•Support for Cellule Technique Baobab’s efforts
•Strengthen linkages to agricultural inputs
•Strengthen handicrafts production and promotion
•Strengthen linkages to seafood vendors
•Improve marketing
•Strengthening regional tourism office
•Improve access by air
Ob
ject
ives
:S
trat
egie
s:
•Increased competitiveness of tourism sector
•Decreased poverty through pro-poor economic growth
•Increased financing of biodiversity conservation through tourism activitiesImp
act:
Andasibe RegionT
ou
rism
Pro
du
ct
& S
erv
ice
Pro
vid
ers
Lo
ca
l In
pu
t P
rovid
ers
Na
tura
l, C
ultu
ral a
nd
His
torica
l
Att
ractio
ns
Inb
ou
nd
To
ur
Op
era
tors
a
nd
Tra
ve
l A
ge
ncie
s
Ou
tbo
un
d T
ou
r O
pe
rato
rs,
Tra
ve
l A
ge
nts
an
d
Wh
ole
sa
lers
Cu
rre
nt
En
d M
ark
et
Micro TOs/TAsMid-range to Low-end
n=34
Small TOs/TAsMid-range
n=19
Small TOs/TAsHigh-end
n=8
High-end75% French
10% British and American10% German
5% Malagasy and othern=20,570
Mid-range75% French
10% North American10% British
5% Malagasy and othern=12,000
Low-endResearchers, students,
budget travelersn=10,000
RestaurantsInformal, low- end
n=5
Home-stay roomsn=2
Taxi Broussen=18
Independent Busn=1
Handicraft Shopsn=4
Hotels/ RestaurantsOne Star or Less
n=5
Hotels/ RestaurantsTwo Stars
n=2
Local Guidesn=100
National Car RentalsNational Guides
Park Vohimana(MATE)
Maromizaha(NAT)
National Park Mantadia(ANGAP)
National Park Andasibe(ANGAP)
Orchid Park
Forest Station MITSINJO(MITSINJO)
Private Zoo&
Horseback Riding(Vakona)
Handicraftsn=15 + p/t guides
Hotel/RestaurantHigh-end
n=1
Travel Agent/ Tour Operatorn=
Travel Agent/ Tour Operatorn=
Not enough high-end/ higher-end lodging options to meet the
demand, land tenure issues
Guides are occupying the empty niche of local excursion assembler.
They wield an unusual amount of power, yet are not providing
professional, quality services in either guiding or excursion arranging
Few locally sourced inputs limits the local benefits derived from tourism
Several unmet opportunities to increase local benefits derived from tourism while providing
tourists more diversified experiences (no nighttime entertainment, cultural attractions, limited shopping
opportunities, few historical attractions)& natural resources are not well utilized-- not enough
diversity in the utilization, and areas are not well exploited (in terms of value derived from natural attractions that could fund economic or social
development and better environmental protection)
Menabe RegionN
atio
na
l T
ou
rism
Se
rvic
e
Pro
vid
ers
Lo
ca
l T
ou
rism
Pro
du
ct
& S
erv
ice
Pro
vid
ers
Lo
ca
l In
pu
t P
rovid
ers
Na
tura
l, C
ultu
ral a
nd
His
torica
l
Att
ract
ion
s
Inb
ou
nd
To
ur
Op
era
tors
a
nd
Tra
ve
l A
ge
nci
es
Ou
tbo
un
d T
ou
r O
pe
rato
rs,
Tra
ve
l A
ge
nts
an
d
Wh
ole
sa
lers
Cu
rre
nt
En
d M
ark
et
Low-end TouristsResearchers, Backpackers,
France, Reunion, Madagascarn≈ 7,000
Mid-range TouristsFrance, Japan, Reunion, USA, Canada,
UK, Europe (other), Madagascarn≈ 15,000
High-end TouristsFrance, USA, UK, Europe
(other)n≈ 2,000
Tour Operators/ Travel Agenciesn=
Micro TOs/ T.A.: Mid-range to Low-end market
n=34
Small TOs/ T.A.: Mid-rangen= 19
Small TOs/ T.A.: High-endn= 8
Hotel/ Restaurant2 Ravinala
n=14
Hotel/ Restaurant1 Star/ 3 Ravinala
n=18
Taxi Brousse
Air Madagascar
Private AircraftsNational Car
RentalsNational Guides
Eco-lodges2 Stars
n=5
Hotels/ Restaurants2 Stars
n=3
Bungalows in Forest1 Ravinala
n=1
Regional Taxi Brousse
Regional Car RentalsInformal
n=42
Regional Car RentalsFormal
n=5
Local Guidesn= 22
Handicraft ShopMarofandillia
n=1
Handicraft ShopMorandava
n=4
Tsingy de Bemaraha
NP(ANGAP)
Alley of the Baobabs
Andranomena RS
(ANGAP)
Kirindy ForestTS
(CFPF)Mangroves Beaches Lac Bedo
Private Park(De Heaulme)
Parc du Menabe--
Private Zoo, Parc
Autruche, Ago-
ecotourism(private)
Cultural Attractions: Tombs,
Markets, etc.
Waterfalls, springs
and other water
attractions
Protected Area- Category 5
Mareyeuses
FishermenAgricultural Products Animal Products
Handicrafts
Tour Operators/ Travel Agenciesn=
Tour Operators/ Travel Agenciesn=
Animal Products Agricultural Products
Only one airline servicing the destination constrains growth, access to
the region, competitive pricing
No local excursion assembler limits options for tourists, increases costs for TOs, and hinders marketing of MSEs
No local products and services catering to high-end market—high-end tourists fly in/ fly out and do not
stay in region—large leakage
Over-utilization of marquee natural resource attraction and no means to extract
local benefits
Lack of local input provisioning reduces local benefits derived from tourism industry
and limits economic opportunities
Several missed opportunities to derive more benefit from tourism by offering more
entertainment, cultural, historical, or shopping opportunities for tourists to spend more money locally. The lack of infrastructure in community managed protected areas hinders the ability of
communities to derive benefits from tourism
What does the future hold?
Expedia and Orbitz provide “green /
sustainability” indicators for clients
Preferential listings for “green” hotels
International Tour Operators requiring
benchmarks in contracting
Major Hotel Groups announce integrated
sustainability programs for entire project cycle
National Green Hospitality Brand (Starwood?)
LEED Standards for Hotels
Municipalities and Countries REQUIRE
Sustainability standards for businesses to
operate
“Hotel of the Future”