The Ministry of Tourism and Sport of the Republic of Croatia in collaboration with the World Tourism Organization (UNWTO), organized this in-person side event with the support of the Ministry of Tourism of India, Chair of the G20 Tourism Committee Presidency, to showcase how partnerships across multilateral, public, private, and academic sectors are actively contributing to fulfilling tourism's potential in achieving the Sustainable Development Goals (SDGs).    The official side event took place in conjunction with the 2023 High-Level Political Forum (HLPF) on Sustainable Development.

• Date :14th July 2023 at 13:15-14:30
• Venue: Conference Room 3, United Nations Headquarters in New York. 

The side event aims to foster a collective understanding of the importance of sustainable tourism and its potential for promoting the SDGs. Key outcomes include: 

• Enhanced awareness of the need for resilient tourism practices and sustainable recovery strategies. 
• Promotion of inclusive approaches that empower women and youth in the tourism sector. 
• Showcasing how the private sector can advance towards effective sustainability actions that can be measured and reported in alignment with the Sustainable Development Goals (SDGs)  
• Successful partnerships and collaborations that demonstrate the transformative power of tourism in achieving the SDGs. 
• Emphasis on the role of data and measurement in tracking progress and ensuring the alignment of tourism initiatives with broader policy objectives. 
• Inspire common action between the public and private sector for the tourism sector to achieve real sustainability by focusing on the social, environmental and governance aspects in tourism; and
• Present the results and lessons learnt from the joint UNWTO – JICA Achieving the SDGs through tourism - Toolkit of Indicators for Projects (TIPs)

This side event served  as a platform for meaningful discussions and the exchange of ideas to promote sustainable recovery, advance innovative solutions, and strengthen the role of tourism in achieving the SDGs. Watch the event recording  here 

This report is part of a World Bank Group Global Engagement project that seeks to understand and respond to the impacts of COVID-19 on the global Tourism sector, and to support its recovery. The COVID-19 pandemic and the sudden demand-side contractions in travel and tourism activities during 2020 and 2021 precipitated unprecedented shocks to the entire global tourism economy, resulting in broader macroeconomic implications, particularly for highly tourism dependent countries.   The report provides insights regarding the types of interventions governments have already implemented and policy considerations for supporting the recovery and resilience of the tourism sector going forward, particularly in light of structural demand and supply-side transformations precipitated or accelerated by COVID-19. This report studies the challenges for recovery faced by governments and the sector from the context of preexisting market and government failures that have been exacerbated by the crisis, as well as those emerging from the pandemic.   The report includes several key findings and recommendations: ·          The pandemic highlighted the complexities of tourism for development outcomes, and the depth and breadth of the tourism value chain and its linkages. ·          All tourism sub-sectors and their suppliers have been impacted; however, distributional impacts and transmission channels vary, as does the implementation of and access to support programs. ·          The tourism sector is expected to emerge stronger and more profitable than pre-COVID, but unless it is properly structured and managed, it may result in a more unequal landscape with a narrower set of beneficiaries. ·          When evaluating continued or future firm-level specific support, governments may want to follow market-principles, prioritizing market facilitation wherever possible, while considering unintended effects of support programs. ·          The pandemic has created opportunities for increased sector innovation, productivity and development impact. Specific policies, instruments and initiatives should be put in place to seize this moment to rebuild towards a more competitive, resilient, green and inclusive sectors, incentivizing tourism types that generate positive externalities while discouraging negative ones.

This report is part of a World Bank Group Global Engagement project that seeks to understand and respond to the impacts of COVID-19 on the global Tourism sector, and to support its recovery.The COVID-19 pandemic and the sudden demand-side contractions in travel and tourism activities during 2020 and 2021 precipitated unprecedented shocks to the entire global tourism economy, resulting in broader macroeconomic implications, particularly for highly tourism dependent countries. The report provides insights regarding the types of interventions governments have already implemented and policy considerations for supporting the recovery and resilience of the tourism sector going forward, particularly in light of structural demand and supply-side transformations precipitated or accelerated by COVID-19. This report studies the challenges for recovery faced by governments and the sector from the context of preexisting market and government failures that have been exacerbated by the crisis, as well as those emerging from the pandemic. The report includes several key findings and recommendations: ·          The pandemic highlighted the complexities of tourism for development outcomes, and the depth and breadth of the tourism value chain and its linkages. ·          All tourism sub-sectors and their suppliers have been impacted; however, distributional impacts and transmission channels vary, as does the implementation of and access to support programs. ·          The tourism sector is expected to emerge stronger and more profitable than pre-COVID, but unless it is properly structured and managed, it may result in a more unequal landscape with a narrower set of beneficiaries. ·          When evaluating continued or future firm-level specific support, governments may want to follow market-principles, prioritizing market facilitation wherever possible, while considering unintended effects of support programs. ·          The pandemic has created opportunities for increased sector innovation, productivity and development impact. Specific policies, instruments and initiatives should be put in place to seize this moment to rebuild towards a more competitive, resilient, green and inclusive sectors, incentivizing tourism types that generate positive externalities while discouraging negative ones.

Webinar Regional - Turismo Comunitario Sostenible Intercambio de buenas prácticas

Fecha: 20 de julio del 2022 Hora: 10:30 AM - 12:10 PM  Hora de República Dominicana 16:30 PM - 18:10 PM  Hora de España

Vínculo de registro:  https://bit.ly/3NOkwzG

Plataforma: Zoom-Webinar​ Lengua: Español e interpretación simultánea al inglés

The COVID-19 pandemic has deeply impacted the tourism sector with a spill-over effect of unexpected socio-economic consequences to many other sectors. It has also provided an opportunity to rethink the sector and mainstream its contribution to advance the SDGs. JICA and UNTWO have worked together in advancing the 2030 Agenda since many years. The entities have joined efforts to create a manual consisting of common and harmonised indicators, and explanations of connections with official SDGs indicators. It aims to evaluate the impact of tourism and its contribution to the SDGs at project level and can be adopted globally for all tourism projects. The indicators set is of acute actuality to showcase the transformative power of tourism, at all levels, and the spill-over effects of investments and interventions in the sector. The side event will showcase how to better understand the SDGs from the perspective of tourism and recognise the true potential of the sector as a driver to achieve the SDGs. It will gather key public and private sector tourism stakeholders to discuss how tourism contributes to several goals, namely through the work of One Planet Network – Sustainable Tourism Programme as well as in the form of community-based interventions, socio-economic recovery plans and regional tourism strategies. Opening Remarks by:

• Zoritsa Urosevic, Executive Director, World Tourism Organization (UNWTO)
• Shingo Morihata, Deputy Director General, and Group Director for Private Sector Development, Economic Development Department, Japan International Cooperation Agency (JICA)

Panel Discussions: Power of Tourism as a driver for Sustainable Development 

• Takashi Aoki, Leader of  JICA Project for 'Enhancing the Mechanism for Sustainable Community Based Tourism Development in the North Region' in Dominican Republic
• Chris Cocker, CEO, South Pacific Tourism Organization (SPTO)
• Delphine Malleret-King, Executive Director, The Long Run
• Lina Fernanda Pinto, International Cooperation Program and Delegate of the Directorate of Quality and Sustainable Development of the Vice-Ministry of Tourism of Colombia
• Nadine Pinto, Global Sustainability Manager, The Travel Corporation

Moderator: Prof. Vafadari M. Kazem (Ritsumeikan Asia Pacific University) Kindly find the recording of the event on UNWTO YouTube channel HERE 

Tourism is the largest sector of the ocean-based industries representing 40% of its total export value. Coastal and maritime tourism plays a significant role in the economic prosperity of island and coastal communities, bringing jobs, investment and income. Besides the benefits of tourism development, there are also challenges such as the loss of biodiversity, pollution and resource consumption.

At the core of the blue economy is the decoupling of socioeconomic development from environmental impacts. The side-event will focus on sustainable consumption and production as a key strategy to accelerate tourism ocean action. Policy makers and businesses will share policies, strategies and solutions to accelerate the contribution of towards a more circular and regenerative blue economy.

• Location: In the Blue Zone - Committee Room of Altice Arena, Lisbon, Portugal
• Date: 29 June 2022
• Time: 13:00 - 14:15

Live Streaming HERE

As part of the implementation of  the project:  "Proyecto para la Recuperación del Turismo de la Crisis de la COVID-19 en la República Dominicana", the Ministry of Tourism of the Dominican Republic , UNWTO and JICA are organizing 4 tourism online masterclasses.

This tourism online masterclass is primarily aimed at public and private tourism stakeholders of the Dominican Republic, and also open to stakeholders with an interest / linked to the Dominican tourism sector.

The event is free and will be conducted in Spanish on 16 February, 09:00 - 10:30 (hora local en Santo Domingo) 

• Tema: "Claves en la gestión de las empresas turísticas y la nueva realidad" 
• Ponente: Victor Gorga, Experto en Gestión e Innovación. 
• Link:  https://us02web.zoom.us/webinar/register/WN_1k8zJ_ThSXiWXvBCOzO9Yg

As part of the implementation of  the project:  "Proyecto para la Recuperación del Turismo de la Crisis de la COVID-19 en la República Dominicana", the Dominican Republic Ministry of Tourism , UNWTO and JICA are organizing 4 tourism online masterclasses.

This tourism online masterclass is primarily aimed at public and private tourism stakeholders of the Dominican Republic, and also open to stakeholders with an interest / linked to the Dominican tourism sector.

The event is free and will be conducted in Spanish on 17 February, 09:00 - 10:30( hora local en Santo Domingo) 

• Tema: "Productos que seducen - del recurso al producto turístico" 
• Ponente: Tirso Maldonado, Profesor de la Escuela de Organización Industrial, y Facilitador para la UNWTO Academy 
• Link: https://us02web.zoom.us/webinar/register/WN_Ms0hmsIlRtePvAeRjKaCFA 

As part of the implementation of  the project:  "Proyecto para la Recuperación del Turismo de la Crisis de la COVID-19 en la República Dominicana", the Ministry of Tourism of the Dominican Republic , UNWTO and JICA are organizing 4 tourism online masterclasses.

This tourism online masterclass is primarily aimed at public and private tourism stakeholders of the Dominican Republic, and also open to stakeholders with an interest / linked to the Dominican tourism sector.

The event is free and will be conducted in Spanish on 15 February, 09:00 - 10:30 (hora local en Santo Domingo) 

• Tema: "Inmersión al desarrollo del negocio digital en turismo" 
• Ponente: Tirso Maldonado, Profesor de la Escuela de Organización Industrial, y Facilitador para la UNWTO Academy 
• Link: https://us02web.zoom.us/webinar/register/WN_Ms0hmsIlRtePvAeRjKaCFA 

As part of the implementation of  the project:  "Proyecto para la Recuperación del Turismo de la Crisis de la COVID-19 en la República Dominicana", the Dominican Republic Ministry of Tourism , UNWTO and JICA are organizing 4 tourism online masterclasses.

This tourism online masterclass is primarily aimed at public and private tourism stakeholders of the Dominican Republic, and also open to stakeholders with an interest / linked to the Dominican tourism sector.

The event is free and will be conducted in Spanish on 14 February, 09:00 - 10:30( hora local en Santo Domingo) 

• Tema: "Madurar o envejecer: los nuevos retos de los destinos hoy" 
• Ponente: Ginesa Martinez del Vas, Doctora en Dirección y Planificación del Turismo
• Link: https://us02web.zoom.us/webinar/register/WN_QtWqX9PXQ6aHYEgVxfTsNA 

 

Join us for the Launch of the Glasgow Declaration during the COP26 in Glasgow!

The Declaration, developed by a collaborative group of leading organizations, is an urgent call for all stakeholders to commit to a decade of climate action in tourism. The signatories of the Glasgow Declaration on Climate Action in Tourism are committing to act now and accelerate climate action to cut global tourism emissions by at least a half over the next decade and reach Net Zero emissions as soon as possible before 2050. In particular, each signatory will commit to deliver a concrete climate action plan, or updated plan, within 12 months of signing. Plans will be aligned with the proposed pathways of measurement, decarbonisation, regeneration, collaboration and financing that will accelerate tourism’s ability to transform. The Declaration will be officially launched at the UN Climate Change Conference (COP26)

• Date: 4 November
• Time: 10:00 -11:45 (UK Time)
• Venue:  Blue Zone- Climate Action Room 1

Watch the event on demand: HERE 

World Trade Organization (WTO) Trade in Services and Investment Division, jointly with Trade and Environment Division, have the pleasure of inviting you to a webinar on:

Covid-19 and Green Economic Recovery:

What Roles for Sustainable Tourism?

Tuesday, 22 June 2021, 16.30-18:15 (CET) – Zoom platform

  The main objective of the high-level panel discussion is the knowledge exchange on 'Building Back Better in Tourism'. With the objective of a responsible recovery of tourism, the panel of experts will exchange insights on how to improve the environmental, social and economic sustainability of the tourism sector through, in particular, responsible trade and investment. Achieving sustainable tourism requires constant monitoring of impacts moving away from traditional measures to new indicators that include the environmental and social dimension in addition to the economic measurement. For registration and further details, please click on the links below: WTO | COVID-19 and Green Economic Recovery: What Roles for Sustainable Tourism? Please register here This event will be livestreamed at: https://youtu.be/z4rNfy0_ctU

The UNWTO Workshop on Sustainable Tourism Development in the Pacific Islands will be held in a hybrid manner in Suva, Fiji on 31st March 2021. 08:00 - 15:00 (Fiji Time) The workshop is specifically designed to support tourism stakeholders from the Pacific Island Countries in the unprecedented challenge of COVID-19 that has affected all countries around the globe, but particularly Small Island Destinations in the Pacific who strongly depend on tourism as their main means of subsistence. It aims at strengthening effective and responsive sustainable tourism product development at national and destination levels, at a critical moment when most countries are struggling to restart their tourism. The objectives of the workshop are:

• To support and advance the development of sustainable tourism products in the Pacific Islands
• To encourage the exchange of good practices in sustainable tourism development between Pacific Islands and pioneer countries.
• To promote and disseminate the findings of the UNWTO/APTEC Publication on Sustainable Tourism Product Development Opportunities in the Pacific Islands.

To find out more, please refer to the links below:

We would like to invite you to participate in the webinar "Green Investments for Hotel Revitalization" with the purpose to provide relevant data insights and practical measures for a faster recovery of the tourism sector through the promotion of Green finance mechanisms offer by IFC. The webinar will focus on “Green Investments for Hotel Revitalization” with the purpose to provide relevant insights and green finance mechanisms available through financial institutions (FIs) for a faster recovery of the tourism sector. The webinar will invite government officials working on investments, Investment Promotion Agencies (IPAs)managers, traditional investors, hotel owners with a forward-looking vision to provide liquidity and sustainability measures during COVID-19.

• Date: 31st March 2021
• Time: 09:30 AM CET Madrid Time (Please be aware of your time zone)
• Language: English
• Format: Webinar via Zoom
• Speakers:
  • Natalia Bayona, Director Innovation, Education and Investments at UNWTO
  • Dr. Mario Hardy, CEO, Pacific Asia Travel Association (PATA)
  • Koto Ueda, Upstream Analyst, Financial Institutions Group at International Finance Corporation (IFC)

Register Here

The World Tourism Organization (UNWTO)  is pleased to invite you to attend the UNWTO - ADB joint session in the context of the World Trade Organization's (WTO)  Aid-for-Trade Stocktaking Event 2021.

• Session 15: “Reviving Tourism Amid COVID-19 – The Role of Aid for Trade”  jointly organized by UNWTO and Asian Development Bank (ADB), taking place Wednesday 24 March, 9.30 - 11.00 am (CET).

The tourism sector has been one of the most dynamic service sectors prior to the COVID-19 pandemic. For many developing countries, the sector also generated the largest share in services exports. The COVID-19 pandemic has hit the tourism sector particularly hard and abruptly. Reviving the sector is posing major challenges to governments around the world. With a focus on the Asia and Pacific region, the session will discuss:

• options to help the tourism sector survive and how to prepare for a gradual re-opening. analyze how aid-for-trade can be used strategically to help the sector and to ensure that it delivers in terms of sustainability in the short and long run
• present latest research findings on the future of tourism and how to achieve sustainable outcomes conducted by the Asian Development Bank jointly with the UN World Tourism Organization.

Interested participants are required to register here.

The tourism sector is a generator of jobs and income but without proper systems in place, tourism can consume large quantities of energy, water, and plastics which degrade the environmental quality of coastal destinations and ecosystems and affect the lives of residents. New and circular business models are needed to change the way tourism operates and enable businesses and destinations to be sustainable. The COVID-19-related tourism pause is an opportunity to rethink, refocus, and reimagine how the tourism sector can build a better and more circular economy tourism system for the future. This Webinar brings together policy-makers and leading private sector stakeholders to discuss the needed transition to circular business models and explore approaches to operationalizing a circular tourism economy in a post-COVID world Join us on 12th January 2020 (Tuesday) | 8.30 – 10.00am EST (NY Time) | 14:30 - 16:00 (CET). Register HERE #Tourism4Dev #circulareconomy

In support of World Statistics Day 2020 and around the theme “Connecting the world with data we can trust”, UNWTO has launched it's Country Fact Sheets to reflect upon the importance of trust, authoritative data, innovation, and the public good that come with statistics, all values that are now more than ever relevant for tourism. On the country fact sheet map, the user will find country fact sheets for all the countries for which UNWTO has data. These fact sheets include the latest available data on inbound tourism, domestic tourism, outbound tourism, tourism expenditure, tourism industries, tourism employment, Tourism Direct GDP, and other macroeconomic indicators. The data used to create these fact sheets is collected on a yearly basis by the UNWTO and is made available through the UNWTO database.

Cities are on the front lines of addressing humanity’s most pressing challenges, including pandemics, climate change and natural hazards. As our world is growing increasingly urban – with some 75% of the population already living in cities in the UNECE region – these challenges cannot be solved by national governments alone. Cities have become key partners to tackle these challenges and support the efforts to reach the Sustainable Development Goals (SDGs) in the remaining ten years. Organized by United Nations Economic Commission for Europe - UNECE, The Forum of Mayors will bring together city leaders from Europe, North America, Central Asia and the Caucasus to address the key challenges of our time. The 2020 Forum will focus on “City action for a resilient future: Strengthening local government preparedness and response to emergencies and the impact of disasters and climate change”. There will also be a United for our Goals #SDG match. The Forum of Mayors 2020 will bring together mayors and diplomats on a football field. City leaders and Geneva-based ambassadors will team-up to get the ball rolling for the Decade of Action to deliver the SDGs. The match will take place at the Palais des Nations (Geneva, Switzerland) – the grass field normally reserved for peacocks will turn into a playing field for sporty policymakers and tactical diplomats. To find out more please visit: https://forumofmayors.unece.org/

As part of the Geneva Trade Week 2020 and coinciding with the World Tourism Day 2020, there will be a special session on Gastronomy and Tourism in Supply Chains on 30th September 2020 at 9.00 am. Register and join via WebEx HERE Prior to the travel disruptions of Covid-19, economies all over the world were seeing significant growth in tourism consumption supply chains, fuelling value addition, product development agri-processing, innovation, and quality. Looking beyond the pandemic, the intersection between tourism and local agri-business will be key to recovery for many communities. This session will draw on a number of case studies to explore how connections between the tourism and agri-business drove market and economic diversification, created jobs and promoted inclusivity. It will also explore where the successful promotion of local cuisine, culture and heritage led to strengthened tourism attractiveness, which in turn fuelled growth in mutually supportive sectors. Key questions:

1. What are the challenges to creating value added products at a local level and accessing trade?
2. What strategic partnerships in the food and hospitality industry are needed to support sustainable and fair trade?
3. What is the role of quality products in engaging consumers in the food and tourism sector, while reducing the carbon footprint?

Speakers: 

• Benjamin Ozsanay, CEO and CoFounder - COOKLY 
• Mary Dickson, R&D Manager - Niche Cocoa Industry
• Peter Muchemi,  CEO - Jiranis Food
• Cristina Reni,  Alliances for Action - International Trade Centre
• Hernan Manson, Senior Officer - Sector Competitiveness - International Trade Centre 
• Zoritsa Urosevic, Director, Institutional Relations and Partnerships Department-  UNWTO
• Natalia Bayona, Director of Innovation, Digital Transformation and Investments - UNWTO

EIF Trade for Development News, UNWTO and the Commonwealth presents Tourism and COVID-19 webinar on 11 June 2020, 10am CET 

Tourism is the backbone of many developing world economies, and the sector is being drastically affected by COVID-19. How can countries weather and recover from this crisis? What lessons can we take from the past? Explore with our Experts!

SPEAKERS Belise Kariza, Chief Tourism Officer, Rwanda Development Board Zoritsa Urosevic, Director, Institutional Relations and Partnerships Department, Special Representative to the United Nations in Geneva - World Tourism Organization (UNWTO) Anna Spenceley, Chair of IUCN WCPA Tourism and Protected Areas Specialist Group and Board Member of the Global Sustainable Tourism Council MODERATOR Brendan Vickers, Adviser and Head of Section in the International Trade Policy Section, Commonwealth Secretariat Join Us! and Register HERE

The upcoming UNWTO Webinar of the series “Quo Vadis Tourism” will take place on May 27, 2020 at 12:00 PM (CET) The webinar is dedicated to the theme “Agenda 2030 and SDGs in times of COVID-19: the chance to true recovery”. This edition will debate issues related to the COVID-19 crisis and recovery as an opportunity to build an innovative tourism business model , as well as to highlight the need to integrate sustainability during recovery/value proposition, empower stakeholders and stimulate dialogue to inspire action for the tourism sector to embrace a new model of sustainable development during the drafting of recovery plans. HOSTS: Ms. Alessandra Priante, Regional Director for Europe, UNWTO Ms. Zoritsa Urosevic, Special Representative to the United Nations in Geneva and New York & Director of the Institutional Relations and Partnerships Department, UNWTO EXPERTS: Dr. Susanne Becken, Professor of Sustainable Tourism, Griffith University Prof. Theocharis Tsoutsos, Director of Renewable and Sustainable Energy Lab at School of Environmental Engineering, Technical University of Crete Dr. David Ermen, Managing Director of Desti.nation Capacity Ltd (NZ), Destination Capacity Ltd Ms. Michaela Reittere, Owner Boutiquehotel Stadthalle & President of the Austrian Hotel Association, Boutique hotel Stadthalle Dr. Peter Prokosch, Chairman of the Norwegian-registered NGO Linking Tourism & Conservation, LinkingTourism&Conservation Registration link: https://us02web.zoom.us/webinar/register/WN_WmBgUc_hQKuc61dn6ctiLg Livestreaming: https://www.youtube.com/watch?v=oX7z1lV-j2c&feature=youtu.be

No time to lose!

Climate response - how?

#tourism can show the way!

Join #UNWTO for 'Transforming Tourism for Climate Action' at #COP 25- low carbon growth is reachable!

The recognition of the role of tourism in sustainable development and the emphasis placed in the SDGs on the development of public policies for sustainable tourism is a landmark breakthrough that provides a unique opportunity for all governments to create a sound and favourable policy foundation. The first two years of the implementation of the 2030 Agenda have shown that countries are making headway in aligning national strategies, adapting institutional frameworks and adjusting policies to realize the SDGs. The countries’ efforts have been reported in the Voluntary National Reviews (VNRs), presented by UN Member States during the High-level Political Forum on Sustainable Development (HLPF) in 2016 and 2017. In Venezuela’s Voluntary National Review 2016, tourism is mentioned as one of the three most dynamic economic drivers, together with agriculture and non-petroleum exports.

The overall objective of the project is to expand vocational training for the tourism sector with a view to enabling tourism employees and unemployed youth and women to make a career in the tourism sector.

The main objective of this project is to develop sustainable tourism in cross-border parks and rich biodiversity in protected areas in the Central African Economic and Monetary Community (CEMAC) and contribute to poverty eradication, job creation, environmental and cultural preservation.

The overall objective of this project is to strengthen national tourism statistical systems through regional capacity building workshops, in order to better understand the role of tourism in the national economy and contribute to evidence-based decisions in tourism policy, planning, and development.

To build a statistical infrastructure for measuring the sustainability of tourism, and in particular its economic, social, and environmental dimensions, at national and subnational levels.

The overall objective is to enhance the competitiveness and sustainability of the destinations by building sustainable and effective DMOs that create a framework favourable towards inclusive tourism growth that benefits tourists and local communities alike.

The overall objective is to strengthen institutional knowledge on building a sustainable and responsible tourism sector, as well as on the role of tourism in the 2030 Agenda.

The overall objective of this project is to increase the understanding of required changes in tourism education based on research on developments in the tourism sector and its needs.

The overall objective is to provide opportunities to future tourism leaders to enhance their capabilities and skills so that they are able to contribute to sustainable development through tourism.

The overall objective is to develop curricula in tourism that corresponds to the needs of the tourism sector and of the labour market and increase the employability of women and youth.

The overall objective is to foster employment and employability in tourism, especially for women and youth

The overall objective of this project is to empower policy makers to leverage the role of tourism and its financing to achieve the 2030 Agenda and the SDGs, and to secure more donor resources for tourism at the national and global levels.

The overall objective is to enhance public-private partnerships through FDI investment in tourism and contribute to poverty reduction and job creation.

The overall objective is to create a tourism sector that is aware of its role in contributing to peace and conflict prevention in general and in post-conflict settings in particular.

The overall objective of this project is to develop and implement a programme to raise awareness about tourism as an important sector of Jordan’s economy, with benefits that can accrue to the local population.

The main objective of the project is to advance sustainable development by providing support to the Government in the implementation, management and monitoring of its national tourism brand.

The project´s main objective is to leverage Armenia’s rural heritage into an engine of economic growth, helping to develop remote areas and boost the regional and national economy by empowering local communities.

The overall objective is to accelerate the necessary shift towards SCP through planning and strategy tools, including sustainable food solutions for corporate change across the value chain.

The project´s main objective is to leverage Ukraine´s rural heritage as an engine of economic growth, helping to fight rural depopulation and boost the regional and national economy by empowering local communities.

The overall objective is to create a sustainable tourism sector in Viengxay Town that provides decent jobs and contributes to socio-economic welfare, as well as to the preservation of cultural and natural assets.

The overall objective of this project is to contribute to economic development through increased international tourism flows.

The overall objective of this project is to boost the economy and drive social development of Fiji through a Sustainable Tourism Development Policy.

The overall objective of this project is to improve the lives of farming communities in Costa Rica by consolidating a public-private partnership that connects the tourism and agriculture sectors for the implementation of sustainable procurement practices.

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The main objective of the project is to support inclusive tourism development and thereby help maximize the contribution of trade in services to development, job creation, and achievement of the 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs).

The overall objective is to enhance the tourism sector in Tunisia through a hotel classification system that contributes to economic growth, decent jobs, and well-being.

The overall objective of this project is to strengthen the national tourism statistical system to permit a better understanding of the role of tourism in the national economy and contribute to evidence-based decisions in tourism policy, planning, and development, with the aim of turning tourism into an engine for socio-economic development in Cameroon.

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Overall Objective The overall objective of the project is to work with farmers and micro-entrepreneurs in developing countries and to connect them with top chefs, buyers, consumers and influencers alike in the food and tourism industries to generate value-added markets using native ingredients. This will be done through an innovative, inclusive and responsible business model that ensures quality, promotes the uniqueness of healthy food products, and generates inclusive impact and better income generation opportunities for farmers.

Paperless Maintenance Program: The digital documentation of maintenance processes saves effort and redundant data entry, and avoids switching between different media. Another advantage: In the future, their technicians will have to deal with a significantly smaller volume of documentation relating to their work on aircraft. Their integrated platform Maintenance Log allows them to process all documents required by their customers both ergonomically and digitally. In this way, data transparency is generated in real time, which in the case of Lufthansa allows active control at an entirely new level.   The advantage: Customers no longer have to produce and administer paper documents, while Lufthansa can work at an early stage with the data transmitted. In addition, digitalization can help conserve about 7,800 tonnes of paper across the industry per year.

Hilton has a global commitment that aims to impact at least one million young people by 2019 by helping them to reach their full potential. This new initiative will open doors for young people by:

• Connecting them to the world of travel by enabling them to experience new cultures, contributing to the improvement of the sustainability of the industry and shaping their future with opportunities in Hilton Worldwide's expansive supply chain.
• Preparing them for success in the world of work, travel and beyond by supporting their basic needs and developing their life and professional skills with mentorships, appprenticeships and Hilton Worldwide's innovative career awareness program, Careers@HiltonLive; and
• Employing them across all divisions of the business across more than 4,000 owned, managed and franchised hotels worldwide.

Hilton Worldwide issued an industry-wide call to action in collaboration with the International Youth Foundation (IYF) to help prevent a "lost generation" by building awareness and creating opportunities for young people in the hospitality industry. Changing perceptions of career opportunities in the travel and tourism industry is a key priority for Hilton Worldwide and the sector. The commitment builds upon Travel with Purpose^TM, Hilton Worldwide's global corporate responsibility strategy to create shared value for our communities, business and environment in which we operate.  It brings together a range of existing programs and company resources around the world that connect, prepare and engage young people including:

• Careers@HiltonLive, Youth in Hospitality Month: A month-long awareness campaign where hotels connect with young people via job fairs, career guidance talks, and job shadowing to learn about careers in hospitality. In 2013 hotels across Europe hosted over 320 events reaching more than 20,000 young people.
• Bright Blue Futures: The program, led by the company's flagship brand Hilton Hotels & Resorts, encourages Team Members to donate their time and expertise to help young people achieve stability and bring hope to their communities, preparing them for a brighter future. The program launched last year at the World Economic Forum.
• Apprenticeship Programs: Widespread skills and training programs at properties across Europe and Asia including Germany, Austria, Switzerland, Turkey, China and the UK.
• School Partnerships: Relationships with more than 50 hospitality schools and universities around the world to prepare the next generation of talent.
• Professional Development Programs: Comprehensive hands-on accelerated training programs that help train the next generation of hospitality leaders.
• Life and Soft Skills Trainings: Life skills training program leveraging IYF's Passport to Success. To date, the company rolled out the training program in Saudi Arabia and South Africa and plans to launch a version globally in 2014.
• Teaching Kids to CARE: For more than a decade, DoubleTree by Hilton Team Members have connected young people to opportunities to learn about sustainability, encouraging them to be engaged global citizens.

More information about Hilton Worldwide's global commitment to open doors for young people is available at hiltonworldwide.com/youth  

Wyndham Resorts and Hotel have placed measures to improve practices related to diverse and sustainable sourcing.  They have worked with suppliers to develop more environmentally friendly, diverse and socially- responsible products. They have reviewed suppliers doing business in high risk countries or offering high risk products or services and conduct due diligence on our existing and prospective suppliers on an ongoing basis to ensure their ethical conduct meeting Wyndham standards. Furthermore, they have continued to execute on targets to increase spend on Responsible and Diverse suppliers. This is exemplified during the fourth Wyndham Hotel Group Global Conference, where they invited more than 150 suppliers to participate and identified vendors with Green and Diversity designations. They have also recognised suppliers through the Vendor and Distributor of the Year as well as awarded ' Diversity and Green Supplier of the Year' award.

Wyndham's water conservation programs strive to use products and implement services that promote cleaner water as well as more conservative and efficient consumption. Wyndham Worldwide locations in all business units globally, including franchise locations, are encouraged to use low flow showerheads, faucet aerators and consider other conservation programs, including low flow toilets, urinals and minimizing water loss due to poor landscaping management practices. They have developed a series of programs and engagement initiatives with their guests, suppliers and franchisees to support water conservation plan. Guest sustainability programs, in particular, are a priority for the Company. The towel and linen re-use program at the hotel, where guests can choose not to have their linens and towels laundered every day- helps reduce water and energy consumption. Furthermore, Wyndham Worldwide have made assessments on water risk from owned, managed and leased properties in their portfolio using the World Resource Institute's Aquaduct tool and the World Wildlife Fund's Water Risk Filter. Based on the location of their property, they consider a series of risks, which include water scarcity-, water stress, food occurrence, pollution and overall water risk, across thousands of properties.  The results of the water risk assessment were presented to the Wyndham Green Council with the objective to develop targeted programs to address communities and properties with the greatest exposure to water risk.

Wyndham Hotels and Resorts have embarked on a journey to minimize waste to landfill.  Their waste reduction goal is to advance best practices and engage associates to reduce, re-use, donate and recycle waste from the resorts' properties and corporate facilities. Their strategy builds on Wyndham Green’s commitment to reduce its environmental impact by implementing innovative sustainable practices through its Wyndham Green program. The program focuses on all of Wyndham's relevant waste streams which include: glass, plastic, aluminium, paper, soap, food, organics, kitchen grease, lamps, batteries, e-waste, mattresses, furniture, linens and carpet In 2016 Wyndham expanded its national program with Waste Management in an effort to build a cohesive waste program and leverage their portfolio to deliver value to the properties while increasing diversion from landfill. This program is just one step in an effort to meet long term waste to landfill minimization, but it is critical to ensure all properties are on one common waste program to streamline reporting initiatives. Through this partnership, the enhanced reporting and transparency will ultimately result in an accurate baseline for which they can measure the diversion progress. The program includes enhanced reporting for organic collection, Landfill Gas to Energy, Waste to Energy, recycling and landfill trash. Currently 20% of the Company’s North America managed hotel locations are enrolled under the new program and as contracts expire new locations are added where applicable. For the properties enrolled in the program in 2016 the average diversion rate was approximately 40% and delivered almost $60,000 in value.  

In 2017, Wynn Macau donated $10million to the University of Macau Development Foundation to support the long-term success of the University of Macau and its Asia-Pacific Academy of Economics and Management. This effort plays a key role in developing local expertise and sharing talent throughout the region. To support the growth of neighboring countries and regions, the initiative will also provide diverse opportunities for local youth, allowing them to contribute to the economic development of the country.  

Wynn Macau Community Engagement creates opportunities in business and education. Wynn Macau are committed to sourcing products and services locally to support the development of small and medium sized enterprises (SMEs). In partnership with Macau Chamber of Commerce, their procurement team hosts meeting with local businesses to discuss potential partnership opportunities. This process has helped increased procurement from three types of SMEs, as identified by the Macau government: Local small and micro enterprises, 'Made in Macau' enterprises and enterprises by young entrepreneurs. In 2017, the Wynn Local SME Network, an initiative designed to further the development of local SMEs. Their network leverages support from the Macau government, chambers of commerce and community members to advance these enterprises. With this network, Wynn Resorts hopes that it will strengthen existing relationships and help establish long-term partnerships with even more local SMEs.  

Wynn Las Vegas works with Green Our Planet, a nonprofit conservation organization that brings experiential learning through outdoor garden classrooms to student attending local Title I schools, which are defined by having more than 40 percent of students come from low-income families. Wynn Resorts sponsors Green our planet has enabled the organization to build four outdoor garden classrooms that impact more than 4,000 students in the Las Vegas area. Weekly garden workshops immerse students in science, technology, engineering ,art and mathematics (STEAM) education through the real-world application of growing local produce. The outdoor gardens give students and their teachers opportunities outside of traditional classroom garden. Students also learned about nutrition to complement their growing efforts in the gardens. Wynn's involvement beyond monetary investments, with employees also supporting the local missions. Professional Chefs from the resorts have held cooking demonstrations for students using fresh produce from the garden classrooms that emphasize health and wellness through a balanced diet. Wynn employee volunteers have also helped maintain and expand gardens at each of the schools.    

Wynn Resorts have been working with Clean the World - a non profit organization that collects and recycles soap and other hygiene products discarded by the hospitality and similar industries daily and prevents millions of hygine related deaths by donating and distributing these products to people living in poverty. Wynn Resorts in Macau have worked with Clean the World for the past six years, resulting in the recycling of 13 metric tons of soap. More recently Wynn Las Vegas has been working with the non profit, as well. Clean the World has distributed more than 44 million bars of soap to over 127 countries with the help of companies like Wynn Resorts.

Wynn Resorts invests heavily in alternative energy with the aim to reduce environmental impact, ensure a reliable power supply, and reduce peak demand on local power grids. In 2017, the Wynn Solar Facility was completed, a 160- acre solar energy facility located in Fallon, Nevada, hat is dedicated to providing sustainable energy solely to Wynn Las Vegas. Created in partnership with Enel Green Power North America, one of the world's most advanced clean energy companies, the Wynn Solar Facility will begin delivering power in the first half of 2018. Since 2012, Wynn Las Vegas has reduced its energy use by more than 100 million kW through technologies such as LED lighting. Wynn Macau also began installing energy efficient LED lighting starting in 2016, a project that is about 80 percent complete and contributed to a nearly 10 percent reduction in GHG emissions at the resort from 2016 to 2017. Encore Boston Harbor is incorporating highly efficient lighting as well. At their Encore Boston Harbor resort, they are installing a rooftop solar array capable of producing 1.5 megawatts of power, which will be integrated into the property's conventional supply. Wynn resort, together with Tesla were awarded $1.1 million by the Massachusetts Clean Energy Center for the installation of utility scale battery storage. Encore Boston Harbor will be able to reduce its demand on the electrical grid and provide critical reliability during outages on the local power grid.      

Wynn Resorts provides employees with professional development and training opportunities to elevate their job, people and leadership skills. They also provide career development, personal performance, and leadership courses throughout the year at no cost to their employees. They require employees to participate in a responsible gaming course, which is offered biannually. These classes address how to identify problem gaming and prevent underage gaming and drinking.  In addition, all employees who serve alcohol are required to participate in an online course to receive their Alcohol Awareness card. Among the professional training to improve job and leadership skills conducted by Wynn Las Vegas and Wynn Macau are the following:

• Wynn Welcome - new employee orientation Leader Orientation - for new managers or newly promoted managers
• ID Training - for all employees who are normally required to check guest identification
• Leadership Acceleration Program - elevates employees to the next level of leadership
• Alcohol Awareness - for all employees who serve or sell alcohol
• Performance Management - mandatory for new and newly promoted supervisors
• Anti-Phishing and Email Data Security - for all employees with Wynn email addresses and computer access
• Communication and Smart Goals - focuses on setting realistic goals for teams
• Responsible Gaming - focuses on problem gaming, policies on minors in the casino, prevention of underage gaming and drinking alcohol, and more True Colors Workshop - delves into different personalities and points of view
• Service Standards - all employees undergo training on great guest service Team Building - focuses on understanding team members
• Facilities Trainee Program - trainees build technical and engineering skills Situational Leadership - addresses leadership adaptability
• Public Speaking - two levels focus on hands-on experience
• Emotional Intelligence - helps leaders harness emotional intelligence
• Career Advancement Program - management training

 

TUI Cruises is committed to supporting its implementation through targeted measures. Examples of these are comprehensive wastewater treatment systems for the entire fleet, the self-imposed obligation to not discharge any untreated wastewater into the sea and the zero-discharge target for pupled food waste. In order to increase the previous extend to 100%. TUI Cruises will further raise the efficiency of its drying systems for food waste, thus enabling the incineration process to be optimized. The section on Emissions contains a detailed description of the closed-loop operating mode  that TUI Cruises uses voluntarily in the whole of the Baltic Sea on its newbuilds equipped with a scrubber. This is also a measure to protect the oceans and seas, as disposal of the scrubber water produced during the exhaust gas treatment takes place on shore. Like all newbuilds Mein Schiff 5, which entered service during the reporting year, is also equipped with a Wastewater Purification System (AWP) for treating all the effluent generated on board.   measure to protect the oceans and seas, as disposal of the scrubber water produced during the exhaust gas treatment takes place on shore. Like all newbuilds Mein Schiff 5, which entered service during the reporting year, is also equipped with a Wastewater Purification System (AWP) for treating all the effluent generated on board (see diagram on p. 29). In this system, the wastewater from the various collection and generation points on board is fed into a mixing tank. After the mixing process, larger solids and impurities, such as plastic or paper, are removed from the effl uent in a coarse prefi ltration step. The next treatment stage takes place in a bioreactor with the aid of bacteria, which settle on a membrane and break down the organic constituents of the wastewater. Afterwards, the AWP pumps the effl uent into a fl otation tank. There, the addition of oxygen and polymeric compounds causes the remaining solids to rise to the surface, where they can be skimmed off for subsequent incineration or disposal. The wastewater then passes through a so-called polishing fi lter, which removes even the ultrafi ne solid residues. The fi nal purifi cation stage is the UV disinfection to kill all germs and bacteria. At the end of the process, the purifi ed effl uent meets very high standards and is either discharged overboard on the high seas, outside the three-nautical-mile zone or disposed of on shore. … Control is better TUI Cruises adopts a similarly careful approach to disposing of water from the engine room contaminated with oil. The company discharges this so-called bilge water into the sea exclusively outside of the twelve-mile zone. Prior to this, de-oiling equipment is used to separate the oil and treat the bilge water. Using a multistage monitoring process, TUI Cruises ensures compliance with its self-imposed limit of 5 parts per million (ppm) for water discharged into the sea.

In early 2018, Wynn Resorts established an expanded Culture and Community Department. The department supports diversity and inclusion, gender equality, fair treatment in the workplace, and employee charitable efforts in the communities Wynn Resorts serves. One of the department's first major initiative is the Women's Leadership Forum. The forum is designed to close the gender gap in management, provide career growth opportunities for female employees at all levels, create pay and title equity, and ensure a safe workplace. To better understand to accomplish these goals, focus groups, studies and surveys have been commisioned to identify inequities and pinpoint areas where female employees could be advancing faster. The 2018 Initiative of the Women's Leadership Forum includes the following:

• Pay Equity Study
• Women’s Leadership Evaluation Opportunities
• Sexual Harassment and Safe Place to Work Survey
• Focus Groups
• Women’s Leadership Forum Town Halls
• Women’s Leadership Panel Discussions
• Mentorships for Women
• Diversity and Inclusion Training

 

Some difficult situations in Colombia may lead to the development of cases of sexual exploitation of minors. Aventure Colombia fights against this sexual exploitation by supporting the national campaign and sensitizing ​its collaborators, travelers and service providers via the publication of articles on its blog, the signature of engaging contracts and of the internal regulation by its collaborators and service providers. Furthermore, Aventure Colombia respects and only works with service providers that respect the Colombian laws that indicates the sentences for anyone who develops suspect activities with minors

BCD Travel engage employees in resource efficiency efforts. A dedicated team of CSR coordinators in their global locations oversees the implementation, tracking and improving of local environmental initiatives.  Some of the 2016 initiatives are as follows:

• Green teams were organised in countries that previously did not have this engagement
• Offices ran local campaigns encouraging employees to create personal sustainability plans or otherwise incorporate sustainability into their everyday lives
• Global promotion and participation in Earth Day, Earth Hour and World Environment Day events to engage and educate employees.
• Employee award and recognition programs that reward measurable environmental improvements or demonstrations of best-in-class practices.
• Six percent increase in work from home opportunities for U.S employees, resulting in reduced gasoline and CO2 emissions, cost savings on office space, and better work-life balance.
• Implemented a Global Energy Saving program to help reduce operational energy usage by 11,661,915 kilowatt-hours (KWh) and CO2 emissions by 18,460,810lbs. ISO 14001 specifies the requirements for an environmental management system that BCD travel has used to enhance its environmental performance in a systematic manner that contributes to long-term environmental goals.

 

TUI Cruises place special focus on the issue of food waste through the launch of the project supported by Futouris entitled “Food Waste – Reduction of food waste on cruise ships”. The aim of the pilot project is to make efforts to tackle the tremendous waste of food around the world. The project launched in September 2016 has a duration of 18 months, during this time the causes of food waste on board the Mein Schiff ® fleet will be identified with the aid of the project partner United Against Waste e. V. and processes relevant for reducing food waste will be optimized. After the first analysis phase on board Mein Schiff 4, TUI Cruises is working with United Against Waste e. V. and Futouris in a second project phase to develop specific measures from the results and is set to conduct trials of these measures on board as from the summer. These measures are intended to organize the processes involved in the preparation, presentation and disposal of food on board more efficiently. The aim is to use the resources employed to the best possible effect, reduce the consumption of resources and food waste as well as create awareness for this topic amongst the crew and guests. The company will then prepare a catalogue of actions from the final results and carry out targeted training for the employees on board. TUI Cruises will implement the effective measures within the entire Mein Schiff ® fleet. The results of the project will be published via Futouris and thus made available to the cruise industry as a whole. This will enable far-reaching stimuli to be given in the form of specific proposals for measuring food waste and best practice measures for reducing waste. This is intended to promote greater sustainability in managing food on cruise ships.

TUI Cruises cooperated with several environmental protection organizations, whose campaign goals include the conservation of whales. Through donations from the Green & Fair excursions, for instance, the company again supported the organizations MEER e.V. and Pottwale e.V. The latter organization mainly uses the donations for information activities for the population on Dominica and, in particular, the newly created Marine Education Program, which is particularly aimed at children. In 2016, TUI Cruises also successfully continued its important awareness campaign on whale conservation for guests. As part of its more than two-year collaboration with the International Fund for Animal Welfare (IFAW), the company created a flyer called “Meet us don’t eat us”, which informs guests on the Nordic routes about the threat presented to whales and the concerns of consuming whale meat. In the summer of 2016, the subject of whale conservation featured strongly in the media in connection with whaling on the Faroe Islands, a destination which TUI Cruises served once during 2016. TUI Cruises expressly distances itself from worldwide whaling. If the company encounters practices that raise concerns about species protection at its destinations, it consistently seeks a dialogue with the authorities, environmental protection organizations and its local partners. This was also the case in connection with the whaling on the Faroe Islands, which was criticized most strongly by TUI Cruises. In a meeting held at the destination, TUI Cruises was able to convince itself that the company’s tourist attractions on the Faroe Islands had nothing to do with whaling and will continue to actively inform its guests on the route about the local situation and thus create awareness of what is happening in the region.

TUI Cruises contributed to the conservation of biodiversity on the high seas and in the global destinations in a variety of ways in 2016, especially in sustainable coral conservation. Many species of coral are threatened by extinction due to the destruction of their habitats, which is leading to a loss of diversity in species and to a deterioration of ecosystems. In collaboration with zoo aquaria, scientists and local lobby groups, the non-profit foundation SECORE International (“SExual COral Reproduction”) is pursuing new procedures in nature and species conservation and ismaking efforts to find innovative strategies to recultivate coral species threatened by extinction and to restore the functionality of coral reefs. One of the SECORE projects, with which TUI Cruises has been involved since 2012, is coral conservation off of the coast of Curaçao. In addition, TUI Cruises and SECORE as part of the collaboration with Futouris e. V. have developed a campaign on the subject of sustainable snorkeling and diving within the coral conservation project. All over the world, inattentive or unwitting visitors cause severe damage to coral reefs and have had an alarmingly adverse affect on their condition. Against this backdrop, the campaign provides targeted information for tourists on excursions and trains local diving schools and their guides in the Caribbean. TUI Cruises has integrated a Code of Conduct into its contracts with the diving schools, which lay down sustainable diving standards. The campaign entitled “Sustainable under water” focuses the awareness of tourists and local divers on sustainable conduct during the dives and thus promotes environmentally acceptable dive trips. As a result, it makes an additional contribution to the SECORE recultivation projects for coral conservation.  

EXO Travel developed guidelines with the support of environmental NGOs (TRAFFIC,WCS,WWF, EARS) and other specialists to inform travellers and travel agencies. These guidelines include The Global Standards for Animals in Tourism and address in particular issues concerning elephants, tiger, primates and monkeys, marine life, turtles.  EXO Travel works only with elephant camps that  treat their animals properly and help them in the future to shift towards more friendly activities for elephant. They consulted several experts from EARS, WPA, Elefantasia, Traffic and developed their own specific evaluation check list for elephant camps and a rating scheme. They developed guidelines with the support of environmental NGOs (TRAFFIC, WCS, WWF, EARS, etc.) and other specialists to inform travellers and travel agencies what are the issues at stake and how to behave properly. These guidelines include The Global Standards for Animals in Tourism and address in particular issues concerning elephants, tigers, primates & monkeys, marine life, turtles. EXO Ethical code directs the way that   EXO is not, as some other tour companies, willing to cease all elephant rides abruptly as this means a serious loss of revenue for local communities whose livelihoods depend on it, as well as elephants. They prefer to raise the issue and continue working only with those who treat their animals properly and help them in the future to shift towards more friendly activities for elephants. They consulted several experts from EARS, WPA, Elefantasia, Traffic and, developed their own specific evaluation check list for elephant camps and a rating scheme. SC have started conducting inspections. - Within the frame of Travelife certification the EXO Foundation reviewed the EXO Responsible Travel Policy and elaborated a range of key documents outlining policies, guidelines, check lists to assess their suppliers, etc. All these are meant to facilitate the implementation of the certification process by over 500 staff, as well as inciting their suppliers & clients to join their march towards sustainability.   - EXO Ethical code directs the way that EXO Travel conducts its business. It was designed to fight against corruption and ensure EXO fair relationships with all interested parties: customers, competitors, staff, destinations and suppliers. It guides every step of decision making in line with their ethical commitments and those that are important for a healthy and sustainable business.   - Since 2013, EXO Travel has made the decision to cease visits to schools, orphanages and other children’s centers following reports on the numerous unseen negative impacts of such visits from child welfare organizations such as Friends International, Save the Children, UNICEF, which work closely with disadvantaged children and families.

TUI Cruises attach particular attention to the environment-friendly mobility of its employees. Following a review of the current situation and needs analysis, a comprehensive mobility program with short-term and long-term measures was developed. In order to optimize level of emissions, TUI Cruises conducted an employee survey with an analysis of their place of residence. It then realized the potentials revealed by implementing measures such as promoting use of the public transport network and rail discount cards. The company implements measures such as promoting the use of public transport network, rail discount cards and offer of company bicycles.  In addition, the company created a section called  “Nachhaltig Unterwegs” [Sustainable Travel] on the intranet in which it provides employees with information on offers of sustainable mobility, ranging from the Profi Card for employees from the HVV (the Hamburg public transport network) through to car sharing schemes.    

EXO Travel started a series of trainings to all staff to raise staff awareness on issues related to office consumption and their environmental and social impacts, and to raise awareness on the importance of considering the consequences of their actions,  which is a major Buddha teaching making it even more relevant in our destinations. To shift from a didactic training to a more fun and accessible learning tool and to find a away to get their staff to be more familiar with sustainability principles and aware of all the new policies and guidelines, they have launched a game : EXO Sustainability Game. In September 2015, EXO Foundation launched a monthly sustainability game to improve staff knowledge on sustainability. The game includes a quiz and/or a mission with a specific theme, such as: responsible tourism, environmental management in the office, local communities, climate change, etc.  Questions are specifically relevant to tourism and EXO Travel. Winners are rewarded with 'responsible' gifts. This game has been proven quite successful and was recognized by Travelife as an outstanding tool. The game has created a dynamic learning process, stimulating initiatives and creativity of the staff.  

Wilderness Scotland have taken significant steps to deliver meaningful action on climate change. In accordance with the advice of The Carbon Trust, their climate change strategy is based upon the following business actions:

• To encourage clients to access the start/end point of their trips by public transport
• To deliver a low carbon holiday experience, relating to the activity, transportation, accommodation and other services used.
• To elsewhere reduce energy consumption and consequent carbon emissions throughout our business, wherever possible.
• To work with suppliers to reduce carbon emissions and to develop new low-carbon products, wherever possible.
• To focus on trips to parts of Scotland where tourism will deliver positive socio-economic and environmental benefits.
• To financially offset all unavoidable carbon emissions which are generated by the company.
• To make clients aware of these issues and encourage them to offset their own carbon emissions arising from air travel

G Adventures strongly believes that tourism is a force for global good, and we’re committed to promoting sustainable solutions in communities around the globe. G Adventures and their non-profit arm, the Planeterra Foundation deliver the greatest impact for disaster relief  by supporting local communities year-round through their commitment to responsible tourism and social development.  Established in 2003, Planeterra is G Advantures non-profit partner dedicated to ensuring communities touched by tourism benefit from the opportunities it provides. Planeterra helps empower local people to develop their communities, conserve their cultures, and create humane and supportive systems for their endeavours. Planeterra manages over 50 social enterprises on all seven continents, that benefit women, at-risk youth, and rural and indigenous communities Women make up over half of the tourism workforce and yet they are often underpaid and have limited opportunities to move into higher positions in their jobs. Planeterra helps women redefine their roles in society by providing life-changing access to education and job-training. To discover more of Planeterra' projects in helping empower local people to develop their communities, click here 

Experience Travel Group is working with all parties affected by their business, including clients, colleagues, suppliers, industry partners and local communities, to ensure that the experience they offer cause minimal disturbance whilst providing the utmost enjoyment for the client. They also increase focus of sustainable options throughout their destination countries and encourage suppliers to improve their product with regards to making it more sustainable. Through continued correspondence with all parties involved, products will be developed accordingly in an effort to ensure that not only the experiences provided to the client are authentic and enjoyable, but that the impacts caused by such experiences do not negatively affect the local communities or environment. Local community perceptions will be periodically garnered via a community survey, to receive information from communities on how the group can work more effectively and positively for them. Wildlife and nature product will be continuously reviewed based on the latest information in the press and scientific literature to ensure not only the experience is enjoyable for the client but that it is not negatively affecting the wildlife involved and that the practice is not encouraging unethical/illegal activities such as poaching. As an action to increase focus on sustainable options throughout their destination countries, a review of safari drive operators and the production of guidelines for all safari drive operators used by Experience Travel Group. We also aim to review the experiences offered with regards to tribal trekking, particularly in relation to the tourist heavy areas of Sapa in northern Vietnam, and Chiang Mai in northern Thailand, and the employment practices of hotels and ground handlers. This initiative has already begun with the removal of excursions to the Pinnawela Elephant Orphanage and continues to develop through the review of elephant riding activities throughout their destinations countries. Experience Travel Group will also raise awareness of sustainable travel practices to their clients to reduce negative environmental impact, for example through promoting the use of filtered water bottles to replace single use plastics.  

Experience Travel Group is committed to animal welfare, both for captive animals and those you observe in a wild environment. They commit to continuously work with suppliers to ensure compliance with relevant national and international welfare legislation and best practice. The Group is committed to upholding and enhancing the minimum standards of welfare for animals whose lives are impacted by tourism, and to protecting animals from exploitation, neglect and cruelty at the hands of the tourism industry. They commit to abiding by the Five Freedoms adopted by the World Organisation for Animal Health (OIE) as a benchmark for animal's physical and mental well being. These are:

• Freedom from Hunger and Thirst: nutritious food and clean water
• Freedom from Discomfort: a suitable living environment that provides shelter, opportunities to rest and considers the species-specific needs of wild animals
• Freedom from Pain, Injury and Disease: preventative and curative health care
• Freedom to express Normal Behaviour: living space that encourages natural behaviour
• Freedom from Fear and Distress: appropriate areas to seek privacy and limit human contact

As a member of ABTA (Association of British Travel Agents) and AITO (Association of Independent Tour Operators), they work closely with these groups as well as animal welfare NGO’s worldwide in order to better understand and identify practices which may pose a risk to animal welfare and our client’s health and safety in our destination countries. They provide the following guidelines to clients for responsible wildlife viewing:

• Do not feed wild animals – this can have severe consequences for an animal’s welfare as well as your own personal safety
• Do not touch wild animals – you can unwittingly pass on diseases that the animal has no immunity against, as well as placing yourself at risk.
• Do not smoke when close to animals
• Do not tease or provoke animals
• Do not shout of make loud noises when close to animals
• Do not drop litter – please dispose of it responsibly
• Do not support the use of animals as photographic props
• Do not support animal performances where animals are trained to perform tasks that have no basis in their natural behavior – for example riding bikes, cleaning teeth, elephants doing headstands. These behaviours are unnatural and may involve adverse training techniques which can have serious animal welfare implications.
• Do not purchase souvenirs made out of wildlife products or other threatened natural materials e.g. coral, shells, starfish. Wildlife products may include but are not limited to: skin (handbags, belts, and drums), ivory, bush-meat, bones, feathers, quills, teeth etc., traditional medicines, good luck charms, tortoiseshell or plant parts.

In their commitment to wildlife and ecosystems - animal protection, they provide clients with information on animal welfare issues as they arise through the Experience Travel blog, and employ customer feedback mechanisms to provide clients with a platform to inform of new issues.

Experience Travel Group has in place The Experience Travel Group Sustainable Travel Policy that is about continual improvement, monitoring and evaluation. The Group is committed to maximizing the positive impacts of monetary and cross-cultural exchanges between clients and the local communities in their destination countries. They aim to be completely transparent the Sustainable Travel Policy and ensures wealth is spread around the community and not concentrated on small sections and interest groups by avoiding taking shopping/food commissions, doing their best to ensure drivers not to pressure guests to use particular shops where they can earn commissions, and encouraging a tipping policy to encourage excellent service and discourage over-reliance on commissions. The Sustainable Travel Policy also ensure guests are well-informed travellers through the provision of comprehensive pre-departure information on tipping, begging, cultural norms etc., as well as an in-country welcome pack with information on major sights, activities, local eating, shopping and language.

EXO Travel raises awareness about sustainable-sourced goods amongst staff.  For example:

• Clients are given welcome pack which includes a Shan bag made by local people in Ywa Ma Village near Inle Lake and a fan made from natural palm materials. These are practical items which travelers can use during their stay in Myanmar that also showcase the work of local artisans:
• Employees are encouraged to purchase local coffee for consumption in the office
• The company has implemented using chemical-free office cleaning materials. (mixture of one or more of water, vinegar, baking soda)

 

EXO Myanmar is taking responsibility for setting an example by ensuring as little waste as possible is wasted:

• All pantry waste is separated according to the following categories: wet waste, dry waste, instant coffee packets, plastic bottles, aluminium cans.
• Used individual coffee packets are sent to the Mary Chapman School for the Deaf on a monthly basis. The school uses these as  raw materials to create handicrafts in their training workshop_
• Used aluminium cans are sent to Pomelo on a monthly basis. The social enterprise sends these to its suppliers who use them to create innovative products.
• Staff have been sensitized about the negative health and environmental impacts of polystyrene and are requesting caterers for private office events to bring reusable plates rather than polystyrene.
• Housekeeping staff sell accumulated used plastic bottles and paper to informal waste collectors who recycle these products. This raise awareness that 'waste is not waste' and in fact has a value.
• Begin monitoring our monthly recyclable and non-recyclable waste production
• Identify further options for recycling/'upcycling' izr waste to reduce our production of non-recyclable waste
• Install paper towel dispensers in all small office bathrooms to help staff use just one paper towel every time they use their hands. They have also trainedstaff to use the 'shake and fold' method which involves shaking one's hands 12 times after washing and then folding one paper towel to dry the hands.

   

EXO Travel invest in training to empower their employees. They promote a culture a culture of passion, innovation, sharing and caring, life-long learning in EXO Travel. This is underlined by the company's annual EXO Academy training conducted by Mekong Train Coaching Agency . The training is customized every year and based on various topics such as teamwork, time management, planning, productivity, etc. EXO also provides sustainability training and in Responsible Tourism. They undertook the Travelife certification process to motivate employees to think about sustainability throughout all aspects of business and raise awareness of key issues to consider.

• In 2013 and 2014 a presentation was given by the EXO Foundation to all Yangon staff members about Responsible Tourism and how EXO is getting involved with the Travelife certification scheme.
• 50 members of Yangon office staff (including ALL managers) passed the online Travelife training in October 2014.
• All key documents such as Responsible Travel Policy, Ethical Code, Guidelines for Wildlife Viewing and Protection, and EXO Saving Tips (discussed in 'Internal management: Environment and community relations') are clearly communicated to staff via email and the EXO 24 intranet service.
• Since 2015, new staff are introduced to Responsible Tourism and Travelife during the induction training provided by HR.
• STeam was set up in April 2015 and consists of at least one staff member from each department. At present,there are 28 members of the team. Meetings are arranged twice per month and the objective is to empower team members and make them more familiar with sustainability concepts. They become ambassadors for sustainability within the company and convey their knowledge to fellow members of their department. Examples of topics discussed during STeam meetings: Saving energy, reducing paper usage, reducing waste, recycling and 'upcycling'

 

Cox and Kings believe that many of societal issues including poverty, unemployment and gender violence can be addressed through timely intervention through education. The company is committed to the cause of education and support the education of under privileged girls in India. Cox & Kings Foundation has facilitated quality education to students including both pre-primary and primary schools in Pune and Nashik. n 2013, Cox and Kings adopted the Amrutdham NMC School in Nasik, where they supported the education of 200 girls per year from Std II - VI. The donated amount is used for the school's academic support. The Nanhi Kali Kit includes uniforms, notebooks, stationary and hygiene material. It is also used for social and moral support like sports, competitions, celebrations, communication, consumables, stationary and for personal cost. Besides facilitating education for girls and children from economically weaker section of the society, Cox & Kings Foundation has also been enabling the 'Education for Life' project that gives educational and nutritional support at 7 schools under Children's Aid Society. Under this project, our association with Ojus Medical Institute has given a platform to many vulnerable children to seek support. Nutritional support of egg and banana is given on a daily basis or as per need based at Chembur Children’s Home, Bal Kalyan Nagari, Additional Observation Home, New Observation Home, Dongri Observation Home and David Sassoon Industrial School. The foundation continues to eliminate the societal evils through education in conjunction with NGO partners, Nanhi Kali, Ojus Medical Institute and the Mamta Trust.      

Every human has a right to a healthy life. However, the wide socio-economic gap in society denies large populations access to accessible and affordable medical care. The underprivileged and those most at-risk are also those most unlikely to receive timely healthcare interventions. Cox & Kings is committed to bring quality healthcare to the lives of everyone. With our partners we also work to improve the lives of children facing multiple disabilities, thus enabling them to lead an independent life. In the year 2016-17, Cox & Kings Foundation has implemented the following health care projects -

1.  Providing Iron chelators (medicines to control iron overload) to Thalassaemia patients: Iron overload is an undesirable outcome of the regular blood transfusions. Conditions arising out of iron overload are the main cause of fatalities among thalassaemia patients. Cox & Kings Foundation ensured seamless flow of iron chelators to the thalassaemia patients belonging to lower-income families. Patients belonging to various centres in Mumbai, Navi Mumbai, Thane, Kalyan, Ulhasnagar, Pune Loni, Srirampur, Dhule, Solapur and Kolhapur were benefitted due to the availability of Iron chelators.
2. Upkeep of Ashray and Ankur Asmita Centres: Cox & Kings Foundation supports Ashray and Ankur Asmita, temporary Crisis Intervention Centres (CIC) set up by CCDT to ensure the protection of children, especially those who are orphaned and vulnerable. CCDT along with the Cox & Kings Foundation has been able to positively impact the lives of children by way of nutritious food, timely medical care, psychosocial & recreational support and counselling and attention to their developmental needs.
3. Making wishes come true: Cox & Kings Foundation supports Make a Wish Foundation in fulfilling ‘To Have’ wishes of the critically ill children. With this money, MAWF buys the child a gift of his or her choice, such as a toy car, computer, a doll house, digital camera and so on. The Foundation also supports the 'to go' wishes wherein we fulfill travel wishes of these terminally ill children. Cox & Kings Foundation sponsors the trip of the child to any destination of his choice, within India. With this initiative, we have created happy memories at the children’s dream destinations such as Delhi, Goa, Ajmer, Agra, Kulu Manali and so on.
4. Gifting vision: Cox & Kings Foundation believes that sight should be a gift everyone should enjoy - regardless of their socio-economic status. Our efforts are to bring advanced healthcare and eye treatments to the millions who are denied it. Cox & Kings along with Poona Blind Men's Association has undertaken cataract surgeries of needy and economically weaker patients.
5. Beating cancer: Cox & Kings Foundation stands shoulder to shoulder with its NGO partners in supporting children suffering from cancer. They continue to hold awareness programmes and sponsor treatment as they enable hundreds of children to beat the fatal disease. Cox and Kings also celebrated International Childhood Cancer Day with Make a Wish Foundation and CanKids KidsCan in different states of India.Whereas, CanKids KidsCan organised the Go Gold  India – for Warriors and Angels campaign that aimed at creating awareness about the central message that childhood cancer is curable.
6. Special therapies to children with multiple disabilities: Each child with multiple disabilities is unique. He/She has his/her own set of experiences, medical condition, style of learning, likes dislikes, etc. Cox & Kings Foundation believes in assisting these kids to make them independent in their daily lives as much as possible. Our association with Muskan Foundation has yielded impressive results year on year. For the overall development of the child facing multiple disabilities, therapies are extremely important. The apt therapy is selected and complemented with special education. Keeping the child’s age in mind, he or she is enrolled in an early intervention program or the special education program. Based on the needs of the child, therapies like Vision Rehabilitation, Occupational, Physiotherapy, Sensory Integration & Speech Therapy are executed.
7. Clean Drinking Water: The famous tourist destination of Gujarat, known for its serenity, has been facing a severe problem - water salinity. Water in Kutch is excessively saline, with TDS levels well above the permissible limits of WHO (World Health Organisation). This has caused deterioration of health of the young kids in schools. The steady fall in the number of school children coming to school and severe water salinity affecting their health prompted Cox & Kings Foundation to set up RO filters in association with Centre for Desert and Ocean and Green Works Trust

Cox and Kings have been working in partnership with local NGOs and communities through different agricultural programmes and sustainable models. Cox & Kings aims to provide easy and implementable solutions to rural areas in order to address problems of poverty, education, outdated farming techniques and social welfare. Cox & Kings Foundation teamed up with Pragati Pratishthan to provide sustainable solutions to the water scarcity and farming crisis by donating materials to set up drip irrigation and water conservation projects  in Jawhar, India.    

Women in India are disproportionately affected by poverty and discriminations; and suffer abuse and violations in the realization of their rights, access to resources, and opportunities for a better life. Experience shows that, when equipped with proper resources, women have the power to help entire families and communities overcome poverty, marginalisation and social injustice. Cox & Kings believes that the empowerment of women is the key to progress as a society. Through skill building and employment programmes, they aim to make women self-reliant and poised for success.

• In partnership with Ojus Medical Institute, the foundation has empowered women living in the slum areas of Ghatkopar, Mumbai through the Damini Project. The special vocational training has enabled self-employment and employment in local institutions. This has improved their socio-economic status which has impact their families positively. Courses including Tailoring, Mehendi and Beauty classes are organised to empower the underprivileged background, marginalized women, students and dropout students from Municipal schools.
•  To save the girls from getting abandoned or killed, Cox & Kings Foundation with Maa Bhagwati Sansthan has facilitated installation of 65 cradle points throughout the state of Rajasthan. This initiative encourages parents to not abandon their daughters and simply place the unwanted children in these cradles. The Sansthan then adopts the children and takes care of them.

American Express began to formalize its commitment to diversity and inclusion nearly three decades ago with the official launch of an Employee Network, the Black Employee Network. In addition, the company introduced a Diversity Council, a diversity awareness training and the inclusion of diversity goals in its Performance Management Process. Today, American Express continues to evolve and grow our diversity and inclusion programs and initiatives. Our goal is to create an employee base that is as diverse as the customers and communities we serve. Through the diverse insights and experiences of our employees, we can better serve our customers. Since 1987, Employee Networks at American Express have provided opportunities that support personal and professional development, skill building and career growth. Completely employee-driven, they bring value to our company in many ways, from creating an inclusive workplace to driving product innovation. Employee Networks encompass the full spectrum of diversity at American Express, including disability, ethnicity, faith, gender, gender identity, generations, sexual orientation and veteran’s status. In 2015, with 15 networks and nearly 100 chapters worldwide, our Employee Networks ran many career-focused events including panel discussions, speaker series, leadership spotlights, clinics, career fairs and virtual forums.

American Express Global Business Travel invest in research to help identify potential barriers to women’s advancement in the workplace and created programs designed to develop and promote high-potential women at American Express. These programs include Pathways to Sponsorship and Women Rising at American Express, which focus on: gender intelligence training, strengthening talent pipeline; building a global network; and sponsorship. In addition, they also offer an online  learning module to help encourage more effective relationships between high potential women and executive sponsors. More than 1500 employees have completed the module since it was introduced in June 2015. In addition, American Express have joined with several Fortune 500 companies as inaugural members of Blue Circle Institute’s ‘Transformational Leadership’ program to address the lack of representation of multicultural women in managerial, senior or executive jobs, and on boards. The nine month program gives high-potential, mid career women of colour the resources they need to get to the next level, including tailored and self paced leadership development guides and live web-based discussions.

Building on years of skills training for young people by Amadeus country offices,  Amadeus initiated a pilot programme with the United Nations World Tourism Organization (UNWTO) and the Ministry of Tourism in Kenya to increase access for women and youth from underserved communities to employment and entrepreneurship in travel and tourism. This project addresses two global challenges:

• the need for more skilled professionals in the fast-growing sector of travel and tourism, and
• the dire situation of millions of unemployed youth who, though educated, lack the sector-specific skills required by businesses.

To achieve this, we will be encouraging multiple stakeholders in the travel and tourism sector in Kenya – including hotels, travel agencies, tour operators, and airlines - to support the project’s development and implementation. This industry-wide collaboration is necessary to ensure that these young people gain experience with businesses throughout the travel and tourism sector during training, and develop the practical skills needed to enter the job market or the supply chain.  

Southwest offer a wide array of professional opportunities through internal training programs, and they encourage employees to extend their knowledge through external training engagements in their respective fields.   They have enhanced Leadership courses to include sustainability content. In these courses, they discuss sustainability, their fuel usage and its impact on their greenhouse gas emissions and climate change, their initiatives to decrease emissions, and their recycling programs. Annual environmental training for operational groups that includes storm water pollution prevention, proper waste disposal, air permit compliance and aircraft drinking water compliance are also provided to employees.   In 2014, they collaborated with Lewis University in Romeoville, Illinois, and its aviation maintenance department, where they donated actual aviation equipment so their students could acquire hands-on experience and become better prepared to enter the airline industry. This collaboration has led to an increase of Lewis University graduates working at their maintenance facility base at Chicago Midway International Airport (MDW).

In 2013, Emirates launched a new environmental initiative called ‘A Greener Tomorrow’. The aim of the initiative is to support not-for-profit environmental or conservation organisations by providing a funding award of up to $150,000. ‘A Greener Tomorrow’ is an outcome of Emirates’ commitment to sustainability and environmental conservation. The money for ‘A Greener Tomorrow’ is raised through various recycling programmes across the Emirates Group. Winners of the initiative:

• South African Wildlife College Trust:  provided three scholarships and two bursaries for their certificate programmes in nature conservation to students who already work in the conservation area but who do not have formal educational qualifications to advance their careers. These qualifications will help students move into roles such as wildlife area managers, park rangers and senior field rangers, working to protect wildlife parks within southern Africa.
• African Parks: used the funding from ‘A Greener Tomorrow’ to support educational development within the Barotse community who live within the Liuwa Plain National Park in Zambia. African Parks provided educational tablet computers and employ additional teaching assistants within the schools in the park. Improved access to education is expected to decrease the pressure on the wildlife and natural resources of the park

In 2013, Emirates launched a new environmental initiative called ‘A Greener Tomorrow’. The aim of the initiative is to support not-for-profit environmental or conservation organisations by providing a funding award of up to $150,000. ‘A Greener Tomorrow’ is an outcome of Emirates’ commitment to sustainability and environmental conservation. The money for ‘A Greener Tomorrow’ is raised through various recycling programmes across the Emirates Group. Through ‘A Greener Tomorrow’, Emirates is able to support organisations that work at the grassroots level in engaging with communities to conserve their environment.As part of the 2016 'A Greener Tomorrow', Emirates selected three not-for-profit organisations working in wildlife protection and environmental conservation in Africa as recipients of a funding awards. The winners were selected from a global pool of applicants working towards environmental sustainability and conservation in their respective regions.   One of the winners is The Southern African Foundation for the Conservation of Coastal Birds (SANCCOB), an international body dedicated to seabird rehabilitation. The fund will support SANCCOB’s rehabilitation, protection and chick- rearing programmes.  SANCCOB is recognised internationally as a leader in the field of seabird rehabilitation with veterinary staff working around the clock to provide the best care to the ill, injured, abandoned and oiled African penguins and other seabirds that are admitted to its two centres annually.

To improve local air quality emissions, Emirates operates modern, low emissions aircraft that meet applicable international engine emissions standards, using ground- supplied power where available, instead of aircraft auxiliary power unit. Emirates employ electric and low-emissions ground equipment and vehicles.  For example, Dubai National Air Transport Association (dnata) continued to expland its fleet of green vehicles and ground service equipment, including in:

• Dubai (86 hybrid or electric vehicles),
• Switzerland (electric forklifts, vehicles and stairs)
• Singapore (pallet jacks and forklifts)

Emirates also acquired an electric Bollorè Bluecar for ramp operations at Paris Charles de Gaulle Airport and Emirates flight catering trucks all operate on low-sulphur diesel.

Club Med has a role as an assembler of various services, in which purchasing plays an active part approximately 75% of the business volume. Responsible purchasing thus fits naturally into the Group’s strategy of responsible performance. Since 2007, raising the buyers’ proficiency in sustainable purchasing has been the focus of regular workshops, especially during annual international conferences. Sustainable purchasing concerns everyone, and is addressed based on the degree of maturity of the geographical regions.  The Group obtained in 2014 OEA/AEO customs certification. This customs procedures and safety/security quality label is a measure of the confidence invested in Club Med by European customs which recognizes the company as a reliable international trading partner. This internationally recognized certification accords certain privileges in terms of customs procedures and controls relating to safety and security. Stages of the purchasing process Sustainable development actions are incorporated at each stage of the purchasing process:

• In defining the purchasing policy: managing risks and developing responsible purchasing is one of the four pillars of the policy;
• In sourcing criteria: certifications and/or the implementation of good environmental and social practices are one of the questions asked of any potential new supplier through the dedicated website;
• In the main operating specifications and the selection criteria for tenders and contracts;
• In reporting on sustainable purchasing: monitoring methods and computer tools have been developed; their use should continue to increase;
• In improvement processes requested by the buyers from their suppliers.

The vast majority of Club Med's purchases of goods and materials for the villages is from local suppliers in their countries of operation (ranging from 83% in the North America to 100% in China, with an average of 89.7%)14. If a portion of these purchases consists of imports by the local supplier (which is very difficult to assess), this rate nonetheless reflects Club Med’s intention to work as much as possible with local partners, producers and distributors. Supporting and developing local farming: a unique partnership with Agrisud Finding that in some cases local supply was inadequate to meet its villages' demand for fresh produce, Club Med decided to help strengthen this network, thereby playing an active role in the economic development of the regions where it operates.  This decision led to a partnership with the NGO Agrisud signed in late 2008, to enable local producers to supply Club Med villages, and to guide them towards more sustainable land use, based on the principles of agro-ecology. The benefits of this are multiple and contribute to several of the Sustainable Development Goals (SDG):

• helping farmers to escape poverty (SDG 1 & 8) by training them (SDG 4) towards a market economy (SDG 10 & 11) and sustainable use of their lands (SDG 2, 9 , 12, & 15);
• contributing to the relocation of subsistence farming (SDG 2 & 8); - buffets offering customers fresh produce that is local, eco- friendly and meaningful (SDG 3);
• securing supplies of fresh produce (SDG 3) and increasing the share of local purchases in Club Med's procurement process (SDG 9);
• securing water supply for farms (SDG 6) with solar energy (SDG 7);
• affording women equal rights to economic resources (SDG 5) in the Senegal the project is specially focused on the women vegetable producer - about 13.3 tons of carbon sequestered by market gardening and arboriculture and reducing the CO2 impact of transporting such produces (SDG 13) ;
• more firmly rooting the villages in their host communities (SDG 16); - involving diversified actors everywhere: customers (SDG 17)

In 2017, the projects, including Agrisud-Club Med were :

• the early cropping of production (two months earlier than normal), improved diversity and higher quantities tripled VSB income at Cap Skirring (Senegal). Completion of the project to install solar powered pumps has provided easier access to water for 179 market gardeners, enabling them to cut their fuel consumption by 30%
• the startup of agro-ecology production and sales to Club Med from the newly-supported project at La Palmeraie in Marrakesh, Morocco
• the second year of agro-ecology production and the doubling of production supplied to the Village by the Bali project in Indonesia
• closer involvement of Club Med teams and a strengthening business relationship with confirmed weekly purchasing commitments at Rio das Pedras, Brazil.

The profession of G.O (Gentil Organisateur) was invented by Club Med 60 years ago.  The G.O is the ambassador of the Club Med spirit and upholds the company's values. In addition to their professionalism and know-how is added a way of being, which brings them close to customers and produces moments of happiness, kindness, conviviality, friendliness and humour. Club Med commits itself to the welfare and fulfillment of its employees in offices and agencies and in villages, where particular living and working conditions call for attention and specific actions adapted to them. Backed by an independent organization that specializes in studies of internal opinion, Inergie, Club Med deployed “GO®-GE Voice”, its first worldwideinternal barometer in 2014. The purpose of “GO®-GE Voice” is to listen to the voice all GO®-GEs around the world in order to improve their wellbeing at work. It is based on an on-line questionnaire dealing with subjects such as pride in affiliation, integration, personal development, sharing, overall satisfaction, confidence, management, working environment, conviviality, recognition and respect. The questionnaire is personal and is accessible for everyone; it has been translated into 20 languages and has an innovative audio version adapted to people with a lower level of literacy. The survey is conducted every two years, the most recent being in 2016. The participation rated up by 10 points in villages with very high GE mobilization (a 69% participation rate, +14 points) and a 73% participation rate in offices.    

Club Med has developed a high degree of expertise in preventing risks related to the health and safety of its customers and employees. All employee training stresses the safety of employees and customers as a top priority. Club Med also puts a special focus on prevention and on providing medical support and assistance to its teams whenever necessary. The Health and Safety (HS) department and its networks of coordinators are vital to this effort. In 2017, the mechanism to track professional moves of office GO® (Club Med staff are called "GOs", or Gentils Organisateurs )  abroad using the tool, SSF Locator, selected in 2015 by the Department of Human Resources, Safety-Hygiene and Health, is being deployed in all agencies that the Group calls on. This tool enables to better anticipate, react to and communicate with those traveling, if needed. It integrates bookings made by the various booking agencies and notifies travelers prior to departure about the security situations at their destination. It also enables the traveler to be contacted during their trip if necessary.

Respect for host countries and their inhabitants is one of the founding principles of Club Med and is an essential condition for the local acceptance of its villages. Fighting against sexual exploitation of children in tourism This concern for respect relates to all of the riches of the country hosting a village, starting with the most precious of them: its children. The actions defined in the partnership agreement signed with ECPAT in 2005. ECPAT is an international organization with a presence in over 70 countries worldwide. Its aim is to fight against child prostitution, child pornography, and the trafficking of children for sexual purposes. Many tourism professionals are committed with ECPAT to fight against the sexual exploitation of children in tourism. The partnership was renewed in 2017, with the further distribution of the joint Club Med – ECPAT leaflet that ties in with the NGO’s communication campaign. These leaflets are sent to the homes of French, Belgian and Swiss customers heading to sensitive countries. Outreach is also conducted via the commercial website in several countries, including France and the US. In 2017, more than 43,400 leaflets were sent to French, Belgian and Swiss customers, ringing the total number sent since 2005 to more than 800,000. Furthermore, a procedure intended for use by Reception staff of risked destinations to identify underage guests has been updated in 2014

In 2012, Club Med introduced a set of dedicated measures to promote the principle of workplace gender equality and enable all employees to fulfill their family duties more easily. This commitment is built around three action areas:

•  hiring
• promotion
• work/life balance

The measures in place include:

•  Monitoring the hiring process for village GO® and GE with a position-based analysis of gaps in the breakdown of me  and women between applicants and those hired;
• Setting progress targets on the proportion of women promoted to service manager in village Mini Clubs, Events and Bars;
• Mechanisms to strengthen support during lengthy absences, such as interviews with a manager both before and after maternity, paternity or parental leave;
• Aligning the treatment of paternity leave to that of maternity leave; - Extending the right to exceptional “sick child” leave (five days a year) to cover the period of adaptation to child care arrangements (institutional child care, home-based child care, nanny, etc.) or entry into preschool;
•  Considering the family and marital status of service managers and GO® in village hiring and assignment decisions

Club Med operates a gender-transparent hiring policy, and offers the same salary to men and women of equivalent experience and job profile. In 2017, 44% of Club Med Leadership Committee members were women; a figure slightly above the average for CAC40 listed companies (42% - Source: Deloitte survey – Women in the boardroom, A Global Perspective - 5th edition). In the villages, women benefit somewhat more than men (in FTE) from occupational and geographical mobility, as well as from training. The proportion of women managers is slightly lower than that of men among village managers and Service manager.  

Disabled access in Club Med's Villages Accessibility agendas were filed by the statutory deadline of January 1, 2015. Work on compliance upgrades was launched in successive phases. To date, rooms have been made compliant in 82% of villages (vs 62% in 2015) and are scheduled in 2017/2018 for 14% of the villages and, on communal areas, compliance upgrades have been completed in 14%, nearly finished in 5% and started in 45% of villages and scheduled in 36% of the resorts. In accordance with French legislation, Club Med has introduced accessibility registers and trained all its hospitality staff working in its French vacation villages and offices in how to welcome disabled customers and employees. A project spanning all the villages around the world has also been launched to improve the provision of Club Med premises and activity accessibility information to all customers. Lastly, a training module called ‘Extending a warm welcome to disabled customers’ has been rolled out for reception teams in France, as part of the in-house receptionist training program and in preparation for the opening of new villages. This training is led by physicians from the village health network.

Equal Treatment related to disabilities  The company is continuing its commitment to integrate Club Med SAS handicapped employees through the fourth agreement running through to year end 2018. Club Med is also an active contributor to a network of companies working for the positive development of disability employment policies. It also contributes to the working group formed to define the key indicators for monitoring these policies. Civil year 2017: 42 hirings and 133 salaried workers employed (fixed-term, permanent contracts), at the end of December 2017 In 2017:

• the actual level of disabled employees hired was significantly above the committed level: up 25% on 2016
• Club Med has introduced accessibility registers and trained all its hospitality staff working in its French vacation villages and offices in how to welcome disabled customers and employees
• the number of voluntary recognition of disabled worker status cases has risen significantly
• the opportunity to opt for teleworking four days per month (rather than two for other employees) is greatly appreciated by disabled employee

American Airlines prioritize diversity and inclusion. Their Supplier Diversity Program, established in 1989 adds value to their supply chain by proactively seeking out diverse suppliers, such as women , the minority , or LGBT- owned businesses as well as small businesses that are owned by the disadvantaged, veterans, service-disabled veterans and those with HUBZone certification. The process includes:

• Evaluating products and services on their merits, giving fair and impartial consideration to all suppliers
• Awarding contracts based on highest quality and best delivery combined with most competitive cost to us
• Reviewing performance of suppliers and contractors to enhance their ability to provide products and services that exceed industry standards
• Ensuring inclusion of diverse companies in procurement opportunities

In 2017, American spent 18 percent more with small and certified-diverse suppliers over the previous year. They participated in 43 supplier diversity events around the United States, which provided networking opportunities through matchmaking sessions, business fairs and other events supporting diverse and small business connections. For example, at the Rainbow Coalition Conference in Chicago, we presented a seminar on “How to do Business with American.” For Black History Month, our African-American Diversity Network EBRG worked with our Supplier Diversity team to put on a business fair at American’s headquarters. The business-to-business portion of the event allowed small local suppliers to sell their products and services to team members. The business-to-consumer portion featured invited local certification organizations that spoke about the pathways to successfully becoming certified.

American Airlines  support several community education programs, including the Marine Corps Scholarship Foundation, the nation’s oldest and largest provider of need-based scholarships to military children. In 2015, American honored 210 children of employees, including 40 first-generation college attendees, with $560,000 in scholarships through the combined American Airlines Education Foundation. They also donated an MD80 aircraft to Oklahoma State University to serve as a learning laboratory for the College of Engineering, Architecture and Technology’s Mechanical and Aerospace Engineering program.  

Amadeus has a global partnership with Computer Aid International that came to fruition in a pilot to tackle the digital divide in Sierra Leone. Amadeus contributed computers to equip e-classes in rural primary and secondary schools in the country. This project ensures that all students, regardless of learning ability, location and social or financial background, are able to access the e-classes. With further contributions in 2017, Njala University became the first accredited International Computer Driving License center in Sierra Leone. In the project’s next stage, Njala University will be able to train 30 teachers across 10 schools and impact over 5,000 students in 1 year.

ANA is embarking on a number of employee initiatives to support its diversity and inclusion policies. These include the establishment of a new consultation service for LGBT employees, an expanded program to improve awareness of and education about LGBT issues, starting with training for management personnel, and a review of the airline’s welfare and benefits arrangements based on the premise that a same-sex partner is equivalent to a spouse.   In March 2017, the ANA Group was awarded with the highest level of Gold in the ACCESS 2017 Index of the Accessibility Consortium of Enterprises (ACE), a general incorporated association. The group aims to establish workplace environments that make it easy to work, regardless of challenges and promotes the adoption of the 36K – Employee Kickoff approach to the employment of people with disabilities and working to systematically expand employment of people with disabilities.   In a further move to underscore its commitment to diversity and inclusion, ANA is re-labelling multi-purpose lounge toilet facilities at Haneda, Narita and Osaka Itami airports to make it clear that they are available for the use of passengers of either sex and also transgender passengers.

The rising temperature of seawaters is causing bleaching and a large-scale outbreak of crown-of-thorns starfish that threaten Okinawa's coral with extinction. Air Nippon Airways participates in the Coral Restoration Project Team Tyura Sango, working to restore and protect the critical coral community near Onnason, Okinawa Prefecture. Team Tyura Sango is a project formed in 2004 as a partnership among government, academia and business to restore and protect the coral community near Onnason, Okinawa Prefecture, in a bid to support the restoration of coral reef ecosystems.

Volunteer divers plant coral by hand after it has been grown at onshore facilities. Since the project began, more than 1,200 volunteers have helped in the restoration, and more than 1,600 heads of coral have been planted. In addition to continuing these preservation activities, ANA ensures that the hand-planted coral continues to grow and spawn to increase in size and number.  They want these activities to inspire as many people as possible with an awareness of the importance of the beauty of the seas.

The ANA Group is working to realize closed-loop recycling of waste that is generated on board aircraft, at airports, and at offices in order to reuse resources. The Group recycles used paper generated by office equipment and also recycles old inflight magazines, etc., into items such as timetables, envelopes, and business cards for use in its offices throughout Japan.   Used cabin attendant, ground staff, and flight crew uniforms are broken down into fiber and reused as automotive soundproofing material. In addition, the uniforms themselves are made from materials produced from plastic bottles and other recyclables.

Accor Hotels commits to offer guests a true culinary experience through high-quality, healthy and sustainable food, all the while contributing to the transformation of the agricultural model and fighting against food waste. Through the Healthy and sustainable food charter, Accor hotels are reducing food waste in the restaurants by 30%, by weighing, monitoring, analysing and making every effort to reduce consumption at every stage: at the time of ordering, storing ,serving and prepping in the kitchen. They also encourage their hotels to donate unsold food, subject to local regulations and health rules. They are also reducing the quantity of packaging used. For example, by eliminating individual portions, favouring large-sized bottles of water and dispensing with bottles of water smaller than 33cl. Where the technical and health conditions allow, Accor Hotels offer filtered water or bottled water coolers. In its restaurants, Accor Hotels is committed to:

• Reducing food waste by 30% by 2020
• follow their charter on healthy and sustainable food
• 65% of waste from hotel operations will be recovered and reused by 2020
• 5% reduction in energy consumption per room per night by 2018 (owned, leased and managed hotels).
• 5% reduction of water consumption per night by 2018 (owned, leased and managed hotels)

During 2016, AccorHotels Australia rolled out the Healthy and Sustainable Food Charter to all hotels. The goal of the Charter is to offer guests a true culinary experience through high-quality, healthy and sustainable food, all the while contributing to the transformation of the agricultural model and fighting against food waste. AccorHotels Australia has made the following commitments in line with the Charter:

• Preference products and ingredients supplied from Australian producers to avoid transportation impacts
• Ban the use of overfished species.
• Offer one or more fish options from certified sustainable fisheries or aquaculture.

As part of AccorHotels commitment to serve consistently healthy and safe food for our guests, the business has adopted the Hazard Analysis and Critical Control Points (HACCP)  Food Safety Methodology. HACCP provide  a methodology to ensure that all raw materials, products and services that are purchased,handled and processed conform to specified requirements and provides traceability throughout the supply chain.With an initial focus on luxury and upscale brands, hotels across the Australian network are receiving certification, in addition to the suppliers engaged by National Procurement. All other hotels are required to implement a comprehensive and compliant Food Safety Program that meets the needs of their operations.  

In order to roll out ecological design on a large scale, AccorHotels has defined sustainable development criteria for the 10 families of products that are key to its business. The criteria identified include prohibiting the use of certain chemicals, using recycled materials, green labelling of products and using wood or paper products that do not result in deforestation. In 2015, 98% of Accorhotels were already using at least one ecolabel product for floor coverings, paints or cleaning products. 94% purchased certified sustainable paper. Novotel, a hotel within the AccorHotels Group  lead the way by taking eco-friendly action to another level, especially with the "Live N Dream", Novotel’s 100% sustainable bed. In 2014, Novotel created "Live N Dream", the bed system that resulted from an eco-design scheme that also addressed other sustainable development concerns. To date, about 14,000 beds have been introduced in some fifteen countries, mostly in Europe. Accorhotels also have adopted the use of innovative pillows and duvets filled with bedding fibers made from 100% recycled PET; materials chosen for their low environmental impact (a bed base made with wood from sustainably managed forests); less packaging material and end-of-life product recycling solutions. Furthermore, with the involvement of ergonomists to create a design that limits the risk of musculoskeletal disorders for housekeeping staff; training videos to teach them the right bed-making gestures and postures and how to use the hydraulic Levly® bed-lifting system.

 

 

AccorHotels has a strong commitment to gender equality. It has signed the UN's Women's Empowerment Principle and is an Impact Champion in the HeForShe Program. The Goal is to have 35% of hotel managers to be women by 2017. (This commitment was realised during 2017 with the total reaching 36%. AccorHotels Australia has now committed to target 50%). In 2016, the business started reporting on gender balance of department managers across the business. In 2017, 45% of department managers were female. The Strategic Leaders Development Program, facilitated by AccorHotels Académie, is the Group's high potential female leadership program designed to accelerate the development of female department managers. Department managers are a major source of new General Manager appointments. The Woman at Accor Generation (WAAG) is a global program focused on providing leadership training and networking opportunities for female managers and executives at AccorHotels. The program is also supported by the Australian Inclusion and Diversity Committee. AccorHotels globally supports the United Nations’ HeForShe program. The program promotes women’s empowerment and gender equality by inviting all members of society to make a commitment to actively increase gender equality – especially in the workforce. The program has been actively promoted across the hotel network. In Australia, 636 AccorHotels staff had made the pledge as of November 2017, up from 328 at the same time in 2016 (source: http://www.heforshe.org/en/accor-hotels)

Accor Hotels offer their customers healthy and high quality food. They place great importance on the quality of their meat and livestock products by including a piece of high-quality meat on the menu, at a good price and if possible of local origin, the meat do not contain hormones and milk comes from cows raised without growth hormones, and eggs from free range hens reared outdoors. Trans fatty acids are limited, and where solutions are available, for example, palm oil is replaced with other non hydrogenated fats. They favour processed products that do not contain palm oil in particular for sandwich bread and crisps. The hotel also limit the presence of sugar in the food offered. For example, they work to ensure bread, pastries, and cakes contain lower quantity of glucose-fructose syrup, or even none at all. During 2016, AccorHotels Australia rolled out the Healthy and Sustainable Food Charter to all hotels. The goal of the Charter is to offer guests a true culinary experience through high-quality, healthy and sustainable food, all the while contributing to the transformation of the agricultural model and fighting against food waste. AccorHotels Australia strives to source the best, freshest, seasonal produce from local markets nationally. Locally, AccorHotels Australia has made the following commitments in line with the Charter.

As a signatory to the Diversity Charter in 2004 (the year of its launch), Club Med has long been sensitive to issues of diversity in the workplace. By tradition and especially considering the countries where it operates, Club Med promotes pluralism of origins and seeks diversity through recruitment and career management. The principles of diversity and non-discrimination have been reaffirmed in the ethics charter since 2009. Among the elements that illustrate and help to ensure nondiscrimination are the importance placed during the recruitment process on relational skills and on the objective assessment of associated skills. Measures taken to promote equality between women and men. In 2012, Club Med introduced a set of dedicated measures to promote the principle of workplace gender equality and enable all employees to fulfill their family duties more easily. This commitment is built around three action areas: - hiring - promotion - work/life balance Club Med operates a gender-transparent hiring policy, and offers the same salary to men and women of equivalent experience and job profile. In 2017, 44% of Club Med Leadership Committee members were women; a figure slightly above the average for CAC40 listed companies (42% - Source: Deloitte survey – Women in the boardroom, A Global Perspective - 5th edition). In the villages, women benefit somewhat more than men (in FTE) from occupational and geographical mobility, as well as from training. The proportion of women managers is slightly lower than that of men among village managers and Service managers. Hiring diversity for GO® and GE is reflected today, for example, by the number of different nationalities represented in each village:

• 105 nationalities represented;
• 90% of Club Med villages have eight or more nationalities among their employees;
• 55% of villages have 15 or more nationalities among employees;
• some villages can have up to 25 different nationalities (average of the 5 villages with the greatest spread of nationalities)