Category: Sustainability

Issues related to social, economic and environmental sustainability, including the third sector

Environmental sustainabilityStrategySustainabilityThird sector and social sustainability

Six Models to Link Tourism to Conservation (II)

If developed and managed properly, a sustainable tourism strategy can aid conservation efforts. A destination’s natural environment, often the catalyst for tourism development in the first place, must be preserved to sustain tourism in the long run. Part I of this article discussed the first three of Solimar’s six models that link tourism to conservation:

  • Improve Tourism Operations and Guidelines
  • Increase Tourism Awareness and Constituencies
  • Increase Income Diversification

Here are three additional ways that tourism can assist a destination’s natural conservation efforts:

  1. Increase Monitoring and Research

This model supports conservation by increasing the presence of guides, visitors, and researchers in critical areas where environmental degradation occurs. Two main strategies arise:

      4.1 Increase the Role of Local Residents in Monitoring and Research

Local residents often participate in conservation efforts by forming patrols or gaining employment as research assistants. Coastal residents can conduct nightly beach patrols to prevent the poaching of sea turtle eggs or illegal fishing. Tourism stakeholders can commit funding to these patrols or commission research projects with local residents as assistants. Execution of this strategy often depends on vital support from NGOs. By playing a role in monitoring and research, local residents gain awareness of conservation issues and form a deeper attachment to the local natural environment.

       4.2 Increase the Role of Visitors in Monitoring and Research

‘Voluntourism’ increases in popularity every year. Tourists increasingly seek travel through which they can learn about a cause while making a positive impact on their chosen travel destination. Tourists can sign up for long-term stays at ecolodges or engage in direct conservation efforts through National Parks or private businesses offering such experiences.

  1. Increase Tourism-Generated Conservation Financing

Most conservation professionals agree that increased funding would help their efforts. If tourism can increase the amount of funding available to conservation-related businesses and organizations, reliance upon donations decreases and the whole operation becomes more sustainable. This model involves four strategies:

     5.1 Utilize Sustainable Tourism Profits to Support Conservation Activities

This should be seen as investing in a destination’s long-term future. The natural environment often draws tourism to an area in the first place, so investing in the future of that environment enhances the likelihood of long-term sustainable tourism. Examples of profit reinvestment include increased monitoring and research, hosting ‘volontourists,’ or replacing less efficient equipment with new, more eco-friendly equipment.

     5.2 Develop Travel Philanthropy Programs

Creating programs that provide a reliable way for visitors to donate can greatly aid conservation efforts. This strategy involves several steps: developing visitor appreciation of the site’s resources, increasing visitor understanding of the threats to those resources, fostering visitor understanding of efforts to mitigate those threats, and finally, presenting the visitor a reliable way to donate to those efforts.

    5.3 Develop Conservation-Themed Brands and Merchandise

Many National Parks and conservation organizations sell t-shirts, mugs, hats, and other merchandise. A simple, easily identifiable logo with clear text should be used on merchandise as well as websites, publications, and news releases. The WWF and their panda logo provide a good example. Publicizing details about how merchandise sales lead to conservation can encourage sales.

   5.4 Promote Mandatory or Voluntary Protected Area Entrance/User Fees

Visitors often have to pay a mandatory fee to use a protected area. Parks can sell daily, weekly, monthly, seasonal, or yearly passes. Sometimes fees correspond to an activity undertaken in the park so entrance may be one price while an additional fee may apply for fishing or camping. These fees can be used to hire more guides or rangers to protect the park or to increase the availability of interpretation within the park.

  1. Increase Conservation Partnerships:

Increased cooperation between local residents, protected areas, NGOs, and private business can accelerate conservation efforts. When communities can share in the economic benefits of a sustainable tourism strategy, the likelihood of effective long-term partnerships increases. This model involves two main strategies:

     6.1 Developing Partnerships between Protected Areas, NGOs, and Universities

Attracting researchers from NGOs or universities brings revenue to protected areas through the provision of food, lodging, and other services. The research itself builds a more thorough understanding of the natural processes taking place and can inform future conservation efforts. The Tiputini Biodiversity Station in Ecuador often hosts researchers for months at a time while bringing in large student groups for 2-3 day tours and hikes. Many of these efforts develop through a partnership with the Universidad San Francisco de Quito (USFQ).

     6.2 Developing Partnerships between Protected Areas and Communities

Concession agreements, which allow local businesses to operate within protected areas, are becoming more widespread. This creates a financial incentive for local residents to engage in sustainable tourism practices. As business flourishes, commitment to the sustainable management of the protected area arises.

Destinations seeking sustainable solutions to conservation issues should employ the models and strategies listed above.

This blog post is from   www.solimarinternational.com/resources-page/blog/item/222-solimar-s-six-models-to-link-tourism-to-conservation-part-ii

Environmental sustainabilityMarketing 3.0SustainabilityThird sector and social sustainabilityTourism marketing

Destination Marketing for Voluntourism

Increased awareness of world issues and global needs has led to a rise in the desire to help others abroad. Travelers want to reconnect with humanity, find a sense of meaning, and help their global neighbors in a hands-on way, rather than simply through monetary contributions. While there has been some push-back questioning the merits of voluntourism, many eager travelers are still looking for opportunities where their time and skills will be useful to others.

What is Voluntourism?

Voluntourism, the responsible travel experience which combines helping, learning, and exotic traveling, is becoming increasingly popular for people of all ages who are concerned with world issues and social responsibility. Travelers use their holidays to give back to others, rather than as pure recreation. These trips can be anywhere in length from a few days to a few months. Projects can involve teaching, building schools or other infrastructure, helping with agriculture, or assisting with disaster relief.

Participants typically pay their own expenses when volunteering abroad, but some costs can be tax-deductible. In exchange for their time, voluntourists typically receive an affordable alternative to a vacation that includes orientation, language and technical training, a safe place to live and work under conditions common to the country, and a network of logistical staff to help plan the trip.

Types of Voluntourism

1. Philanthropic or donor travel. Travel philanthropy differs from other types of voluntourism in that its purpose is to supplement a philanthropic gift. Charitable organizations sometimes plan or even sponsor trips for their donors so that they can experience first-hand the work that the organization is doing. The trip could be intended to research a cause, establish a relationship with the recipient, or as reassurance that a philanthropic gift is worthwhile.

2. Private or group travel. Individuals or groups who want a charitable experience during vacation can participate in cultural or community exchanges in which they can volunteer their time. Families, groups, or individuals can create their own voluntourism holiday with a tour operator or join an existing trip with an organization.

3. Urgent service travel and disaster relief. There is an abundance of intense volunteer opportunities in second-response disaster zones after any type of natural disaster. This type of voluntourism tends to be less expensive than other types, although some organizations require that the participants raise additional donations above the cost of the trip. Skilled professionals like doctors and construction workers are in high demand, though almost anyone can help to provide immediate relief.

Voluntourism Marketing Strategies for Destinations:

  • Review the region’s current service assets to identify unique opportunities for visitors.Creativity and uniqueness are important, because travelers have a variety of volunteer opportunities to choose from. Offering one-of-a-kind experiences to travelers with differentiate a destination from its competitors.
  • Build on exisiting organizational relationships.Choose service projects that will also support tourism-related causes, issues, and events, such as museums, zoos, historic buildings, national parks, and conservation efforts that will interest tourists as well as connect them to the region’s other offerings.
  • Add information about volunteering to destination websites. The Alabama Gulf Coast’s website promotes future travel experiences in voluntourism on its website and across its social media platforms as a fun activity to participate in that will preserve the coast for generations to come.
  • Create a catalog of volunteering options for travel planners.Providing a program of unique voluntourism activities will interest tour operators as well as individual travelers. For example, partnering with zoos and national parks can provide sustainable conservation opportunities, while arts programs and museums can provide cultural opportunities for volunteers.

This blog post is from  www.solimarinternational.com/resources-page/blog/itemlist/tag/Destination%20Management?start=10

Environmental sustainabilitySustainabilityTourism trends

Six Models that Link Tourism to Conservation, (I)

One of the ways that tourism benefits destinations is by augmenting conservation efforts. After conducting an analysis of both internal and partner projects, Solimar International has identified six principal sustainable tourism models that link tourism to conservation:

  1. Improve Tourism Operations and Guidelines:

This model emphasizes limiting or reversing the negative consequences on nature that can result from tourism. There are three principal strategies for improving tourism operations and guidelines to promote conservation efforts:

         1.1. Promote Sustainable Tourism Guidelines with Visitors

By promoting a ‘code of conduct’, destinations can ensure that visitors, for example, do not leave trash, pick endangered flora, or use flash photography where it might be harmful or startling to wildlife. It is important that these codes of conduct are communicated effectively through signage, pamphlets, interpretive guides, or even on websites and social media so visitors have an understanding of conservation before they arrive. Myanmar, new to hosting significant numbers of tourists, provides a great example of a visitor code of conduct with their ‘do’s and don’ts‘ campaign.

          1.2 Promote Sustainable Tourism Guidelines within the Travel Industry

By promoting effective guidelines within the travel industry, local businesses and organizations can work together to limit their impact on the natural environment. Agreeing upon certain standards, preferably before a destination attracts large numbers of tourists, can maintain the natural beauty of an area before it’s too late. For example, businesses and organizations can work together to establish best practices for responsible seafood harvesting, responsible souvenir gathering, and responsible boating practices.

          1.3 Promote Sustainable Tourism Guidelines within Protected Areas

Promoting conservation efforts within protected areas requires significant interaction from a wide range of stakeholders, both public and private. Example guidelines to follow may include limiting camping to select areas within a park or limiting the number of fish to be taken from rivers or lakes each day. Once a plan has been formulated, effective promotion is imperative to the success of the plan.

  1. Increase Tourism Awareness and Constituencies:

This model moves beyond simple education about tourism impacts to emphasize the active role that both visitors and residents can play in conservation efforts. This model incorporates three principal strategies to augment conservation efforts:

      2.1 Increase Awareness and Conservation Support of Local Residents

It is important that conservation efforts begin with locals, as residents are as much of a conservation threat as tourists. Lack of awareness, lack of economic alternatives, and long-standing traditions are often reasons locals engage in damaging practices such as unsustainable extraction of resources. Ways to increase awareness and reverse damaging actions include teaching environmental education classes with local groups or organizing a local festival to celebrate the very resource being damaged. In Latin America, sea turtle educational classes and festivals have been organized to raise awareness about the importance of sea turtle conservation and the damaging effects of poaching their eggs.

       2.2 Increase Awareness and Conservation Support of Visitors

Guides are vital to informing visitors about threats to conservation and explaining to the visitors how they can help whether that be through a donation or “adoption” programs. Programs such as these can help visitors develop an attachment to an area, increasing the likelihood of a donation, and also to spread the word about the importance of conservation when they go home.

       2.3 Link Benefits of Sustainable Tourism to the Community as a Whole

As local residents see benefits from sustainable tourism increase, the likelihood of long-term sustainable practices increases, too. Direct beneficiaries include tour guides, hotel managers, and chefs while indirect beneficiaries include family members of direct beneficiaries as well as operators of ancillary services such as construction companies or grocery stores. Non-employment-based ways the tourism industry can benefit communities includes the organization of local clean-up events, improving sanitary services, or hosting volunteers.

  1. Increase Income Diversification

If local residents realize sustainable tourism presents a livelihood, they are more likely to behave according to sustainable tourism principles. Two main strategies for assisting conservation evolve according to this model:

      3.1 Target Resource Extractors with Sustainable Tourism Employment

It may seem counterintuitive, but poachers can become optimal tour guides. Poachers often know a lot about a particular animal and can share stories and knowledge on a unique level. “Reformed” poachers often provide a unique human interest story as tourists are very interested in how and why their behavior changed. Resource extractors are much more likely to change if tourism provides an increased wage through tips, salary, or a year-end profit sharing program.

      3.2 Developing Tourism Products that Directly Mitigate a Conservation Threat

An optimal situation occurs when new products, jobs, and revenues develop and directly support conservation efforts. Local residents can create arts and crafts out of old newspaper, cans, bottles or other upcycling methods and sell them to visitors, eliminating solid waste and creating revenue simultaneously. Artificial coral reef creation has been effective in attracting divers and photographers away from susceptible natural coral reefs, where damage from tourists is common.

The Global Sustainable Tourism Council provides a framework for destinations seeking to develop a sustainable tourism strategy. Many of their guidelines apply to the conservation-related ideas discussed in this post.

This blog post is from   www.solimarinternational.com/resources-page/blog/itemlist/tag/A%20Business%20Approach%20to%20Conservation

Environmental sustainabilityMarketing 3.0SustainabilityTourism trends

Tourism and Conservation: Connecting the Dots

It’s no secret that ecotourism, which in turn evolved into sustainable tourism, was born out of the conservation movement. From international NGOs like Conservation International and The Nature Conservancy to their local counterparts, conservation organizations poured considerable resources into the ecotourism boom of the 80s and 90s. But that interest and investment began to ebb about a decade ago – most likely due in part to the lack of success stories or replicable models illustrating how tourism could reduce biodiversity threats, not just contribute to them.

 As more than one billion travelers traverse the globe each year, efforts to reduce their impact must increase, especially in fragile ecosystems. WWF’s Global Marine Program decided to address the ongoing coastal development, so long as it is second only to unsustainable fishing as the primary threat to the world’s coastal and marine ecosystems. WWF realized the importance of developing a strategy to address the impacts of tourism in coastal areas head on, including efforts to create industry standards and to encourage alternative livelihoods for fishing communities.

Another potential reason for the renewed interest of the conservation community in tourism is because travel market trends increasingly favor destinations and businesses that embrace sustainability and offer opportunities for visitors to personally experience that wonderful space where tourism and conservation overlap.

For the past two years, the Wildlife Conservation Society (WCS) has worked in the Nicaragua Caribbean to help establish Kabu Tours, a tour company owned and operated by ex-sea turtle fishermen who are attempting to transition from resource extraction to sustainable tourism.  These ex-poachers have been trained by WCS to lead overnight trips to the Pearl Cays Wildlife Refuge where visitors learn about the organization’s sea turtle monitoring program and, if they’re lucky, watch a sea turtle lay her eggs.

Turning a sea turtle poacher into an interpretive guide and environmental ambassador has an obvious upside for conservation, but so does giving an accountant from Sacramento a chance to be a marine biologist for the day. Doing so provides not only a world-class tourism experience, but it also increases visitors’ understanding, appreciation, and support of the destination and efforts to protect it.

What is needed to preserve the heritage through tourism development?

For tourism to contribute to environmental outcomes, whether it’s through job creation for resource extractors or increased funding for conservation activities, a destination must first be successful in tourism. That requires demand-driven products, innovative marketing, and great delivery.

Second, tourism is one of the world’s most complex, dynamic, and historically fragmented industries. You need to know which partnerships are important, and how to build them.  Whether it’s connecting a community-tourism cooperative to a German outbound tour operator or convincing a global hotel chain to adopt sustainability criteria, identifying and realizing mutually beneficial interests is vital.

Finally, you need a blueprint. A comprehensive understanding of the direct and indirect threats to biodiversity at a site, as well as a clear vision of how tourism can positively affect the socio-economic conditions that result in environmental degradation such as lack of economic alternatives, awareness, and industry standards.

This blog post is from www.solimarinternational.com/resources-page/blog/itemlist/tag/A%20Business%20Approach%20to%20Conservation

Environmental sustainabilitySustainabilityTourism trends

Tourism: The Business of Protected Areas

Some might think that “business” and “protected areas” should not be used in the same sentence, but the reality is that the majority of protected areas around the world rely on tourism for a good portion, if not the majority, of their revenue, which in turn helps manage and conserve important landscapes and precious resources.

Tourism is often the financial backbone behind protected areas and we have worked around the world helping protected areas enhance the benefits they can derive from tourism. Although each destination is different and needs its own specific strategy, we tend to take four approaches that support protected areas through tourism:

  1. Creating partnership programs to support protected areas
  2. Tourism product development in protected areas
  3. Community linkages with, and benefits from, protected areas
  4. Linking markets to protected areas

Each of these approaches, whether integrated or implemented on their own, help increase revenue for protected areas and enhance protected area conservation and law enforcement activities. The following paragraphs give a brief overview of each of the four approaches and how they enhance the business of protected areas. For more detailed information, check out our Destination Development and Marketing Case Study.

Protected areas are utilized by a broad array of people and organizations, many of which rely on the protected areas for their income. However, these stakeholders are often underutilized as a resource for the benefit of the protected area. A protected area partnership program protected area partnership program establishes a network of public and private sector stakeholders with common interests to support the protected area both financially and through in-kind contributions. The approach we take is to stimulate collaboration and communication among stakeholders through quick catalytic activities (such as cooperative destination marketing). These help build momentum behind the group and establish long-term collaborative partnerships.

Many protected areas also require improvements to their tourism infrastructure, products and services so that they can attract more visitors, attract a specific segment of visitors, keep visitors in the region longer, or drive visitation to new areas of the protected area. To improve the tourism assets of the region, we take an approach that works with protected area authorities to evaluate the conservation, management and resource needs of the destination. Based on this tourism assessment, we identify which opportunities can address the goals of the protected area. Throughout this process we also work with the tourism market to help identify, refine and validate opportunities that fit with market needs and then develop new products or enhance services through the protected area managers themselves. The goal is not tourism for tourism’s sake, but strategic tourism assets that help achieve the long-term conservation goals of the protected area.

Communities are a part of the broader ecological landscape around protected areas and are therefore an important part of the overall business approach for protected areas. If neighboring communities benefit from visitors to the protected area then their relationship with the protected area improves. We have a comprehensive tourism enterprise development program that is explained in detail on our website, but the essence of the goal is to work with communities in or around protected areas that have an interest in tourism, a willingness and capacity to host visitors, and viability in the tourism market to create a business that is owned by the people of the community. Depending on the situation, the tourism facility can be run by the community or as a concession to a private sector operator. Either way, the objective is to go beyond just employment to tangible ownership of business assets that link the community to sustainable benefits from the park.

To successfully utilize tourism as a tool for protected area management, marketing and market linkages are vital. However, this is often an activity that is marginalized within protected area management practices. To drive people to protected areas and to keep them there for longer, they need to know about the destination and what to do within it, but this is not a task that one person or organization can achieve. Cooperative marketing, leveraging partners that also have a business interest in the protected area, helps to expand the market reach of the destination and build collaboration among regional partners.

For protected areas, a mix of traditional push marketing (sales manuals, print collateral, etc.) and inbound (pull) marketing (web-campaigns, social media, news stories, etc.) helps to build awareness about the destination with travelers and the tourism trade, and then drives travelers interested in the protected area to the travel trade to make the sale. Media, past travelers, travel trade partners and others are all utilized to increase the visibility of the protected area and track that back to actual visitors to the region.

When combined, these four approaches help to improve the business of protected areas, using tourism as a tool to increase revenues that in turn help to manage and protect these valuable natural assets.

This blog post is from www.solimarinternational.com/resources-page/blog/itemlist/tag/A%20Business%20Approach%20to%20Conservation

Collaborative business modelsCollaborative cultureEnvironmental sustainabilitySustainabilityThird sector and social sustainability

Voluntourism, beyond responsible tourism

Responsible tourism, Voluntourism, Sustainable tourism…are different concepts with a common idea: the tourism activity in which the visitor brings positive impacts to the destination, either to alleviate poverty, to help in the development of the local economy, rebuilding areas affected by natural catastrophe, etc.

With regards to the kind of people interested in these types of tourism activities, they are not all moved by the same motivations and goals. The visitor travels either passively (holiday trip + sightseeing), actively (holiday trip + volunteering) or as a volunteer (volunteering trip).

Nowadays, Latin America and Asia are the continents offering most of these programs. There are both outbound and incoming travel agencies specialized in this type of tourism, and some tour operators have developed business units based on responsible tourism, whereas in Africa volunteering holiday programs are more popular than responsible tourism programs.

Also in Eastern Europe some countries are discovering in this type of tourism a new source of revenue for its poorest regions. Other Western countries such as the USA, Germany, France, Spain or Italy have also included strategies for the development of volunteering tourism products in their tourism development plans.

These type of holiday programs let the visitor truly discover the local culture, staying in local homes or accommodation facilities managed by locals, visiting the destination and cooperating in different social projects. Some examples may be:

  • Helping in building homes for refugees or in the poorest areas of the destination
  • Working as a teacher in primary schools or supporting in sport camps for children
  • Cooperating with an NGO dealing with the victims of a natural catastrophe
  • Participating in an ecotourism program where to work in the preservation of the environment

Some portals like Xmigrations.com work as a search engine for activities and accommodation where you may find nature, sport and spiritual activities in places where you can work in exchange for a free stay.

http://www.visionesdelturismo.es/turismo-solidario-y-volunturismo/

Business trendsEnvironmental sustainabilityInnovationIntelligenceIntelligence methods

Smart destinations

What is a SMART destination? These may be defined in many ways. They are destinations that think and advance strategically, improving competitiveness and searching positioning through effectiveness. Becoming a SMART is no more than a strategy to enhance the destination value by leveraging both the cultural and natural heritage, developing innovative resources, improving the efficiency in the production processes and the distribution, which finally propels the sustainable development. This transformation generates positive effects in all sub-sectors such as energy, health services, security, culture, etc. thanks to the cross-destination impact of the tourism activity.

The key concepts that set SMART destinations apart from conventional ones are accessibility, innovation, technology and sustainability. Among these concepts, new technologies are the ones which are more likely to be perceived by the tourist, namely mobile applications, augmented reality and everything related to data smart management.

There are 4 key concepts upon which Smart destinations are developed:

-Technology/Big Data
-Innovation
-Sustainability: social, economic, cultural and environmental
-Accessibility

The development of the SMART concept in destinations consists mainly in working to attain a higher profitability in the daily exploitation of the resources. This is to be achieved by engaging both the local community and the tourists in order to enhance interaction between them. There are already some examples of Smart destinations, such as El Hierro island in the Canary Archipelago. Some of its main achievements are the energetic self-sufficiency and the pollution reduction, which have been achieved through actions such as:

  • Waste converted into energy
  • Environment camouflage of telecom and energy facilities and equipment (solar panels, antenna, etc.) within the landscape.
  • Reduction of the visual impact in the buildings and facilities construction, by using local volcanic stone instead of bricks.
  • It has gained awareness and branding by sharing and marketing its experiences in the social networks.

Other actions carried out in SMART destinations encompass:

  • Mobile Applications
  • Tourism Intelligence System, including data transportation and information Smart management, which altogether turn the destination into a SMART destination.
  • Smart office; a common working place where to unify processes which produces a work synergy and allows sense and common methodology guidelines in the transformation towards an intelligent city.
  • Beaches with free wifi

It is important to mention Singapore Smart City, which is on the way to become the first SMART nation worldwide. The country is working on its Master Plan for the next 10 years, which will be focused on the development of smart communities propelled by integration and innovation.

This blogpost is based on http://www.visionesdelturismo.es/smart-destinations/

Marketing 3.0SustainabilityThird sector and social sustainability

Bringing value through social tourism

The CSR (Corporate Social Responsibility) systems in organizations work in 3 fields: environmental, social and economic. If we focus on the social part, we are likely to find many hotels, destinations and businesses that are socially responsible. This consists of a strategy based on a high social commitment integrated also in the corporate communication and promotion. Both the offer and demand have to be considered in social tourism:

1) Social tourist demand. People such as retirees, handicapped, and from the base of the pyramid, for whom tourism is not easily accessible.

2) Suppliers and social tourist offer. Businesses, organizations and tourism resources prepared and with policies developed to focus on the social part of CSR.

Therefore, tourism focusing on social issues includes market segments which have difficulties in accessing the practice of tourism, and also all those public and private initiatives whose main interest is to maximize the access to tourism integrating all collectives.

At the same time, destination’s competitiveness is highly enhanced so long as this approach contributes to the generation of employment, creates sustainable and conscious tourism flows, and integrates all stakeholders by aligning them in the same direction.

Starting up social tourism initiatives entails listening actively to the affected groups. Interest groups from the tourism sector encompass the employees, tour-operators, travel agencies, hotels, local community, leisure businesses, etc. as there are more people conscious about the social and environmental impacts of the industry.

The reasons why CSR policies are developed may be various, but the interest for social tourism in these groups goes in the direction of optimizing the opportunities to create value. Actually, not caring for social issues related to tourism may end up with the loss of confidence by the stakeholders.

One of the Spanish companies standing out recently in Social Tourism is Confortel, focusing on social branding actions. The social responsibility is their competitive advantage within the hospitality industry, and this is based upon their commitment with the people. Some of the initiatives they have started up are the following:

  • Care for the well-being and hospitality towards clients
    •    Availability of services and facilities accessible to everybody
    •    Labor inclusion. Employment for handicapped people. Nowadays their staff has 40% of handicapped workers, 20% of which are directly hired by the firm.
    •    Special Centres for employment. The firm has reconverted some of its hotels to this concept: Ilunion Suites Madrid e Ilunion Valencia3.

Another of the Spanish firms developing CSR policies is Fuerte Hoteles, focusing both on its employees and its clients, and cooperating with many disadvantaged groups. The hotel chain H10 Hotels is also a reference in social tourism. Some of the actions it is working on are the following:

  •  Caritas Dining hall aid program
    •    Campaign for children’s vaccination from La Caixa Social Welfare
    •    Incorpora Program from La Caixa Social Welfare
    •    Check-in for Africa Campaign (Fundación Guné)
    •    Sleep Smart Campaign. Helping de Homeless

The Corporate Social Responsibility has to be one of the strategic lines in our businesses, destinations, organizations, etc. It brings value to our clients and to ourselves, it helps us to stand out and to be more competitive, and it allows us to walk in the direction of the new times and the current social changes.

And to sum up, it is interesting to know a report on the hospitality sector with regards to CSR initiatives based on G4 (Sustainabilty Reporting Guidelines), the new reporting standard from the “Global Reporting Iniative” (GRI). This turns out to be a contribution in terms of transparency, commitment and confidence with its stakeholders.

Interested businesses may use this Guide to elaborate sustainability reports. It is suitable for any organization of any size, sector and location. So far, some international hotel chains such as Marriott, Hilton, Starwood and Intercontinental can be found in the report.

This blogpost is from  http://www.visionesdelturismo.es/turismo-social/

Environmental sustainabilityMarketing 3.0SustainabilityThird sector and social sustainability

Sustainable management of tourism destinations: challenges, goals and advantages

Since the concept of Sustainable development became popular in the mid 80’s with the celebration of the UN World Commission for the environment and development (Bruntland, Our Common Future, 1987) where this concept is defined for the first time: “The development responding to the needs of the present without compromising the development needs and satisfaction of the future generations”.

When applying this concept to the tourism industry, the concept of Sustainable tourism development is also born: “Development considering the economic, social and environmental impacts when satisfying the needs of the visitors, the local communities and the environment” (UNWTO).

Balancing the three dimensions. Therefore, a tourism development supported by an adequate balance of these three dimensions guarantees the destination’s sustainability in the long term, in a way that the destination operators have to:

1) Optimize the use of the environmental resources, a fundamental asset for the tourism development, keeping the essential eco-friendly processes and helping to preserve the natural resources and the biodiversity.

2) Respect the socio-cultural authenticity of the local communities, preserving their cultural assets and their traditional values, contributing to the social equality and the cross-cultural understanding.

3) Ensure that the economic activities are viable in the long term, delivering profits to all stakeholders proportionally, creating opportunities for stable employment for the local communities to obtain income and social services, thus contributing to reduce poverty.

The principles of sustainable tourism may turn into a series of management practices, which are applicable to all kinds of tourism businesses. The purpose of these principles is to minimize the negative impacts and maximize the benefits of the tourism activity in the socio-cultural, business and natural environment. Nowadays there are an increasing number of Governments and DMOs that adopt the sustainability principles within their management practices.

It is possible to say that sustainable tourism is a new fashion thanks to the new kind of traveler, who is better informed, and more linked to the destination’s social and cultural reality, so long as he or she is more exigent with the overall experience and looks for authenticity through the connection with locals. To satisfy the expectations of this new tourist demand, destinations face many new challenges and goals.

Goals for a sustainable management. On one hand, destinations have to adopt interdisciplinary and integrative approaches, including four main goals:

  1. Prove a sustainable management. Through actions such as the crisis and emergency management or the policies to counter the climate change.
  2. Maximize social and economic profits for the local community and minimize negative impacts, through supporting local entrepreneurs and public participation.
  3. Maximize profits for the local communities, visitors and cultural heritage, while minimizing the negative impacts, by preserving the tourist sites and managing the visitors’ behavior.
  4. Maximize the profits for the environment and minimize the negative impacts, by protecting the fragile environments and controlling the emission of toxic gases.

Challenges for sustainable tourism. On the other hand, in accordance with the destination’s sustainable management, the destination executives face new challenges:

  1. Reduce demand seasonality
  2. Tackle the impact of the tourism transport.
  3. Improve the quality of the tourism sector employments.
  4. Keep and improve the local communities’ prosperity and life quality.
  5. Minimize the use of resources and the production of waste.
  6. Preserve and leverage the value of natural and cultural heritage.

All these challenges can be overcome by using tourism as a tool for sustainable development through coordination between the public and private stakeholders.

To sum up, the 17 goals projected by the UN World Tourism Organization in its report “Tourism and the Sustainable Development Goals” are the following:

  1. No poverty
  2. Zero hunger
  3. Good health & well being
  4. Quality education
  5. Gender equality
  6. Clean water & sanitation
  7. Affordable & Clean energy
  8. Decent work & Economic growth
  9. Industry, innovation and infrastructure
  10. Reduced inequalities
  11. Sustainable cities and communities
  12. Responsible consumption and production
  13. Climate action
  14. Life below water
  15. Life on land
  16. Peace, justice and strong institutions
  17. Partnerships for the goals

This blogpost is from  http://www.visionesdelturismo.es/gestion-sostenible-de-destinos-turisticos/

Business trendsEnvironmental sustainabilityStrategySustainabilityThird sector and social sustainability

Tourism business trends for 2017: Social responsibility is profitable

The UN Global Compact was born as an international Project created in 1999 whose mission was to initiate a global movement to create awareness among the sustainable businesses about the impacts created by their activities, so as to mitigate their negative consequences.

The key points of the initiative are developed upon some clearly defined goals:

  • Doing business responsibly, aligning strategies to the ten universally accepted principles to promote CSR in the areas of environment, labor rules, corruption prosecution, and human rights.
  • Make strategic decisions to develop UN Sustainable Development Goals, emphasizing on innovation and collaboration.

There are more than 13.000 supporting organizations in more than 145 countries, being the largest business social responsibility voluntary initiative worldwide.

One of the usual questions is whether CSR is profitable or not. According to the World Business Council for the Sustainable Development (WBCSD) there are five sources of profitability within SCR:

1. Operational efficiency: reducing waste, selling recyclable products, etc.
2. Risk reduction: taking care of the environment, developing anti-corruption practices, etc.
3. Human resources recruitment and retention: increasing productivity by attracting honest, committed and participative talents, and reducing their turnover.
4. Long term protection of raw materials’ sources: development of suppliers and improvement of the price and payment conditions.
5.  Demand growth: customer attraction and loyalty, and compliance with the large buyers’ requirements.

Far from considering Social Responsibility as a fashion trend or a mere philanthropic action, it is considered as a series of practices applied by firms, and that are part of their corporate strategy, as their goal is to minimize the business impacts and aims to create internal benefits for all the stakeholders.

Socially responsible businesses generate profits by improving their reputation. According to Adela Cortina –Director of the ETNOR Foundation about business ethics-, “social responsibility should be assumed as a management tool, a measure of prudence and an exigence of fairness”. However, there are not clear rules and universal criteria on how to apply Social Responsibility within the Corporate Strategy, letting its development be up to the business owner criteria.

Some of the tourism companies which adhere to the UN Global Compact for Responsible tourism are:

  • Ilunion Hotels.
  • Segittur – Turismo e Innovación.
  • Viajes El Corte Inglés.
  • The Ostelea School of Tourism and Hospitality

This blogpost is from   http://www.visionesdelturismo.es/tendencias-de-las-empresas-turisticas-en-el-2017-aplicar-la-responsabilidad-social-es-rentable/