implementing the flower in...

June 2004 Bakken Consulting

F I N A L R E P O R T :

Implementing the Flower in Norway


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C O N T E N T S: 1. INTRODUCTION.........................................................................................................7

2. PREPARATORY PHASE ...........................................................................................7 2.1 ACTIVITIES IN THE PREPARATORY PHASE ..................................................................7 2.2. FINDINGS FROM THE PREPARATORY PHASE .............................................................8 2.3. STRATEGIES FOR THE PROJECT. .............................................................................9

3. PROJECT PHASE TEXTILE INDUSTRY...................................................................9 3.1. ACTIVITIES IN THE MAIN PHASE, THE TEXTILE INDUSTRY............................................9

3.1.1. Marketing and information process................................................................9 3.1.2. Findings and results, marketing and information process............................10 3.1.3. Application process......................................................................................11 3.1.4 Findings and results, application process.....................................................11

3.2. LESSONS TO BE LEARNED AND FUTURE STRATEGIES – TEXTILE INDUSTRY ..............12 3.2.1. Awareness and motivation for ecolabelling..................................................12 3.2.2. Focus on application process ......................................................................12 3.2.3. Media focus on ecolabelling.........................................................................13

4.0 PROJECT PHASE TOURISM INDUSTRY.............................................................13 4.1. INITIAL RESEARCH AND REVISED STRATEGIES ........................................................13 4.2. ACTIVITIES IN THE MAIN PHASE, HOSPITALITY INDUSTRY .........................................15

4.2.1. Marketing and information process..............................................................15 4.2.2. Findings and results, marketing and information process............................16 4.2.3. Application process, hospitality industry ......................................................16 4.2.4. Findings and results, application process....................................................17

4.3. LESSONS TO BE LEARNED AND STRATEGIES – TOURISM INDUSTRY .........................17 4.3.1. Low awareness............................................................................................17 4.3.2. Seasonality in hospitality industry ................................................................18 4.3.3. Focus on increased motivation and awareness...........................................18 4.3.4. Alternative working methods........................................................................18

5. FINAL PHASE ..........................................................................................................19

6. SUMMARY................................................................................................................20


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List of appendices: Status reports and strategies:

App. 1: List of meetings related to the project, summary.

App. 2: Presentation strategies, European Commission. April 2003. App. 3: Interim Report including revised strategies. October 2003. App. 4: Interim Status Report, March 2004. App. 5: Status Report Eco-labelling Norway, May 2003. App. 6: Presentations for strategy meeting EN, included strategies,

October 2003. App. 7: Presentation: Summary and future strategies, meeting

March 2003. Letter to potential applicants and process documents:

App. 8: Introductory letter to textile enterprises, sent to 10 enterprises June 2003.

App. 9: Address list for textile industry, including comments and summary of interest. June 2003.

App. 10: Example of letters with further information, October 2003. App. 11: Ullkorga: letters to suppliers, Norwegian and English.

October 2003. App. 12: Introductory letter to the tourism industry, sent to 44

companies. January 2004. App. 13: Feedback from the tourism industry and Summary

February 2004. App. 14: Example of telephone interview/ presentation scheme.

January 2004. App. 15: Environmental Policy, Park Hotel. Norwegian and English.

January 2004. App. 16: Procedures applying for the Flower, textile industry. May

2003. App. 17: Comparison of prices, the Flower and the Swan. In

Norwegian. Articles in media: App. 18: Article on Park Hotel, March 2003, RBL. App. 19: Article on Park Hotel, March 2003, Ecolabelling Norway. App. 20: Article on Park Hotel, March 2003, Eco-labelling Norway. App. 21: Article on Park Hotel, March 2003, Dagsavisen. App. 22: Article on Park Hotel, FD (regional newspaper), March

2003. App. 23: Article in Nordlys (regional newspaper), Flower Project.

May 2003. Press releases: App. 24: Article in Textile Forum, August 2003. App. 25: Initial press release. May 2003. App. 26: Newsletter/press release. June 2003. App. 27: Press release, May 2003. Sent e.g. Textil Forum. App. 28: Press release, Park Hotel. March 2004. Power Point Presentations: App. 29: Initial strategies, presentation for European Commission,

April 2003. App. 30: Summary and further strategies. Presentation for Eco-

labelling Norway. March 2004 Other documents: App. 31 Invitation to Seminar, Park Hotel. Program. March 2004.


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1. Introduction In October 2002 the European Commission launched a project called “Development and implementation of a marketing and promotion strategy for the European Eco-label for Norway targeted towards the textile and paint industry”, hereafter referred to as the Marketing and Implementation Project. Project leader has been Mrs. Toril Bakken, from Bakken Consulting, Norway.The work has been done in close cooperation with the Competent Body in Norway, Eco-labelling Norway which is also the Competent Body for the Nordic Swan in Norway. The main aim of the Marketing and Implementing Project was to achieve as many Flower-labelled products as possible in Norway, mainly in the textile and paints industry. After the first meeting with the European Commission the decision was taken to work with the textile and tourism industries as a first screening had shown little interest from representatives from the paint sector. Due to limited resources, the intention has been to focus on practical and targeted activities and avoid using valuable resources for more general marketing and information activities. 2. Preparatory phase

2.1 Activities in the preparatory phase To organise the process, it was decided to divide the project d into three phases: the preparatory phase, the main project phase and a final phase. The preparatory phase included the tasks listed below: • Identification of the main target groups (retailers, manufacturers, EMAS/ISO certified companies,

environmental organizations etc) and raising awareness for Ecolabelled - products. • Identification of the main obstacles enterprises are facing when they want to apply for the award of

the label, as compliance with the environmental criteria, finding suppliers, verification procedures etc. • Collection of information and experience from marketing activities in other European countries. • Development of an appropriate and cost-effective, but flexible marketing strategy for the

implementation of the EU eco-label in the textile and paint sector (target enterprises, marketing mix (workshops, fairs, etc.).

• Identification of the most strategic target groups for the implementation phase (2 phase) Selection of motivated enterprises, availability resources and a sufficient range of products.

• Definition of the framework regarding resources used in the strategy (personal resources, economy, etc.)

• Linkage to the Green family project to and Grip’s textile panel and paint project. • Meeting in Brussels to present the project. According to the Technical Annex of this project the involvement of the Norwegian Competent Body should be ensured. Thus the project leader already had close contact with the Competent Body during the preparatory phase of the project and discussed the envisaged strategy with them and agreed on how to co-ordinate work. The activities accomplished in the preparatory phase are listed and explained in the following table: Activity Description App. No.Five working meetings with Ecolabelling Norway

Search in Ecolabelling Norway’s database. Search on Internet for targets.

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Telephone presentation in order to get feedback and ideas for the

The secretary of Federation of Norwegian Manufacturing Industries (TBL).


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Strategies and potential targets. - Two presentations with GRIP1 Presentation of the project for consultants in

charge of the textile and accommodation industry. Experience Exchange.

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Three telephone interviews and presentations in order to get feedback and ideas for the strategies.

Three textile companies, to identify obstacles in the application process (Nøstebarn, Cotton Child, Høie).

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One presentation to the European Commission (EC)

Presentation of the ideas and selected strategies, and adjusted strategies from EC.

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The project leader spent 105 hours on planning, meetings and presentations during the preparatory project.

2.2. Findings from the preparatory phase The tender originally focused on the textile and paint sector. During the kick-off meeting with the Commission it was decided to focus on the tourism instead of the paint sector. This change was due to a considerable lack of interest from the paint sector. This lack of interest had been realised during a first screening of the industry. The tourism industry on the contrary seemed to be very receptive for the newly established product group of tourist accommodation services. It seemed very obvious that it was better to invest in the tourism sector to make best use of available resources. Resources reserved for activities in the paint sector were thus used for activities in the tourism sector. The findings in this chapter contain the textile industry, while the tourism industry is to be found in chapter 4. The search for applicants in the textile sector brought 215 targets (enterprises) in the textile industry-related group. After a selection in collaboration with Ecolabelling Norway, it was decided to concentrate work on 10 companies. There were two main reasons for that: In the first place, many of the selected companies did not have sufficient production in Norway – most of their garments were bought from abroad. Thus it was obvious that the application process would be much more complicated than for those companies who have more easy influence on their production process as it is under their authority. Secondly, the strategy was to concentrate in the first place on those companies that had already shown interest in eco-labelling in one or the other way, and had at the same time most of their production process in Norway under their authority. A second list of targets was drawn up in case those companies from the first list would not be interested. Additional findings from the preparatory phase were: • Three companies contacted indicated little motivation for eco-labelling in general

and the EU eco-label. The companies regretted that the Flower is not known enough in Norway, and therefore good marketing and information must be done before companies can be motivated to apply for the Flower.

• The presentations for other institutions were more positive; they had an interest in the project, and in addition they indicated that it seemed challenging for the textile industry to apply for the Flower.

• There is a need for more information on the EU eco-label in Norwegian language. Since the acquisition phase for the EU eco-label is challenging, and the decision documents and user manuals are of very technical English it is important to have easy to understand information and promotional material at hand (preferably in

1 GRIP - the Norwegian foundation for Sustainable Consumption and Production - promotes and supports sustainable production and consumption patterns.


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Norwegian; for the time being the other Nordic countries could be a solution) to facilitate the acquisition phase This would give the targeted companies a better understanding of the instrument and related environmental issues, and would help them to start the application process. It is sufficient that the application papers are written in English, since this is at a later stage. In addition it is even appropriate as suppliers come from different countries where English as common language is a good basis for communication.

2.3. Strategies for the project. The tender suggested some general strategies: • Implementing the strategy. Meetings, seminars etc. with the industry, textile panel, paint panel and

family project. • Assist and get as many applicants for the European Eco-label, The Flower as possible. • Update and extend the information about textile and paint products. • Meeting in Brussels to present the draft interim report. • Newsletters and information about the project, both to the industry and media. Due to the findings in the preparatory project, the project leader and Ecolabelling Norway drew up a strategy plan that was a bit more detailed. • Press release and meetings with media in order to get more information and

awareness both of the project and the Flower in general. • Information in Norwegian about the project and the Flower. • Selection of 10 companies to start the process of receiving applicants. If there are

more resources left after having handled those companies, five more will be selected.

• Motivation and practical work. Help with “paperwork” (application, process description etc) and initial contact with suppliers. When application is sent, Ecolabelling Norway will answer and deal with the technical and practical aspects of the application.

• The project leader will motivate the company and continue the work until the Flower has been received.

3. Project Phase Textile Industry

3.1. Activities in the main phase, the textile industry During this strategies planned in the preparatory phase were implemented the. The work aimed to be practical (getting companies to apply and lead them through the application process) and demanded involvement from both the project leader and Ecolabelling Norway. The main phase was divided into two main areas Tthe marketing and information process to motivate companies to apply for the Flower and secondly, the practical support to the applicants.

3.1.1. Marketing and information process The marketing and information process had several activities. Activity Description App. No. Three press releases Sent to various magazines and news 25-27 Presentation for one magazine Textil Forum. Presentation of the project together with

Ecolabelling Norway. Presentation for Janusfabrikken. 1

General presentation Two meetings in the Textile Panel; general presentation of the project and search for applicants.

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Postal mail to 10 companies, including marketing material.

Introduction about the project and the Flower, including marketing material from the European Commission.

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E-mail to 10 companies To prepare for any telephone presentation. - Telephone Meeting – presentation for eight companies.

In total 27 telephones to reach the person in charge to present the project.

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The companies selected were: Ullkorga Children’s clothing, “Voksi” children’s bag. Janusfabrikken AS Inner clothing, wool products etc. Cotton Child Eco-friendly clothing for children. Ulvang – Elitesport Sports clothing, underwear etc. Nøstebarn Eco-friendly clothing for children. Røros Pledd Rugs and pillows in wool. Høie AS Bed linens, woollen rugs etc. Sandnes Uldvarefabrikk Yarn, wool, etc. Innvik Sellgren Industrier Furniture fabrics. Sandvika Veveri* Curtains Seiersborg Textil* Curtains, tablecloths. * Sandvika and Seiersborg merged in 2002, and were undergoing re-organisation at the time of our project.

3.1.2. Findings and results, marketing and information process One magazine article: “Tekstil Forum” is a magazine for the textile industry. This article had a positive impact on the target’s knowledge of and attitude towards the Flower, and many targets mentioned the article when they met on the Textile Panel afterwards. See appendix 24. The contact with targets brought the following results: • Five companies not interested in applying for any eco-label. • Seven companies had heard about the Swan, but never heard of the Flower. They

found the existence of two labels to be confusing. • Four companies wanted to be in contact with Ecolabelling Norway at a later stage,

to review their decision not to participate in the project period. • One company was interested, and wanted a personal meeting to discuss the

opportunities for ecolabelling. In general the project leader got the impression that eco-labelling and environmental issues overall were not very high on the agenda of companies. Most of them wanted to do more but said they had not got sufficient time and resources. In addition they pointed out that the economic situation for the textile industry is not very easy as there is strong competition within the European Economic Area and also from outside this area which meant few resources for anything else than on the optimising and productivity of the production. For a list of targets and their main feedback, please see appendix no. 9. After the initial phase, one company, Ullkorga, was interested and motivated for applying for the Flower. Ullkorga is a factory producing baby-bags and other products for children. See also their website www.voksi.com for more information. The project leader spent 66 hours in the information and marketing process.


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3.1.3. Application process The information and marketing phase resulted in one applicant for the Flower, Ullkorga. During the application phase there were several activities, in close cooperation with Ullkorga: Activity Description App. no.Preparatory application work Planning, organizing and making strategy for

the application. List of products enclosed

1 Application process, practical support.

Application papers including supplier’s list and process and product description.

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Two letters to suppliers In both Norwegian and English, sent to 11 companies.

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Seven e-mail and fax contacts with suppliers

In both Norwegian and English. -

Technical questions Answered by Ecolabelling Norway. - Two presentations for interested companies

Companies: Ullkorga, Janusfabrikken. Presentation of the Flower and opportunities

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Three working meetings with applicant Ullkorga

Meetings with managing director in Ullkorga. Strategic discussions, motivation and practical work with the application.

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Four working meetings with Ecolabelling Norway

Status analysis, evaluation of application process.

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Approximately 55 e-mails and 20 telephone calls

Clarifying production process, requirements during the process.

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The project leader spent 84 hours on this part of the project.

3.1.4 Findings and results, application process The findings from the application phase were as follows: • The manager of the company was highly motivated to go for the EU eco-label At

the same time the person in charge had very little practical experience in working with the EU eco-label or eco-labelling overall. Thus the project leader realized the need for significant support to find and organize all information necessary for the application process. The manager was very supportive during the whole process and had a lot of understanding for the work that had to be done in order to get the EU eco-label.

• The suppliers were not very co-operative in getting the necessary information from them for the application process. The German suppliers had their own environmental standards, and did not see the necessity to answer to the requirements from other labelling systems. Other suppliers repeatedly delayed in giving information about for example the cleaning process. They seemed little motivated to work towards eco-labelling.

• There were many challenges regarding suppliers not being motivated for doing their job in giving information and adapting their processes. However, the applicant was positive and searched for other possibilities and other garments to use. The applicant several times searched for new suppliers.

• The work of motivating and supporting the applicant process demanded significant resources, due to the fact that the applicant did not have full control over the production chain for all raw materials.

• At the end of this project Ullkorga is still in the application phase, and is working to obtain correct information from suppliers. In addition they are searching for other suppliers where the production process and products are already sufficiently documented.


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3.2. Lessons to be learned and future strategies – textile industry

3.2.1. Awareness and motivation for ecolabelling The companies have given us important insight with regard to the interest and motivation for ecolabelling in the Norwegian textile industry. Most of the companies were not yet ready for ecolabelling. They knew little about ecolabelling in general, and the Flower was unknown. The process of getting applicants is a challenging one, given that the industry has undergone significant structural changes in the last years due to a competitive market situation. Here the project started to raise awareness and prepared the ground for further developments in the labelling sector. Eight companies in Norway already have the Oeko-Tex label2 on some of their products, and an unknown numbers of enterprises produce textiles in which Oeko-Tex-labelled products are part of the products. This means that some are already interested in working on environmental issues, and have been part of the target group. There has been confusion regarding criteria; the enterprises assume Oeko-Tex to be the best, and cannot see the difference and importance of having even stricter environmental criteria (the Flower) to qualify for an ecolabel. Recommendations: The project could only contribute to increase awareness amongst textile producers for the EU wide Flower. The interest is there but there is still a need for general marketing of the Flower in Norway. So far the Flower is not well known, although awareness has been raised over the last few years. A general marketing campaign in close cooperation with the industry might yield results. In a future process there should be more networking between companies applying for the Flower. In addition the industry associations might be involved. This has already been solved through the Textile Panel, which has established a “Flower Group” with targets working particularly with the Flower requirements. In addition there is a need for clarification between the Flower and Oeco-Tex standards. A comparison of the two labels will make for an easier application process for those who already have one of the labels.

3.2.2. Focus on application process The results so far show that a company applying for the Flower meets several obstacles from the suppliers. The suppliers had little resources to contribute, and some of them were even negative to the Flower. They were unwilling to contribute correct and detailed information. Ullkorga tried to solve this by changing suppliers. The chances of receiving new applicants from the textile industry and getting the applications processed depend greatly on Ecolabelling Norway’s motivation for operating the process. It seems difficult for the applicants themselves to argue with the suppliers, since many of them do not have the technical knowledge required. 2 Oeko-tex 100 is an ecolabel that guarantees that there are no harmful chemicals in the textiles. The organisation behind it is the International Association for Research and Testing in the field of Textile Ecology. A company can apply for Oeko-Tex and receive the label when the fabrics have been tested at a certified laboratory. There are also developed criteria for environmental issues, in the label called Oeko-Tex 1000.


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Recommendations: The Competent Body must be aware of the obstacles during the application process, and probably invest more resources in the Flower and the application process for the period when an application is under consideration.

3.2.3. Media focus on ecolabelling In the project period one factory, Gudbransdsdalen Uldvarefabrikk, received the Flower license. This work started as a result of their position as supplier for a Danish enterprise demanding labelled products. Their Flower license has resulted in several articles in the media, which is important marketing of the Flower in general. There has been one article in the magazine Tekstil forum, about ecolabelling, the Flower and opportunities for support during the application process. The article had great value for the project and has been seen and mentioned by other textile enterprises (see appendix 27), even one year after the release. It seems as if the best arena for discussing environmental issues is when the industry has their own meeting places, in seminars and fairs. They are then in a professional setting together with their colleagues, and seem to be more motivated and have the time to discuss environmental questions. Recommendations: The power of the media is great, and it is important to place articles in papers and magazines. Targeted marketing should also be focussed on seminars, workshops and fairs where the textile industry has their professional arena. Participation will normally demand some resources (stand rental, coordination of seminars etc), but might be worthwhile since it results in contact with a significant number of potential applicants at the same time. 4.0 Project Phase Tourism Industry Due to the reasons mentioned earlier and the fact that the project leader has experience from the tourism industry, the European Commission decided to focus on this sector rather than the paint industry. After the first phase with the textile industry, the project leader had 64 hours left for the hospitality industry. In addition, the EC decided that the second meeting in Brussels was not necessary; the wish was expressed that the project leader uses the resources for the project instead. Fifteen more hours were allocated for preparations and meetings, and 23 more hours for the money saved on travel costs, in total 38 hours. This gave a total of 92 hours left for the project.

4.1. Initial research and revised strategies The project leader developed the strategies in close cooperation with the executive officer at Ecolabelling Norway, Tormod Lien (in charge of the touirism industry). A search was made in Ecolabelling Norway’s database, and also on the Internet. In addition, companies and obstacles were identified through the Norwegian Tourism Association (RBL) and GRIP. It was decided to select companies already conscious about environmental questions, either through their work with other ecolabels, or through networking with others about environmental questions. The Norwegian tourism industry has already six accommodation units with the Swan label, and 48


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accommodation units with the Eco-Lighthouse-label.3 It was therefore decided to contact: • All Eco-Lighthouse companies (already conscious about ecolabelling). • All accommodation units on Svalbard (strong environmental profile). • All companies in the Alta region, which have joined the network project called

“Environmentally-friendly Tourism in Alta.” Since resources were limited, it was agreed that the most important thing was to support as many applicants as possible, thereafter to make as many companies as possible aware of the opportunities associated with the Flower and, finally, to obtain some feedback on their interest in working with the Flower. The revised strategies for the hospitality industry will therefore also include the following aspects: • Mail and telephone contact with accommodation units, with the aim of informing

and motivating them to apply for the Flower. • Personal contact and presentation of the Flower. • Press releases and contact with the media.

3 The Eco-Lighthouse Program is a customised program for environmental certification of small and medium-sized companies and public administration in Norway. Companies that complete the Eco-Lighthouse Program are awarded certificates. The certification is done in cooperation with and involvement of local municipalities. The programme is differently structured and organised from the Flower and Swan.


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4.2. Activities in the main phase, hospitality industry

4.2.1. Marketing and information process During the process the following activities were completed: Activity Description App. No. Introduction letters to companies including marketing material.

Information about the project and offer of support in the application process to 44 enterprises.

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Information sheet – prices Comparison of prices between the Flower and the Swan. Sent to all companies.

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50 E-mails to companies Follow-up of the letters, and preparation for a telephone presentation.

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Five personal presentations To Park Hotel, Gargia Fjellstue, Funken Hotel, Svalbard Polar Hotel and Ongajoksetra,

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38 telephone presentations Presentation and detailed information about the Flower.

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Two press releases Sent to industry organizations, magazines and newspapers.

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The target group in the tourism industry was the hotels listed below. The group represents a variety of city hotels, campsites, coastal accommodation, hotel chains, mountain lodges and inns. They draw their main customers from all categories, from the Norwegian and international business markets to holiday tourists from Norway and abroad. Due to the limited resources it was agreed that Ecolabelling Norway would present and have responsibility for following up 10 of the companies, after the project leader had sent the introductory letter. This letter was sent to the following enterprises: Birkebeineren Hotel/motel Dr. Holms Hotel, Geilo Vestlia Hotell Kultur- og Konferanse-senteret Voksenåsen Bardøla Høyfjellshotell Hotel Norge, Kristiansand Augustin Hotell Carion Hotel Ernst Rustad Hotell og Fjellstue Quality Hotel Kristiansand Øen Turistsenter Rainbow Hotell Vettre Ro Hotell og Kro Rainbow Hotell Oslofjord Lampeland Kurs og Turistsenter Rainbow Sandnes Hotell Ustedalen Hotell Soria Moria Konferansesenter Hotell Wergeland Rainbow Høyers Hotell, Skien Highland Hotell Bakkegaard Appartment Ramberg Gjestegård Rainbow Hotell Skeikampen Knatvoldstranda Camping Skottevig Maritime Senter Toten Hotell Svalbard Polar Hotell Bergsjøstølen Høyfjellshytte Spitsbergen Travel Hotel Brattvåg Hotell Kings Bay Kulkompani Raumergården Hotell Rica Alta Hotel Quality Astoria Hamar Ongajoksetra Sandefjord Motor Hotell Aurora Hotel Quality Hotel Residence Nordlys Hotel Haugastøl Turistsenter Lia Fjellstue Park Hotell Gargia Fjellstue


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4.2.2. Findings and results, marketing and information process The postal, e-mail and telephone meetings brought the following results. Potential Not reached Not interested Birkebeineren Hotel/motell Ro Hotell og Kro Toten Hotel Vestlia Hotell Lampeland Kurs og Turistsenter Bergsjøstølen Høyfjellshytte Bardøla Høyfjellshotell Ustedalen Hotell Brattvåg Hotell Augustin Hotell Hotell Wergeland Raumergården Hotell Rustad Hotell og Fjellstue Highland Hotell Quality Astoria Hamar Øen Turistsenter Ramberg Gjestegård Sandefjord Motor Hotell

Knatvoldstranda camping Quality Hotel Residence Haugastøl Turistsenter Not contacted Lia Fjellstue Dr. Holms Hotel, Geilo Bakkegaard Appartment Kultur- og Konferansesenteret Voksenåsen

Rainbow Hotell Skeikampen

Hotel Norge, Kristiansand Skottevig Maritime Senter Carion Hotel Ernst Svalbard Polar Hotell Quality Hotel Kristiansand Spitsbergen Travel Hotel Rainbow Hotell Vettre Kings Bay Kulkompani Rainbow Hotell Oslofjord Rica Alta Hotel Rainbow Sandnes Hotell Ongajoksetra Soria Moria Konferansesenter Aurora Hotel

Positive, wanted a visit Park Hotel Gargia Fjellstue

Rainbow Høyers Hotell, Skien Nordlys Hotel Positive: Wanted a visit, and wanted to make a decision immediately. Potential: Companies interested in ecolabelling and the Flower, but with insufficient

resources at the moment. Should be contacted at a later stage Not reached: Some of these were closed for the season (no answer at all) and others

were too busy with the winter peak season. Some of these might be interested if contacted at a later stage, hence might be a potential for ecolabelling.

No interest: Some of these companies were rather conscious about ecolabelling but had no resources for more ecolabelling.

Not contacted: Companies on Ecolabelling Norway’s list, which they should contact for telephone presentation and offer support for application. Due to limited resources this has been postponed

The mailing, telephone meetings and other meetings were done in January and February. A summary of the comments from the 44 companies is provided in appendix 13. The activities started in October 2004, and Park Hotel (Alta Municipality) was interested from the first contact. Since they were positive, the project leader used resources to motivate the board and the employees, in collaboration with the hotel manager. This gave immediate results; within three weeks they decided to apply for the Flower. During personal meeting Gargia Fjellstue was interested and positive, but had no resources for ecolabelling. The project leader spent 74 hours on the information and marketing process for the tourism industry.

4.2.3. Application process, hospitality industry The marketing process brought one applicant for the Flower, Park Hotell. Through the application process, the following activities were carried out in cooperation with Park Hotel and Ecolabelling Norway:


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Activity Description App. No. Initial meeting for presentation and motivation for the Flower.

Together with the management and the staff of Park Hotell.

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Second meeting; motivation and information to the board of the company, planning and preparing for application.

Planned and runned by the project leader and manager of Park Hotell.

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Practical work with the application. Solutions for information about the Flower in the rooms, recycling routines, information to suppliers etc. See example of environmental policy.

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The working meetings with Ecolabelling Norway.

Planning, coordination, practical work etc. -

Two summary reports to Ecolabelling Norway

Planning and results from the hospitality industry. 6,7

4.2.4. Findings and results, application process During the application period the project leader was asked to help with several challenges; how to inform guests in a positive way, how to organise information in each room in a suitable way, further marketing after being approved for the Flower licence etc. The result was that most of the resources were spent in the application process. Park Hotel received the Flower licence on 8th March. Park Hotel was already licensed for the Swan; many of the requirements were thus already fulfilled. However, they found it challenging to start the process of organising the work and reading all the papers in English. The documents in Danish were significantly helpful in reducing the language barrier. The application process for the tourism industry also demands a greater focus on human resources and organisational elements than is the case with other industries; the “product” is the presence of service personnel and their routines. The staff must, therefore, be motivated and do the practical work, and the board must give the entire organisation approval for working on environmental issues. The media focus and invitation to a seminar for a presentation of the Flower licence resulted in five articles about the Flower and Park Hotel, and media focus in both regional and national newspapers. The project leader spent 76 hours on the application process for the tourism industry.

4.3. Lessons to be learned and strategies – Tourism industry

4.3.1. Low awareness The process has generated useful information for further work with the EU Flower. The selected companies were environmentally-aware, and had already started some action with a view to obtaining an ecolabel. However, the interest in the Flower was strictly limited, even though greater than it was for the textile group. This shows that knowledge and awareness of the Flower is limited, even amongst companies already highly aware of environmental issues. Recommendations: The low awareness on the part of already-ecolabelled accommodation confirms the indications from the textile industry: information about and awareness of the Flower is low. There is a need for more marketing and information to raise awareness about the Flower.


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4.3.2. Seasonality in hospitality industry Many of the companies contacted had their peak season during February, which was the period of contact. Many of those indicated that the best time for them to work on extraordinary projects such as the EU Flower was May-June, and thereafter during the autumn, September-November. The tourism industry has relatively clearly-defined peak seasons in Norway: Winter season (skiing): February – April Summer season: June – August Christmas season: Mid-November -- December Seminar season: All year except the summer season. In addition many hotels accommodate special-interest tourists, which gives them a different peak-season pattern. The peak seasons we can see in the Norwegian tourism industry today, might differ from country to country, depending on their market. Since Park Hotel is a bed-and-breakfast hotel, November-December was the optimal time for them regarding extra project work on licensing. Therefore, the process was relatively uncomplicated for them. Recommendations: In planning further activities, seasonality should be taken into account. The enterprises can accept project work in the low season. For city hotels the activity has a better curve, but for the rest of the hotels seasonality might be decisive for the motivation and chance to accomplish a labelling project. It is important to identify the peak seasons for each of the countries, and for the type of accommodation.

4.3.3. Focus on increased motivation and awareness The idea of ecolabelling is difficult to launch in a short meeting, if the company is not very motivated beforehand. The companies have a hectic daily life, and if there is no absolutely important reason for licensing at the moment, most of the enterprises will postpone the decision to a later stage. Recommendations: A possible solution for increasing consciousness and motivation is to create an arena for discussing ecolabelling at a professional level, integrated with other topics such as efficiency, economy and marketing. One idea is to invite the industry to workshops and seminars, preferably together with their own industry association. In Norway, for example, there is a Tourism Fair in Oslo every January, in which most of the industry participates. During this period there are several seminars and workshops, and that might be the beginning of an implementation of the Flower. After licensing, several articles were launched (some in newspapers, and some on Internet news sites). The articles launched are enclosed in appendices 18-22. Recommendations: The power of the media must not be underestimated. Interesting and motivating press releases and contact with media focussing on the Flower should be sought. This has a significant value, giving the industry knowledge and awareness of Ecolabelling and environmental issues.

4.3.4. Alternative working methods In Norway there have been several network projects aiming at working with practical environmental issues. In the Alta, Geilo and Lofoten regions this has yielded positive results and more ecolabelled products in the tourism industry. It is assumed that networking projects can give more targeted results while working with ecolabelling,


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both in Norway and in other regions or countries. Since ecolabelling is now becoming more known within both the textile and tourism industry, this might yield significant results. It is also important to recognise that such projects also generate media focus, which is of great value for further recruitment of potential applicants. Recommendations: Networking between companies from the same industry, and also across industry boundaries, will lead to more activities with limited resources. Such a project might be organised in several ways, and suggestions for such projects include: 1. Regional groups in Norway Take the initiative in creating a group of enterprises within the same branch, for example in the Trøndelag region, the Fjords region or the Oslo region. Knowledge, consciousness and practical work, together with colleagues and competitors in the region, should be part of the project. The project ought to be a process for two years, with an introductory stage and a practical stage. 2. International networking aiming at licensing with the Flower. Choose companies across borders, for example three companies from Norway, Denmark, Italy, France, Poland and Germany. Offer a process aiming at licensing with the Flower. This might create much media focus, at the same time as it offers experience both in ecolabelling and in differences amongst the countries. This can give crucial information, which can be used for marketing and motivating companies in the different countries, and will also give experience in practical challenges between the countries. 5. Final Phase The final phase involved the following tasks: • Evaluate the strategy and make recommendations for further strategies for

implementation of the EU ecolabel in the textile and tourism sector. • Complete the final report, including number of companies contacted, number of

companies that obtained the Flower or started the application process for the Flower.

Evaluation of the strategies has been done in cooperation with Ecolabelling Norway. During the process, there have been a total of 13 meetings with Ecolabelling Norway. Eight persons at their office have been involved in the diverse stages, from executive officers to marketing personnel and management group. The collaboration has been very positive. During the meetings the focus has been on practical issue, strategies for the future, organising the work, exchange of experiences and reporting. The last meeting was on the 30th of March, where the entire project was evaluated and discussed. Nine reports and presentations are linked to the strategy work: see appendices 1-7 and 29-30. Recommendations for further strategies are included in chapters 2.4, 3.4 and 4.4, “lessons to be learned”, in addition to the discussions and summary in chapter 6. In addition the project leader has held several meetings with Ecolabelling Norway where certain topics have been discussed, such as recommendations for marketing material. . All the detailed information about feedback for each of the companies and addresses has been made available for Ecolabelling Norway. Since there might be sensitive information (production process, suppliers list etc), this has been given directly to Ecolabelling Norway. The project has also been presented to students at Finnmark College during a seminar session in March 2004, with focus on the Flower, experiences and opportunities in the future.


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A part of the final phase was to plan and participate in the Flower seminar at Park Hotel, where the project leader was asked to chair the meeting. The seminar was very successful, with approximately 40 participants including a speech from one of the two Parliamentary representatives who participated. See also appendix 31. 6. Summary. The marketing and implementation project has provided us with important knowledge about how to implement and market the Flower. The initial, practical implementation activities have been carried out via the marketing and implementation project. In addition, strategies for the future have been discussed. It has also provided indicators to measure the interest in and motivation for the EU eco-label. The process of getting licensed differs from one industry to another. For the tourism industry it is mostly internal work with routines, searching for information from a few and often local suppliers etc. For the textile industry, most of the effort will go into collecting information from a variety of suppliers, who in turn have a variety of sub-suppliers distributed all over the world. . For the tourism industry different kinds of motivation might be necessary (motivation of the employees) compared with the textile industry (contact with foreign suppliers). Due to the fact that the textile industry is in its introductory phase regarding ecolabelling, the results so far are sufficient. One applicant is in process, and four undergoing follow-up, which shows that the target group has a potential. Also the hospitality industry has opportunities in the future. One company has received the Flower as a result of the project, and several companies have already started their environment-friendly activities on the operational level. In total there are two Flower- licensed accommodation units in Norway, and one licensed textile company. Chapters 2,3 and 4 describe the project activities, results and lessons to be learned from the project. In general marketing and implementation of the Flower in Norway has brought important results: • The project has made a start on implementing the Flower in Norway, and

constitutes a foundation for further work in Norway. • The competent body has been given an exact list of potential applicants, in both

the textile and hospitality industry. • The project has given a lot of companies knowledge about the Flower and

ecolabelling, and thereby raised their environmental awareness. The increased focus on the Flower through the Textile Panel and the Flower group creates a platform for further implementation of the Flower. This might lead to more Flower licences in future.

• The project has resulted in one more Flower license, and one applicant in the application process.

• When the project started, no Norwegian companies had applied for the Flower. Today there are three Flower-licensed companies in Norway.


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There has been the following output from the project: Activity and written materials Comments. 13 meetings with Ecolabelling Norway: Presentations, working meetings,

planning. Five status reports, both in English and Norwegian. App. 2-7. 55 letters sent to potential applicants App. 8, 10, 12. Two additional documents such as general information in Norwegian, comparison of ecolabels etc.

App. 16,17.

Three press releases sent, to 15 different papers and magazines. One press release sent to all national and regional newspapers.

App 25-28

Seven articles in media App. 18-24 60 companies contacted via mail and telephone. App 8,9,12,13. 44 presentations (both personal and telephone) for potential applicants

App. 8,9,12,13.

Two Power Point presentations App. 29,30 Five presentations to other institutions and workshops App. 1 Six meetings with Park Hotel App. 1 Five meetings with Ullkorga App. 1 One applicant received the Flower Park Hotell One applicant in process Ullkorga. One meeting and presentation with European Commission

App. 1, 2,29

105 hours spent preparatory phase Estimated 92 hours 300 hours spent main phase Estimated 242 hours (204 + 38). 120 hours spent final phase Estimated 112 hours (74 + 38) Summary of strategies recommended: • General marketing of the Flower, in order to raise the level of awareness and

knowledge about the Flower. • Have resources available in the application phase, and invest effort in obtaining

information about the production process. • Clarification of differences between Oeco-Tex standards and the Flower. • Targeted marketing to seminars, workshops, fairs and conferences held by the

industry itself. • Plan for seasonality and avoid peak seasons. • Invest resources in good media strategy, in order to get as many articles as

possible into newspapers and magazines. • Networking between companies in the same industry, in the same region or across

region and industries, in order to raise motivation and give the participants the advantages of networking processes.

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