toolkit for sustainable tourism in latin america: for tour operators

8/2/2019 Toolkit for sustainable tourism in Latin America: For tour operators.

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For Tour Operators

Toolkit for Sustainable

Tourism in Latin America


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CREM BV

Spuistraat 104d

1012 VA Amsterdam, the Netherlands

Tel.: +31 (0)20-627 4969

Fax: +31 (0)20-626 6539

E-mail: [email protected]

Website: www.crem.nl

Rainforest Alliance

665 Broadway, Suite 500

New York, NY 10012 USA

Tel.: +1 (212) 677-1900

Fax: +1 (212) 677-2187

E-mail: [email protected]

Website: www.rainforest-alliance.org

Toolkit for Sustainable Tourism in Latin America

For Tour Operators

April 2005 / Actualized April 2007

CREM BV and Rainforest Alliance

Amsterdam, the Netherlands

San Jos, Costa Rica


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Credits

Development:

CREM BV, in co-operation with Rainforest Alliance

Graphic design:

Diseo Editorial S. A.www.kikeytetey.com

Technical edition and adaptation:

Erick Vargas

Technical Review:

Alejandrina Acua

Philologist:

Sonya Kozicki-Jones

Financed by:

Inter-American Development Bank

Fundecooperacin

Kit


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Content

INTRODUCTION

How to use this toolkit? ............................................8

1. Background: The need for asustainable tourism industry ......................................9

Tourism: an industry without smokestacks? ..............9

Toolkit objective ............................................................9Target audience ........................................................... 10Partnerships with local stakeholders .........................10

2. Sustainability of tourism ............................................11

What is sustainability? ................................................11Sustainable tourism ....................................................11

3. Toolkit outline and main contents ............................13

MODULE 1:

Improve the sustainabilityperformance of tour operators................................18

1. Sustainable products and services ......................192. Six steps toward sustainable

products and services ............................................21

Step 1:

Choose your approach to sustainability ................... 23

1. How can sustainability be approached? .............232. Develop a profile of the type

of clientele you want to focus on ........................233. Decide on an approach to sustainability ..............244. Draft mission and vision statements ...................265. Adopt product development as a

component of your sustainability strategy ..........26

Step 2:

Put together your Sustainability Plan ......................28

1. Identify products and servicesincluded in your package tours ............................ 28

2. Identify key sustainability issues .........................293. Draft general sustainability general goals ..........324. Identify possible solutions ....................................335. Put together a sustainability plan .........................346. Prepare for the implementation

of the Sustainability Plan .....................................38


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Step 3:

Seek collaboration with local stakeholders .............40

1. Identify local stakeholders ....................................402. Start the sustainability dialogue ...........................41

Step 4:

Implement the Sustainability Plan ........................... 44

1. Carry out plan implementation .............................442. Monitor development of the Plan .........................45

Step 5:Promote your sustainable package tour ..................46

1. Use the appropriate communication channels ...462. Use cross-selling ....................................................47

Step 6:

Evaluate and decide on follow-up ............................49

1. Evaluate the implementationof the sustainability plan .......................................49

2. Share the results .................................................... 503. Decide about follow-up .........................................50

MODULE 2:

Fact Sheets for sustainabilityof tourism products and services ...........................54

1. Introduction ............................................................ 552. Classification of tourism

products and fact sheets .......................................56

(sheet 1)

High mountains, volcanoes, caves, and othergeographical and geological features .......................61

Planet Issues ................................................................ 65Profit Issues .................................................................. 69Certification ..................................................................70Guidelines and codes of conduct ...............................71Examples ...................................................................... 71

(sheet 2)

Lakes, rivers, and other bodies of freshwater ......... 73

People Issues ...............................................................74

Planet Issues ................................................................ 78Profit Issues .................................................................. 81Certification ..................................................................82Guidelines and codes of conduct ...............................82Examples ...................................................................... 83


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(sheet 3)

Forests and protected nature areas .........................84

People Issues ............................................................... 85Planet Issues ................................................................ 88Profit Issues .................................................................. 92Certification .................................................................. 93Guidelines and codes of conduct ...............................94Examples ...................................................................... 95

(sheet 4)

Cities, villages, and surrounding rural areas ...........96

People Issues ............................................................... 98Planet Issues ............................................................... 102Profit Issues ................................................................. 106Certification ................................................................. 108Guidelines and codes of conduct ..............................108Examples ..................................................................... 109

(sheet 5)

Accommodations ...................................................... 112

People Issues .............................................................. 113Planet Issues ............................................................... 117Profit Issues ................................................................. 122Certification ................................................................. 124Guidelines and codes of conduct ..............................125

(sheet 6)

Transport .................................................................... 128

People Issues .............................................................. 129Planet Issues ............................................................... 130Profit Issues ................................................................. 131Certification ................................................................. 132Guidelines and codes of conduct ..............................132Examples ..................................................................... 132

(sheet 7)

Marine and beach-based

activities without engine use ................................... 133


(sheet 8)

Marine and coastal-basedactivities with engine use ......................................... 145



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(sheet 9)

Diving and snorkelling .............................................. 156


MODULE 3:

Sustainability Directory .......................................... 164

Guidelines, Codes of Conduct ................................... 166Programmes for compensation of CO

2emissions .. 170

Certification labels for sustainable tourism .............171

Names and addresses of organisations ......................... 175

Sources of information ................................................... 181

Accommodations ....................................................... 181Sustainability labels ...................................................181Governments and sustainable tourism .................... 182Tour operators and sustainability ............................. 182Websites ...................................................................... 183


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How to use this toolkit?

INTRODUCTION


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1. Background: The need for a

sustainable tourism industry

Tourism: an industry without smokestacks?

Tourism has been called the industry without smokestacks,which refers to the absence of environmental repercussions.Nevertheless, it is known today that tourism, like any other

human activity, can have negative impacts on natural andcultural resources as well as on the local people in destinations.One main reason why tourism has often been carried out inunsustainable ways is because there was little knowledge aboutits real social, cultural and environmental impacts. Fortunately,all around the world there is now growing concern about theimpacts of tourism on the sustainability of our planet.

In response to this, the tourist sector is increasingly assumingits responsibility, developing initiatives to reduce its negative

effects.

Sustainable tourism is NOT, therefore, a sector of tourism. It ismore of a framework for all types of tourism that are intendedto work sustainably: ecotourism, cultural tourism, adventure,agrotourism, sun-beach-sea, incentives and others, as well as

for all products and services involved: lodging, transportation,tour operations, activities, food, souvenirs, and others. The

development of a sustainable tourism sector is important for anumber of reasons:

Tour operators are becoming more interested insustainable tourist products and services.

The assets of the tourist industry are the environmentaland cultural values of the destination, such as thepresence of a large local biodiversity, a clean environment,beautiful landscapes and authentic cultures. It is thereforecrucial that those assets be managed sustainably.

Taking into account the interests of local people maybe a precondition for a safe and attractive tourismdestination.

Sustainable tourism can also present opportunitiesto generate positive effects for the destination bycontributing to the conservation of culture and natureand the development of the local economy.

Toolkit objective

The purpose of this toolkit is to support tour operators workingin Latin America, which aim to improve their sustainability bydeveloping package tours that combine sustainable products


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T o o l k i t f o r S u s t a i n a b l e T o u r i s m i n L a t i n A m e r i c a / T o u r O p e r a t o r s

and services. The toolkit provides a background for theidentification of sustainability issues. Moreover, this toolkit

recommends actions for dealing with them and for overcomingproblems associated with them. It also offers marketingrecommendations to position those packages in the market. Italso provides inspirational examples, sources of information,and contacts.

Target audience

This Toolkit is intended for use by tour operators working

with Latin American destinations, who aim to improve theirsustainability performance. They may work with local supplierssuch as private enterprises, family or community ownedbusinesses, and cultural/environmental NGOs offering tourismproducts and services.

Suppliers products and services may involve accommodations,food, transportation, tour activities, souvenirs, and others.They may be working in different tourism sectors, such asecotourism, agrotourism, sun-beach-sea, cultural tourism,

adventure and sports, leisure, health, or others.

Partnerships with local stakeholders

For strategic purposes, an important objective of this toolkit isto encourage the establishment of partnerships between touroperators and Latin American providers of tourist products andservices.

H t thi t lkit?


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2. Sustainability of tourism

What is sustainability?

In 1987, the World Commission on Environment andDevelopment, created by the United Nations, definedsustainable development as:

that which meets the needs of the current generation without

jeopardizing the capacity of future generations to satisfy theirown needs.

This concept became popular through the World Summiton Environment and Development, which took place in Riode Janeiro, Brazil, in 1992. In 2002, the World Summit onSustainable Development that took place in Johannesburg,South Africa, defined economy, environment, and societyas being the three principles for sustainability. The termsustainable has been applied to many human activities,including tourism.

Sustainable tourism

Sustainable tourism can be defined as that which:

fulfils social, cultural, ecological and economic compatibilitycriteria. In the long-term, with regard to current and futuregenerations, sustainable tourism is ethically and sociallyequitable, culturally compatible, ecologically viable andeconomically appropriate and productive (Adapted from: NGOForum for Environment and Development).

Another definition states that:

sustainable tourism development meets the needs of presenttourists and host regions while protecting and enhancingopportunities for the future. It is envisaged as leading tomanagement of all resources in such a way that economic,social and aesthetic needs can be fulfilled while maintainingcultural integrity, essential ecological processes, biologicaldiversity and life support systems (Adapted from: WorldTourism Organisation).

T l k i f S i b l T i i L i A i / T O


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Sustainable tourism, therefore, involves the three principles ofsustainability:

Society: Sustainable tourism should allow friendly andequitable interactions between visitors and the local people, in acontext of mutual understanding and respect; it should providehigh quality experiences and safety for tourists; it should offeropportunities to local people to improve their quality of life,as well as respect their rights, including those related to labor.Moreover, sustainable tourism should preserve and enhancethe cultural values of the destination, including its history,architecture, landscape, traditions, technologies, gastronomy,language, and others. For practical purposes, in the context ofthis toolkit, the social aspect will be referred to as People.

Environment: Sustainable tourism must collaborate in theconservation and enhancement of the environment at thedestination; thus, tourism activities, products, services andinfrastructure must all allow the natural processes and cyclesthat take place within the ecosystems and on the planet as a

whole to be maintained. Sustainable tourism must also protectbiodiversity and ensure that it can be responsibly enjoyed. In

the context of this toolkit, the environmental aspect will bereferred to as Planet.

Economy: Sustainable tourism must be profitable. Entrepreneurswont be interested in sustainability if their business andactivities are not successful. Tourism must generate acceptablelevels of economic profitability for the tourism industry asa whole, as well as for local residents. In the context of thistoolkit, the economic aspect will be referred to as Profit.

For a stakeholder to become more sustainable, all three aspectsneed to be given due attention; for example, a company mightcontribute to nature conservation (Planet) but neglect theeffects of tourism on the local economy (Profit) or the impactson the local culture (People). It is therefore important to assessthe sustainability of a tourism activity in terms of the threedifferent aspects.



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3. Toolkit outline

and main contents

The objective of the Toolkit is to provide practical measures,suggestions, examples and sources of information for thedevelopment of sustainable tourism. The Toolkit is composedof three main modules, as indicated by the schematic outlinebelow.

Figure 1: schematic outline toolkit

Module one: Improving the sustainability performance of touroperators offering package tours to Latin America

This first module focuses on internal management proceduresthat managers can follow to develop and implement moresustainable tourism products and services. This methodologyaims at enabling businesses to become more sustainableby working on the sustainability of all their products andservices. Therefore, the tourism product is taken here as apoint of departure to work for the sustainability of the entirecompany. The methodology is based on a cycle of six steps.Once sustainability issues have been identified and prioritized,the stakeholder can select measures to make the product moresustainable. The six steps include:

Step 1: Choose your approach to sustainability

Step 2: Put together your sustainability plan

Step 3: Establish strategic partnerships

Step 4: Implement and monitor your sustainability plan

Step 5: Market your sustainable tourism package

Step 6: Evaluate and decide on follow-up

Improving the sustainability performance ofLatin American tourism organizations andenterprises offering products and services.

Introduction : How to use the toolkit

Fact sheets: Sustainability of tourism

products and services - Issues and suggestedactions.

Latin American Sustainability Directory.

Module 1

Module 2

Module 3



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Module two: Sustainability of tourism products and services:Issues and suggested actions

In the process of making ecotourism package tours sustainable,the tour operator may require more information on specifictopics. The second module contains fact sheets with informationabout nine categories of tourism products and services,depending on the geographic, natural or cultural surroundingswhere they take place.

It is important to mention that, in tourism, a product is the resultof adding up activities (e. g. hiking, bird watching) and services(e. g. transportation, box lunch, guiding), with the support ofinfrastructure (e. g. visitors centers, trails), and equipment(e. g. exhibits, binoculars), all of which allow the enjoyment ofnatural or cultural attractions (e. g. forest, birds). Even thoughall these components are included in the fact sheets, there is aspecial emphasis on tourism activities, since they permit rapididentification of sustainability issues that affect the performanceof an organization or enterprise as a whole. The nine productcategories are:

Fact sheet 1: Mountains, volcanoes, caves and othergeographical and geological features

Fact sheet 2: Lakes, rivers and other bodies of freshwater

Fact sheet 3: Forests and nature protected areas

Fact sheet 4: Cities, villages and surrounding rural areas

Fact sheet 5: Accommodations

Fact sheet 6: Transportation

Fact sheet 7: Marine and beach environments(no engine use)

Fact sheet 8: Marine- and coastal waters environments(with engine)

Fact sheet 9: Diving and snorkelling

Since the fact sheets are designed to be read independently,the reader will notice that some information in separate sheetsis similar. The basic outline of every fact sheet isshown below.



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Planet: Sustainability issues. Suggested actions.

People: Sustainability issues. Suggested actions.

Profit: Sustainability issues. Suggested actions.

Certification

Examples of best practices

Guidelines andcodes of conduct

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Figure 2: schematic outline of one fact sheet Module three: Latin America Sustainability Directory

The third module provides an overview and additional

information of all guidelines, certification labels, names oforganizations etc. that have been mentioned in Modules 1 and2. Module 3 is divided into the following sections:

1. Guidelines, Codes of Conduct and Certification labelsfor sustainable tourism in Latin America. Overview andbrief information of all guidelines, Codes of Conduct,certification labels etc. relevant to sustainable tourismin Latin America that have been mentioned in Module 2(Fact Sheets) of the Toolkit

2. Names and addresses of organisations. Contact detailsof organisations working in the area of sustainabletourism.

3. Sources for more information. Further reading: selectionof guides, brochures and books on sustainable tourism,containing practical information on measures and bestpractices.

4. Index.


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Improve the sustainability

performance of tour

operators

MODULE 1:


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Improve the sustainability

performance of tour operators

Module 1: Improve the sustainability performance


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p y p

1. Sustainable products and

services

Tourism packages provided by tour operators are composedof services and products. Sustainable tourism can relateto tangible tourist products, such as locally made food anddrinks or handicrafts, clothes and other souvenirs. Sustainabletourism may also relate to intangible services, such asovernight stays, excursions to nature or cultural destinationsand artistic performances. In this context, one way to improve

your companys sustainability performance is by adoptingthe product as the point of departure. Ask yourself: how canI enhance the sustainability performance of my products?Please bear in mind that the objective of this approach is tocontrol and reduce the negative environmental and socialeffects caused by tourism products and services.

In tourism, a product is the result of adding up activities (e. g.hiking, bird watching) and services (e. g. transportation, boxlunch, guiding), with the support of infrastructure (e. g. visitor

centers, trails), and equipment (e. g. exhibits, binoculars), allof which allow the enjoyment of natural or cultural attractions(e. g. forest, birds).

Tourism packages provided to customers by tour operatorsare composed of a chain of products and services for the

commercialization of a destination. For each step in theseproduct chains, different stakeholders are involved, includinglocal agencies, private companies, family-owned enterprises,individual tour guides, artisans, local organizations andcooperatives, NGOs managing nature areas, and others. Thefollowing figure presents the phases of development of thefinal tourist product.

Figure: Product chain of the package tour to Latin America

P HA SE 1 P HA SE 2 P HA SE 3 P HA SE 4

Marketing &

sale

P urchasing &

contractsDestination

orientation

P roduct

development

European

stakeholders

L atin A merican

stakeholdersLatin A merican

stakeholders

European

stakeholders.

exploringmarketopportunities

composition ofholiday product

selection oftransport

selection ofaccommodations

selection ofactivities

purchase ofthansport

purchase ofaccommodations

purchase ofactivities

develop producbrochure

advertising andpromotion



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Notice that the activities of phases 1 and 4 take place at the touroperators office in Europe. The tour operator hires suppliers

for office supplies, stationery, promotion materials, energy, andothers. The stakeholders involved in these activities are based inthe country of the tour operators office in Europe. Sustainabilityissues relating to Phase 1 and Phase 4 can be addressed atthe office(s) of the tour operator aboad and, if necessary, incollaboration with foreign stakeholders. For example, if thetour operator wants to reduce the amount of paper used forpromotion material (Phase 4), this can be coordinated fromthe tour operators office in Europe, for example within theframework of an environmental management system. These

activities, however, are not the central point of attention in thisguide.

On the other hand, the activities of Phases 2 and 3 are morerelated to operations at the travel destination, in this caseLatin America. The tour operator selects and purchases theservices of local suppliers or hires a local agency that acts as anintermediate. Suppliers of the package tour are, for example,managers of accommodations, transport organizations,owners of excursion agencies, and all kinds of local tourism

entrepreneurs. Sustainability issues relating to Phases 2 and3 cannot be addressed by the tour operator alone, but oftenrequire collaboration with local stakeholders.



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2. Six steps toward sustainable

products and services

This first module proposes a methodology that you, asa tour operator, can follow for the development of yoursustainable tourism products and services in Latin America.The methodology consists of six steps that focus on thesustainability issues related to Phases 2 and 3 of the productdevelopment chain, that is, in Latin American destinations.This methodology encourages operators to seek collaboration

with local stakeholders for the implementation of productimprovement at the holiday destination. Tour operators andstakeholders will thus create a common understanding ofsustainability and pave the way for a more sustainable touristsector.

This methodology is based on a cycle of repetitive steps, whichare described below. Once you have identified and prioritisedsustainability issues, you can select measures to make yourpackages more sustainable. The methodology will relate to

the actions and decisions of tour operators in the process ofdeveloping tourism packages, for example:

Product Development: choice of destination and targetgroups, services included (flight, accommodations,

other); Supply Chain Management: procedures for selection

and contracting of service providers;

Activities at the Destination: procedures for collaborationwith local partner organisations, selection and planningof activities / projects carried out at the destination, etc.;

Customer Relations: actions focussing on customers withregard to among other things awareness-raising aboutsustainability and marketing of sustainable package

tours, among other things.

Step 1: Choose your approach to sustainability

The first step consists in deciding on how the organizationis going to approach sustainability, either by operating ina niche market for sustainable tourism or by incorporatingsustainability as one of the aspects of quality. Mission andvision statements will also be drafted in this step to reflect theorganizations commitment to sustainability. Here, the touristproduct will be adopted as the point of departure to improvethe companys sustainability performance at the destination.



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Step 2: Put together your sustainability plan

With this step, tour operators will gain insight into thesustainability problems related to existing or new tourismproducts and services included in their packages. Thisinformation will then allow mitigating measures to be identified.Finally, the entire sustainability plan will be put together.

Step 3: Seek collaboration with local stakeholders

This step aims to identify local stakeholders in the tourist sector

interested in collaboration to address the sustainability issuesidentified and jointly implement mitigating measures. Strategicpartnerships can be established between tour operators andLatin American providers of tourist products and services whoare committed to sustainability. Due to the growing interestof tour operators in sustainable products and services, animportant objective of this module is establishing partnershipsbetween tour operators and Latin American providers.

Step 4: Implement and monitor yoursustainability plan

The objective of Step 4 is to carry out the implementation ofthe sustainability plan and to monitor its development.

Step 5: Promote your sustainable tourism packagesto Latin American destinations

Step 5 provides several suggestions on how to successfullypromote the tour operators tour packages and on how tocommunicate with customers about sustainability.

Step 6: Evaluate and decide on follow-up

The objective of Step 6 is to review the tour operatorssustainability performance, and based on the achievement

of the plans specific objectives, to share the results withpersonnel, customers, the media and local stakeholders, aswell as to decide on further improvement.

Figure 3: schematic overview of the six steps

Step 3: Seek cooperation

with local stakeholders.

Step 6: Evaluate and

decide on follow-up.

Step 5: Promote your

sustainable tour packges.

Step 2: Put together

your sustainability plan.

Improving sustainabilityperformance of Tour operatorsoffering tourism package tours

to Latin America.

Step 4: Implement and monitor your sustainability plan.

Step 1: Choose your approach to sustainability.



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Step 1:

Choose your approach

to sustainability

The objectives of Step 1 are to decide on

an approach to improve your organizationssustainability performance, to draft missionand vision statements to reflect yourcommitment to sustainability, and to adoptproduct development as a component of thecorporate sustainability strategy.

1. How can sustainability be approached?

The first step is to decide on how your company will approachsustainability:

Is it your companys objective to operate in a niche marketfor sustainable tourism and to place special emphasis on thesustainable character of your services in advertisements?Or would you prefer not to emphasize the sustainabilityperformance of your company, but rather to communicateabout sustainability as one of the aspects of quality?

This section will provide you with a general framework forproduct development (Step 1), for your sustainability plan (Step2) and your marketing strategy (Step 5). Your commitmentto sustainability should be incorporated in your companysmission and vision statements.

2. Develop a profile of the type of clienteleyou want to focus on

Start by devising a profile of the type of clientele you wantto focus on. You might already have information on thecharacteristics and buying habits of your customers. Also, gatherinformation from national tourism authorities about visitorprofiles for your destinations in Latin America. Request reportswith figures of surveys carried out among visitors, etc., whichare usually freely available. The results of these surveys maybe a useful basis for your own customer profile, your choice of



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a sustainability approach, and your marketing strategy. Somemarket segments might be interested in sustainable products;

others may prefer to view sustainability as one of the qualitiesof the product.

An example of this is the study on CommercializationChain and Market Opportunities for Eco and SustainableTourism prepared by the Sustainable Tourism Division of theRainforest Alliance PROARCA/APM project. More informationabout this study can be obtained at Rainforest Alliance(www.rainforestalliance.org)

3. Decide on an approach to sustainability

You can either choose to operate in a niche market forsustainable tourism, or to integrate sustainability as part ofoverall product quality. That depends partly on the profile ofthe type of customer you want to focus on, as well as on howyou want to be perceived by your customers. Each of thesechoices is described below:

First choice:

Operate in a niche market for sustainable tourism

One way to handle your tour packages is to place greatemphasis on their sustainability, thus creating a nichemarket for sustainable tourism. The sustainable characterof your offer is promoted explicitly as a distinguishingfactor.

If you choose this framework, the following suggestionsmay be of help:

The proof of the pudding is in the eating

Your customers will choose your product becausethey are sensitive towards sustainability issues relatedto travelling. Therefore, when communicating aboutsustainability, be as specific as possible about theactivities that your company has carried out. Describeconcrete examples, projects, and initiatives in orderto reflect your companys view on sustainability.

Be transparent

Use figures when communicating about thesustainability initiatives of your company, e.g. thefinancial contribution per customer that is donatedto a certain project per customer. When describingthe projects, focus on the results, and try to expressthese in figures and appealing indicators.

Provide additional information on sustainability

upon requestEven though you are promoting the sustainablecharacter of your product, be prepared for requestsfor more information. Have information ready inleaflets or on the corporate website for customerswho would like to know more.



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Example: Creating a niche marketDiscovery Initiatives has created its own niche market with

a special kind of product: discovery holidays. During theseholidays, customers can get involved as field assistants inspecific research projects. For example, ANAI (Talamanca, CR)promotes volunteer programs in which tourists can work for aconservation program by protecting turtles.

Second choice:

Integrate sustainability as part of overall productquality

Instead of creating a niche market, you may preferto treat sustainability as one of several aspects thatjointly determine the overall quality of your productsand services. If this is the case, it is not necessary toemphasize sustainability as a distinguishing factor, butrather include it in combination with other quality aspects(e.g. reliability of the services provided, guaranteed levelsof comfort, and others). You could take the followingmarketing suggestions into account:

Quality comes first

Address your customers needs and wishes first. Thepriority of any tourist product or service, whether

sustainable or not, should be to satisfy customerdemands. The sustainability aspect is a plus. In other

words, sustainability is an addition to the product,but not its core (at least, it is not presented as such).

Promote positive experiences, not sustainability

Only a small number of tourists will place a strongemphasis on sustainability issues. Most touristsare primarily concerned with their own well-beingand that of their travel partners. They focus onhaving a wonderful holiday, and they care aboutseeing beautiful scenery and splendid wilderness

areas, or having interesting cultural experiences. Itis recommended that these positive experiencesbe referred to in everyday language, rather than byusing the abstract concept of sustainability.

Provide information on sustainability when required

Have information ready for customers who areinterested in sustainability issues and requestfor information. Detailed information that is not

prominently presented in marketing campaigns andbrochures can be made available on the website or inleaflets which are available upon request.



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Example: Creating a niche marketHotelplan, a Swiss tour operator, has established an Eco-

fund to finance its activities in the field of tourism and theenvironment. For each customer of Hotelplans Holidays atthe Seaside package (packages which represent 25% of totalsales), the tour operator reserved five Swiss francs for theEco-fund. In 2002, an amount of 750,000 US$ was raised inthis way. The fund has financed several activities, for example,environmental management measures implemented byHotelplan partners, several projects on sustainable tourism,and emergency aid in case of natural disasters. The Eco-fundinitiative is not specifically described in product brochures.However, the corporate Annual Environmental Report isavailable on the website for customers (or other stakeholders)who are interested in Hotelplans environmental policy.

4. Draft mission and vision statements

Examples of mission and vision statements for sustainabletourism are the ones drafted by Costa Ricas National Systemof Conservation Areas, SINAC. Its Mission Statement for itsSustainable Tourism Program reads as follows:

Offer basic conditions for the use and enjoyment -by presentand future generations- of natural and cultural tourist productswithin wild protected areas, according to their conservationgoals, in such a way that sustainable tourism contributes toSINACs financial stability, integrates local communities asbeneficiaries, and allows different stakeholders of society toderive environmental, social, economic and spiritual benefits.

SINAC also drafted the following Vision Statement:

(SINAC) efficiently manages tourist products within wildprotected areas for the enjoyment of their features by differentsectors of society, in a framework of sustainability andconservation, as a complement to the local and national tourismoffer, and in a way that results profitable for all stakeholdersinvolved.

Other examples of mission statements can be found at:www.horizontes.com/our_story(a Costa Rican ecotourism operator)www.fundelfin-costa-rica.org/FUNDELFINmission.htm(of the Delfin Amor Eco lodge)

5. Adopt product development as acomponent of your sustainability strategy

Once you have defined your companys sustainability approach,and have drafted your mission and vision statements, youshould make a formal decision to take the product as point

of departure to improve your companys sustainabilityperformance. Please keep in mind that the objective of thisapproach is to control and reduce the negative environmentaland social effects caused by your product.



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Example: taking the product as point of departure to enhancecorporate sustainability performance

ANVR is the umbrella organisation for tour operators in theNetherlands. ANVR has developed a programme for theimplementation of product environmental management byDutch tour operators. ANVR has obliged every Dutch touroperator to meet four specific requirements in order to obtainthe Basic Certificate. The requirements are more or lessspecific, e.g.:

Formal adoption of product environmentalmanagement with a policy declaration signed by theboard;

Implementation of (at least) five measures listed in the

programme to improve the environmental performanceof the product.

Actions Step 1: Choose your approach to sustainability.

Develop a profile of the type of customer you focus on.

Define your companys sustainability approach.

Draft your mission and vision statements as a commitment to

sustainability.

Make a formal decision to adopt the product as point of departureto improve your companys sustainability performance.



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Step 2:

Put together your

Sustainability Plan

The objective of Step 2 is to gain into thesustainability problems related to tourism inLatin America and then identify mitigatingmeasures. Then you can put together asustainability plan.

1. Identify products and services includedin your package tours

You have adopted product development as a componentof your sustainability strategy. One of the first steps towardimproving the sustainability performance of your product isto identify all elements which comprise the package tour iscomposed, from start to finish. Those elements might includetransportation, accommodations and meals and recreationalactivities. You should include an overview of the suppliers andother parties involved, such as managers of accommodations,transport organisations, owners of excursion agencies and all

kinds of local tourism entrepreneurs.

A practical example

A tour operator sending tourists to Latin America wants toimprove his or her companys sustainability performance. S/hewill first need to identify all products and services included inthe companys packages, as well as specific suppliers, and thenrecord the findings as follows:



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Tour operatorElements composing tour package and overview of suppliers

Elementscomposing the

packageProducts and services Overview of suppliers

Transportation

Air transportationto Latin America

Transportationfrom/to the city

Others

International airline Tour operator in the

country

Accommodationsand meals

Two-night lodging Three breakfasts Three lunches Two dinners Others

Lodge in thecountryside

Activities Hiking tour in the

forest Wildlife watching Others

National park Tour operator in the

country Tour guide

2. Identify key sustainability issues

Once you identify all products and services included in yourpackages, as well as specific suppliers, you need to gaininsight into the sustainability problems related to them. Yourpackages products and services may have social, economic,and environmental impacts, so in order for you to operate in amore sustainable way, you have to identify those sustainabilityissues or impacts.

Sustainability issues related to products are very differentfrom those related to services. For example, an important

sustainability issue related to products are those souvenirsmanufactured from endangered species placed on the CITESlist (Convention on International Trade in Endangered Speciesof Wild Fauna and Flora). An example of an importantsustainability issue related to services is the physicalexploitation of children, women and immigrants.

Issues are not restricted to the final product. It takes a numberof phases to develop a product or service including, forexample, design, production, marketing, operation and others.Sustainability issues can appear in each of these differentphases. Sustainability issues that may arise in the phase of



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manufacturing of the product, for example, could be wastegenerated, or intensive energy consumption. Remember tocover all sustainability issues for each phase.

You may depend on various suppliers of tourism products inorder to operate your package. They could include managersof accommodations, transportation companies, ownersof tour agencies, protected area managers, and local tourguides, among others. You will have to pay attention to thesustainability of their offer, which may require infrastructuresuch as visitor centers, restaurants, lodging, and others types,as well as all kinds of equipment, which will create impact notonly during construction but during operation as well. Impactsinclude removing materials, water and energy consumption,generation of wastes, and others.

Possible issues to encounter

The following general people/planet/profit issues show whatyou might find when analyzing your packages sustainabilityperformance. Specific characteristics will vary depending onthe natural and cultural environments of the destinations thatyou market: mountains, rivers, forests, historical villages, thesea, and others.

People issues

In general, people issues you might encounter include aspectsrelated to:

Unacceptable labour practices and working conditions.

Negative impact of tourism on the local community and

its lifestyle. Safety hazards for tourists and personnel.

Planet issues

Planet issues might be very diverse. These include aspectsrelated to the following:

Pollution and degradation of natural ecosystems, culturallandmarks and landscapes due to tourist visits.

Impact of construction on physical and biologicalenvironments.

Disturbance of wildlife, including changes in animalbehavior.

Inadequate land use planning.

Purchase of products and services, such as souvenirs,foods and others that jeopardize the biodiversity ofnatural populations.

Creation of waste and its inadequate disposal.

Impact of transportation on physical and biologicalenvironments.

Lack of awareness about environmentally responsiblebehavior.



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Profit issues

Profit issues you might come across include aspects related to

the following:

Unstable income and dependence on tourists flow.

No benefit for the local economy.

Back to the practical example

Lets go back to the example of the tour operator who wantsto improve his or her companys sustainability performance.S/he has already identified products and services included inthe companys packages, as well as specific suppliers. Thistour operator now needs to recognize the impacts caused bythe companys operation, a step which is necessary in order toidentify proper solutions and, accordingly, take measures forimprovement.

The package includes different areas of services, such astransportation, accommodations, and meals and activities.The tour operator decides to analyze the potential impacts ofa hiking tour in the forest, which is carried out in a nationalpark located near a small local community. Suppliers include

management staff of the national park, a tour operator in thecountry that provides transportation and tours, and a guidehired by a tour operator outside the region who takes touristsinto the forest.

The tour operator studies the hikes operation in terms ofpeople/planet/profit. As a resource, s/he uses the Fact SheetForest and nature area-based activities from the secondmodule of this Toolkit. In terms of people, s/he worriesabout some potential safety issues that might affect thecompanys customers, as well as its personnel. These hazardsinclude falling while hiking along the trails and getting bittenby poisonous snakes. In the field planet, the tour operatorrealizes that transportation to the nature area generates CO2emissions, and also identifies evidence of forest degradationdue to visits: vegetation damaged by trampling, trail erosion,disturbance of fauna, and waste left along the trails. Whenanalyzing profit, the operator realizes that there is little orno contribution from the operation to the local economy. Thetour guide, for example, is hired from outside the region andnot from the community. Money is not being spread aroundcommunities in the form of salaries, purchases, or in other

ways. The following table presents the findings in terms of keysustainability issues:



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Hiking tour to nature areaPeople/Planet/Profit: Key sustainability issues identified by tour operator

Field Key sustainability issues

People

Effects of tourism ontourists, employees, andlocal people and theirculture.

Potential safety issues include falling while walkingalong the trail and bites by venomous snakes.

Planet

Effects of tourism on thenatural environment.

CO2 emissions of engine from transportation tonature area.

Forest degradation due to visitation: vegetationdamaged by trampling, trail erosion, disturbance offauna, accumulation of waste in nature area.

Profit:

Impact of tourism on thelocal economy.

No contribution to the local economy:

Operation does not spread money aroundcommunities located near nature area.

IBISTA, a tool to identify key Planet issues

A comprehensive method you might want to use for assessingPlanet-sustainability issues is the Integral Biodiversity ImpactAssessment System-Tourism Activities, or IBISTA, which

is a system to identify the positive and negative impacts onbiodiversity caused by tourists activities, in which the differentforms of impact are jointly assessed. Generally speaking,IBISTA is an assessment tool which can be used by tourismoperators so they can get an image of the potential impact

of their activities on biodiversity. IBISTA does not cover theassessment of People and Profit sustainability issues. WithIBISTA, a tour operator can obtain insight into the impact thecompanys activities have on biodiversity. Moreover, s/he cangain understanding on how to reduce such impact.

The knowledge acquired can be useful to evaluate thebiodiversity impact of activities carried out by suppliersat a specific location, and if necessary, on the basis of thisevaluation, to then request that suppliers make adjustments.The use of IBISTA can also help you improve your image. Itshows that you are concerned about biodiversity and that youare prepared to enter into a dialogue on tourism activities withlandowners, authorities, and nature organizations. A copy ofIBISTA can be obtained through Rainforest Alliance office inSan Jos, Costa Rica (www.rainforest-alliance.org ).

3. Draft general sustainability general goals

Once you, as a tour operator, understand the issues faced bythe operation of your products, you will be able to draft generalsustainability goals for your sustainability plan. These goalswill be helpful in the identification of the most appropriatemitigating measures for your company. Make sure there iscommon understanding and consensus about the generalgoals among the companys employees.



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4. Identify possible solutions

Once you have identified the most important sustainabilityissues emerging from the operation and have defined yourobjectives, the next step is to determine how your companywill implement those issues: Which measures can you, as atour operator, adopt to address the negative impacts generatedby package tours? While deciding on possible solutions, somepriority areas you might want to consider include:

Moderation in the use of natural resources (fuels, water,timber, energy, others).

Reduction of excessive consumption of goods andservices, as well as of excessive waste generation(reduction, reutilization, recycling).

Maintenance of environmental processes and services,such as the water cycle and control of gases which addto the greenhouse effect.

Conservation of biological diversity (ecosystems,species, genes).

Supporting the local economy and society.

Education and training opportunities for personnel andtheir families.

Preservation and enhancement of cultural attractionsand values.

Careful planning of tourism at local, regional and nationallevels.

Involvement of local people in planning and decision-making processes.

Quality, safety and hygiene of products and services. Responsible marketing of products, services and

destinations.

Strategic alliances for sustainable tourism.

Raising the awareness of tourists.

Research for the generation of knowledge andunderstanding about tourism.

Monitoring of positive and negative impacts of tourism

on culture and nature.

Example: enhancement of the sustainability performance of tourismproducts

The goal of TUI Nederland and its brands is to strive to sustain all offeredholiday products within the possibilities of economic and technicalfeasibility during the coming years. One of the tools TUI uses to enhancethe sustainability performance of their tourism products is by usingenvironmental checklists for accommodations and the environmentat the destination (waste management, landscape and planning, local

culture etc.) An English version of these checklists can be found at:www.tuinederland.nl/tui/files/binaries/Milieujaarverslag_2001-2002.pdf

These checklists can be used by clients and personnel of TUI to identifysustainability issues and therefore gain insight into the sustainabilityperformance of the destination.

These checklists can be used by clients and personnel of TUI to identifysustainability issues and therefore give insight in the sustainabilityperformance of the destination.



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The second module of this Toolkit, Sustainability of specifictourism activities: issues and suggested actions will help youto both identify possible solutions in order to address the keysustainability issues related to your companys products andservices, as well as to then put together a plan.

Some sustainability issues can be addressed by yourorganization alone; others are outside your immediaterealm and can only be addressed by collaborating with localstakeholders. Since the focus here is on sustainability effectsat the travel destination, the measures needed to mitigatethese effects may require undertaking joint efforts with localstakeholders to achieve optimal results.

Example: Taking sustainability measures both at home and

abroad

Exodus, a British travel agency, has a Responsible Tourismpolicy including measures that are implemented both athome and at the travel destination:

1. Limiting group size based on local situations2. Purchasing local products and services whenever

possible and for all trips

3. Hiring more local guides to provide better experiencesand to support local communities

4. Working with local tour operators to implement policy

Not every measure requires a lot of effort or a large investment.There are plenty of light measures that can be taken whichrequire relatively little effort and are very effective, forexample:

Provide information to customers on dos and donts

Employ only local staff

Purchase products which have been produced locally

Offer your customers the opportunity to compensate airtravel for climate change, with your company taking careof the administrative matters

5. Put together a sustainability plan

Once you know which issues you are dealing with andhave identified possible solutions, youll want to create asustainability plan. This plan should include specific objectivesas well as the resources needed for their implementation, suchas time, money, people, sources of information, and results.After you have identified possible solutions, drafting the

objectives become easier. Make them SMART, that is, Specific,Measurable, Acceptable, Realistic and Time-bound. Later, these



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specific objectives will allow you to monitor your plans impactsand results. When you complete your sustainability plan, makesure it gets the approval of your companys managers. Also,make sure that all employees are familiar with the plan, as wellas with their specific roles in its implementation.

Back to the practical example referred to earlier, the touroperator in question has already identified key sustainabilityissues. Now, based on the sustainability issues identified, s/hedefines the following general goals:

1. Guarantee the safety of tourists and employees.

2. Reduce impact of emissions generated bytransportation.

3. Minimize impact of visits within the protected naturearea.

4. Increase the companys contribution to the localeconomy.

Now, s/he needs to decide which measures will be taken tooptimize the companys sustainability performance and to

accomplish its goals. In order to do this, s/he goes to the FactSheets in the second module and identifies measures that

address the companys issues. These measures will be withinthe framework of his companys specific characteristics, as wellas being suitable for the sustainability goals that s/he has set.

In order to complete the plan, the tour operator includes,for each mitigating measure selected, the time needed forimplementation (short, medium, long term), financial resourcesneeded (when applicable) and the key figures responsible forthe implementation. S/he also identifies available resourcesthat could provide additional information and ideas for theimplementation of the measures. Both the Fact Sheets (secondmodule) and the Sustainability Directory (third module) arehighly useful for this whole process.

The following table presents the Sustainability Plan:


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FieldKey sustainability

issueMitigating measure

Time needed forimplementation

Financialresourcesneeded

annually

Responsible ofimplementation

Resources available

Profit:

Impact of tourism onthe local economy.

Limited contribution tothe local economy: Thecompanys operationdoes not spread moneyaround communitieslocated near nature area.

Request tour operator in the country tohire local guides when possible.

Medium term None

Tour operator incooperation with tor

oerator in the country;local guide trining hired to

national entity.

Chapter 4 of Costa RicasCST for tour operatorsincludes design ofpolicies towards the

community, involvingthe community, andspreading of benefits.

Support local guide training. Medium term 150Seek co-operation with

non-governmentalorganisations.

Purchase lunch at local restaurant. Short term

Depends on

operation

Tour operator in the

country.

Combine other local destinations as partof the package. Make an inventory oflocal attractions.

Medium termDepends onoperation

Tour operator incooperation with tour

operator in the country.

Support local school. Short term 200Tour operator in

cooperation with touroperator in the country.



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6. Prepare for the implementation of theSustainability Plan

Timeline for implementation of measures

Review the time needed for the implementation of eachmeasure, and create a timeline accordingly. In order to do this,identify what is designated for short, medium, and long term.

Budget

Out of all the measures, identify what depends on a budget andwhat doesnt. For all those measures that depend on money for

their implementation, provide for a budget and, if necessary,seek additional funding. Some initiatives require financialresources in order to achieve results. Participants can only beexpected to contribute according to their financial strength,which is likely to be different for each organisation. Allocate abudget and try to be creative in finding additional sources offunding and in saving costs, for example:

Organize benefit fund-raising events, such asperformances by local artists or celebrities, crafts fairs

etc; Find means to cover investments (e.g., by chargingentrance fees).

Find sponsors that support your initiative, whether byfinancial donations or support in kind (e.g., hotels thatwill host your fund-raising events without fees in returnfor free advertising).

Check on the availability of subsidies or funds. Theremay also be funds available for private companies and/or non-governmental organizations in the home country

of foreign partners. Seek collaboration with non-governmental

organizations.

Create an internship position for a student.

Include implementation in your companys work plan

The implementation of the Sustainability Plan should beincorporated into the companys plan of activities. Make sure

that the personnel involved in the implementation of measuresinclude activities assigned to them as part of their work plans.This will allow for the time needed to carry out activitiesaccording to the established timeline.

Other preparatory actions may include:

Collect learning experiences from previous initiativesthat have been developed in the same area, if any exist.Try to get an impression of the success and/or failure

factors of these initiatives. The failure factors may be thepitfalls of your companys new project. Discuss ways toavoid these pitfalls with the projects work team.

Make use of existing guidelines and codes of conduct.The Fact Sheets included in Part II of this Toolkit providesuggestions and links to guidelines that are relevant forsustainable tourism in Latin America.



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Actions Step 2:Put together your sustainability plan.

Identify products and services included in your package tours.

Identify key sustainability issues.

Draft sustainability goals.

Identify possible solutions.

Put the sustainability plan together.

Prepare for the implementation of the Sustainability Plan.



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Step 3:

Seek collaboration with

local stakeholders

The objective of Step 3 is to identify localstakeholders that may want to be involved

in the sustainability issue(s) and to jointlyimplement the Plan.

1. Identify local stakeholders

Partnerships may be established with business partners, for

example, tour operators in the country, local entrepreneurs,and hotel owners. You can also involve entities that you usuallyhave no working relationship with, such as a non-governmentalorganization concerned with the protection of the environment.Another idea is to start a sector-wide initiative, for example withall hotels in the region. A prerequisite is that the organizationsyou choose share an interest in the sustainability issues thatneed to be resolved. Stakeholders can be divided into threegroups:

1. Private sector (tour operators, hotels, restaurants,excursion agencies, diving schools, and others).

2. Public sector (local government bodies for environmentalmanagement, governmental entities offering training tolocal people on tourism, etc.).

3. Non-profit sector (non-governmental organizations,trade associations, universities, and other such entities).



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Tourism for nature, nature for tourism

The NC-IUCN (International Union for the Conservation of

Nature) brings Dutch tour operators into contact with natureconservation NGOs. If a particular NGO has a project that issuitable for visits from tourists, a tour operator can includethis project in his tour.

The Dutch Tour operator Sawadee worked together withthe NGO Arbofilia in Costa Rica. A tour group visited areforestation project near Manuel Antonio on the PacificCoast. The tourists stayed in the village of El Sur and went onexcursion to see the project. The revenues from the excursiongo to Arbofilia and the earnings from lodging and food to thelocal tourism entrepreneurs. More information can be foundat www.sawadee.nl and www.iucn.nl.

Make a list of stakeholders involved in the issue you want toaddress. For example, start with your own suppliers and,if necessary, ask your product manager for Latin Americanpackage tours or your incoming agent to provide moreinformation. You might want to include the following:

The type of service provided and the volume (number of

beds and excursions). Type of the relationship with the supplier (duration

of the contract signed, history of the relationship) andinterependence (whether this is the suppliers only client,and if other, similar suppliers in the region exist).

Specific information available about the supplier, e.g.awards and certificates, evaluation rates (internal or fromcustomers), overall communication with supplier (how

accommodating the supplier is to the tour operatorswishes, and so on).

The list will help to create an overview of the relevantstakeholders involved in the tourist sector, and to also provide abrief analysis of them. The information can be used to select theright partner to initiate actions with in the field of sustainableecotourism.

2. Start the sustainability dialogue

When the relevant stakeholders have been identified, it is timeto contact them and share opinions on the sustainability issueand possible solutions. There will be some activities in yoursustainability plan that are not pertinent to potential partners,while others may be important to them. Share your plan withthem, and identify which aspects they want to participate in. Ifyou think you have found common ground, find out whether

the organization is interested in taking joint action. Take thefollowing points into account when seeking partnerships:

All parties involved should be motivated and have aclear interest in obtaining positive results. Interests



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may be different for each participant: a hotel managermay want to reduce energy costs, a non-governmentalorganization might wish to increase public awareness on

a certain issue, and a tour operator may want to improvehis or her enterprises environmental reputation.

Involve organizations with specific expertise in theproject, such as a university department or researchinstitute.

If several parties are involved, it may be best to include aneutral participant that can assume the role of facilitator.The only interest of the facilitator is to turn the initiativeinto a success. The facilitator is able to activate the other

partners and to catalyze transformative processes, ifnecessary.

When asking an organization to undertake collaborativeaction, always make sure that the manager or directorof the organization is committed to the objectives andthe approach of the action. Do not start if there is nocommitment from the management.

Share your mission, vision, goals, and plan with yourpotential partners. If some of your measures can be

jointly implemented with your partners, include themin the list of actors responsible for implementingmeasures.

Although the goals of different stakeholders can vary,tourism activities can only become sustainable ifimplemented with a common understanding and aconsensus-based approach toward development.

Example: co-operation with local stakeholder in awareness-raising campaign

Accor Tour, a tour operator that sells package tours worldwide,recognizes the need to preserve the environment at traveldestinations and to limit the impacts generated by tourists.One of the destinations that is extremely sensitive is the RedSea coast, a popular place for underwater diving. The AccorEnvironment Department sought collaboration with Aquarev,a subsidiary agent specializing in diving packages, andNAUSICAA, a marine science center. The parties joined forcesto develop a leaflet informing tourists about the impacts ofirresponsible diving behavior and tips for prevention. Theleaflet was distributed in hotel rooms, reception desks, andin the travel documents of all divers traveling to the Red Seawith Aquarev. In addition, Accor hotels host sessions of the

training course on Environmental Resources Managementfor hotel staff and staff of diving centers and national parks.

If the stakeholder(s) has expressed an interest in taking jointaction, decide on the type of collaboration:

Partnership: structural collaboration on a long-termbasis, usually between two parties. The partnership canbe formalized through a signed declaration of intent forcollaboration, and may cover several issues.

Public-private partnership: collaboration between agovernmental institution and the private sector on atopic of mutual interest;

Multi-stakeholder initiative: taken by a multitude ofactors, usually to address a single, specific sustainability



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issue. It is known beforehand that the actors may haveconflicting interests, but once entering the initiative theyare committed to finding a solution that is satisfactory to

all parties.

Example: cooperation with NGO

Together with the WWF, TUI Netherlands started a campaignto inform Dutch travelers about illegal souvenirs. Informationwas provided about souvenirs that may not be imported intothe Netherlands. Furthermore, tourists were warned aboutthe consequences for the natural environment of producingillegal souvenirs.

TUI Netherlands actively supported the campaign. TheWatch, Dont Touch flyers were distributed in several waysto tourists: via flight attendants, by travel agents, enclosedin travel documents and enclosed in hotel books at thedestination.

TUI and WWF flyer Watch, Dont Touch.

Actions Step 3:

Identify foreign or local stakeholders involved in the sustainabilityissue to be addressed and/or the measure(s) you seek toimplement.

Contact the stakeholder(s) and discuss possibilities for a concertedaction.

Find agreement on the type of co-operation.



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Step 4:

Implement the

Sustainability Plan

The objective of Step 4 is to implementthe sustainability plan and to monitor its

development.

In the previous steps, you decided on how your organizationwas going to approach sustainability, whether operatingin a niche market for sustainable tourism or incorporatingsustainability as one of the aspects of quality. You also draftedmission and vision statements to reflect your organizations

commitment to sustainability (step 1). Then you gainedinsight into the sustainability problems related to existing ornew tourism products and services and identified mitigatingmeasures and put together a sustainability plan (step 2). Finally,you carried out a brief stakeholder analysis and created liaisonswith one or more stakeholders in order to work together onsustainable tourism (Step 3).

1. Carry out plan implementation

Implement measures

When you feel you have adequately prepared for theimplementation of your Sustainability Plan, you are ready tostart. As mentioned earlier, mitigating measures can rangefrom the simple, e.g. installation of water-saving flush devicesin toilets, to more complicated measures, such as setting up aproject for the protection of an endangered animal species.

The biggest pitfall in this phase is that the measures plannedmay get stuck or come to a dead end. In order to prevent this

from happening, keep close track of developments, and makesure that each participating organization has appointed aperson (not necessarily the same one in every case) who will:

Act as contact person.

Be responsible for the timely implementation of the taskshis or her organization has agreed to carry out.

Check on the progress made and point out problems orbottlenecks that may hinder the plans implementation.



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2. Monitor development of the Plan

If there are problems during the implementation, find the cause.

The following questions may be helpful:

Complete picture

Is the information collected on the subject sufficient, oris more information needed?

New developments

Are there any new developments that were not taken intoaccount at the time of preparation which influence theimplementation? For example, there may be more factorsinvolved than previously identified, new stakeholders,new developments, etc.

Training and education

Do the staff workers responsible for the activity haveenough training and skills, including knowledge onenvironmental management, to carry out the tasks?

Means and resources

Are the available resources and means sufficient? (tools,

equipment, machinery, budget, human resources). Communication

Is there still common understanding about the activitiesand the expected results?

Solutions for the problems will involve knowledgetransfer, supply of additional resources, improvedcommunication, etc.

Marketing the sustainability product or service (see Step 5):Design and implement a marketing strategy for the specificsustainable tourist product or service that has been developed.

Evaluate and decide on follow up (see Step 6): Carry out anevaluation, either alone or together with other stakeholdersinvolved, in order to assess whether the objectives have beenachieved.

Actions Step 4:

Carry out implementation of the sustainability plan.

Keep up closely with the implementation of the activities plannedand take mitigating measures when bottlenecks occur.



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Step 5:

Promote your sustainable

package tour

The objective of Step 5 is to successfullypromote the sustainable package tour

to Latin American destinations, andto communicate with clients aboutsustainability.

In Step 1, you defined the approach of your organizationor company to sustainability. This chapter provides severalsuggestions for the marketing strategy of the specific sustainabletourist product or service that you have developed.

1. Use the appropriate communication channels

A tour operator can use a number of communication channels

to promote his or her products. The promotion of sustainabilityand sustainable package tours should be considered carefully,and channels used in a way that may be different from otherholiday tours. Some ideas are presented here:

Example: Use several channels to inform customers

In 1999, TUI Nederland launched the Environmentally AwareTourism project on Bonaire and Curacao. TUI uses severalinformation channels to inform customers about the projectand to encourage them to choose sustainable products at thetravel destination. In the holiday brochures, basic informationis provided on sustainability issues. Once a customer hasbooked a holiday to Bonaire or Curacao, more specificinformation is provided as follows:

Suggestions for environmentally sound practices areincluded right in the ticket voucher.

During the trip to the destination, an in-flight videoinforms passengers about sustainable excursions andactivities that comprise part of the project.

Upon arrival at Bonaire and Curacao, the tour operatorshostesses inform customers about sustainableexcursions and activities that are available.

A resource book developed by TUI Nederland is placedin each hotel reception area for further directions onthese sustainable excursions, activities, and attractions.



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Holiday brochures and guides

Information on sustainability may not be prominently featuredin holiday brochures and guides, but it may be presented inthe margins, or in a small text box that describes a specificsustainability initiative or project. Emphasize the achievedresults, not the approach. The text box may not only serveto spice up the brochure, but also to trigger interest; clientswith an eye for sustainability will be more motivated to askfor additional information. Provide a telephone number or awebsite to serve these customers.

Internet

The corporate website is an ideal place to supply additionalinformation for customers who are really interested insustainability topics. Information can be provided about thecorporate sustainability policy (mission statement, targets, andobjectives), the measures taken at home (such as environmentalmanagement system) or the initiatives developed abroad(projects, partnerships).

Fairs

Tourist fairs such as the London World Travel Market areimportant venues for business-to-business marketing. Suchfairs are not only useful for finding new destinations and localtourism entrepreneurs, but also for maintaining relationshipswith existing clients.

European governmental support provided for tourismentrepreneurs from developing countriesSeveral European countries have governmental centers for

the promotion of imports from developing countries, such asthe CBI in the Netherlands and Sippo in Switzerland (www.cbi.nl,www.sippo.ch). The social and cultural aspects of sustainabilityare important issues in their policies. They therefore endorseand support sustainable, community-based ecotourism. Forexample, the CBI enables organizations from Latin Americancountries such as the following to promote their vacationservices at tourism fairs in the Netherlands:

Ecuador (Feptce and Runa Tupari) promotes vacationsin the upper Andes with indigenous people.

Guatemala (Verapaz, Eco-Quetzal) promotes vacationsin the jungle.

Nicaragua (Solentiname Tours) promotes vacationswith local fishermen on small islands in the big lakes.

2. Use cross-selling

A very attractive marketing technique, especially when youhave already established a partnership, is cross-selling.Cross-selling means that two organizations jointly promotea service or product that they have developed together. The

objective is to mutually benefit from one anothers corporateimage, thus reinforcing the marketing potential of the product.Both organizations attach their brand and their image to theproduct, and make use of each others promotion channels andaddress databases. For example, the cross- selling technique



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can be used as part of a partnership between a Latin Americannon-governmental organization and a foreign tour operator.

Example: Non-governmental organization and tour operator

join forces

The World Wide Fund for Nature has taken several initiativesto promote the development of sustainable tourism, inparticular ecotourism at nature parks. WWF thus aims tocreate a new source of income for the local population whileat the same time encouraging local authorities, businesses,and inhabitants to take nature conservation measures. WWFhas joined forces with Dutch tour operator SNP to developand promote package tours to nature parks within and outsideEurope. The package tours on offer include visits to parks that

comply with the European eco-label for nature parks: PANParks.

More info at: www.snp.nl

Action Step 5:

Choose the appropriate channels to communicate on sustainability,

e.g. internet, brochures, local media, and others.



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Step 6:

Evaluate and decide

on follow-up

The objective of Step 6 is to reviewthe results of the implementation of the

sustainability plan, and to decide on furtherimprovement.

1. Evaluate the implementationof the sustainability plan

Carry out an evaluation to assess whether the plans generalgoals and specific objectives have been achieved; this can bedone either alone or together with the other stakeholder(s)involved.

Just as it is advisable to define quantitative objectives, it is alsorecommended to process your evaluation results in quantitativeindicators. Use percentages and charts to present the results.Add a brief written analysis to the figures that focuses onthe success and failure factors of the activity and the lessons

learned.

Below are other aspects you might want to consider in yourevaluation.

Customer satisfaction

Note how your customers responded to the new product,as follows:

How do your customers rate the new product?

Has the product raised customer awareness aboutthe sustainability issue? Have customers indicated that they would be

interested in this product (or a similar one) in thefuture?



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Profitability

Determine whether the activity resulted

toolkit for sustainable tourism in latin america: for tour operators

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