Sector: Tourism/Leisure Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/tourism-leisure/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Fri, 01 Nov 2024 06:59:19 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Scandic creates economic value for its stakeholders https://sustaincase.com/case-study-how-scandic-creates-economic-value-for-its-stakeholders/ Fri, 01 Nov 2024 06:58:38 +0000 https://sustaincase.com/?p=19862 Scandic has the largest and widest hotel network in the Nordic market and a unique offering in the mid-market segment for leisure and business travellers. Every day, Scandic’s guests are welcomed by some 18,600 dedicated team members who strive to create fantastic hotel experiences for all. , while also managing the external factors that impact the company. This case study is based on the 2022 Annual & Sustainability Report by Scandic, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. […]

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]]> Scandic has the largest and widest hotel network in the Nordic market and a unique offering in the mid-market segment for leisure and business travellers. Every day, Scandic’s guests are welcomed by some 18,600 dedicated team members who strive to create fantastic hotel experiences for all. Scandic’s ambition is to optimise long-term value creation for all its stakeholders  Tweet This!, while also managing the external factors that impact the company.

This case study is based on the 2022 Annual & Sustainability Report by Scandic, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

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Abstract 

In 2022, the economic value distributed by Scandic reached SEK 17,100 million. In order to create economic value for its stakeholders Scandic took action to:

  • create economic value for employees
  • create economic value for shareholders
  • create economic value for communities

What are the material issues the company has identified?

In its 2022 Annual & Sustainability Report Scandic identified a range of material issues, such as reducing CO2 emissions, fair working conditions, minimising waste, occupational health and safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Scandic.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Scandic engages with: 

Stakeholder Group
Team members
Owners and investors
NGOs
Future employees
Guests
Corporate customers
ESG analysts
Business partners

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Scandic engaged with its stakeholders through formal meetings, evaluations, surveys and seminars.

What actions were taken by Scandic to create economic value for its stakeholders?

In its 2022 Annual & Sustainability Report Scandic reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022, Scandic paid SEK 5,957 million for employee wages and benefits.
  • Creating economic value for shareholders
  • In 2022, Scandic paid SEK 1,808 million in financial expenses (dividends & interest).
  • Creating economic value for communities
  • In 2022, Scandic spent SEK 1.17million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Scandic, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.scandichotelsgroup.com/files/Main/13379/3747216/scandic-annual–sustainability-report-2022.pdf

Note to Scandic: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

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]]> Case study: How Logrand Entertainment Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-logrand-entertainment-group-creates-economic-value-for-its-stakeholders/ Mon, 11 Dec 2023 06:59:21 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15608 Logrand Entertainment Group is a Mexican company engaged in the offering of services of the entertainment industry since 2005. As an organisation, Logrand Entertainment Group is committed to safeguarding the well-being of its environment and the concerns of its stakeholders, generating sustainable value for all. This case study is based on the 2021 Sustainability Report by Logrand Entertainment Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on […]

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]]> Logrand Entertainment Group is a Mexican company engaged in the offering of services of the entertainment industry since 2005. As an organisation, Logrand Entertainment Group is committed to safeguarding the well-being of its environment and the concerns of its stakeholders, generating sustainable value for all.

This case study is based on the 2021 Sustainability Report by Logrand Entertainment Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Logrand Entertainment Group seeks, through its operations, to create long-term value for its suppliers, employees, and all other stakeholders.  Tweet This! In order to create economic value for its stakeholders Logrand Entertainment Group took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for the government

What are the material issues the company has identified?  

In its 2021 Sustainability Report Logrand Entertainment Group identified a range of material issues, such as labour health and safety, water consumption, customer health, diversity and equality, energy consumption. Among these, creating economic value for its stakeholders stands out as a key material issue for Logrand Entertainment Group.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Logrand Entertainment Group engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Call centre

·      Chat

·      E-mail

·      Satisfaction Survey

·      Materiality Study Surveys

·      Sustainability Reports

·      Face-to-face interaction

·      Information Kiosks

·      Social Media

·      Website

·      SMS message
Collaborators

 

 ·      Logrand

·      E-mail

·      Satisfaction Survey

·      Materiality Study Surveys

·      Focus Groups, Panel discussions

·      Sustainability Reports

·      Face-to-face interaction

·      Intranet

·      Hotlines

·      Mentoring

·      Information Kiosks

·      Website
Potential Collaborators

 

 

 

 

 ·      E-mail

·      Materiality Study Surveys

·      Job Fairs

·      Sustainability Reports

·      Face-to-face interaction

·      Job Search Portal

·      Social Media

·      Website
Suppliers

 

 ·      E-mail

·      Satisfaction Survey

·      Materiality Study Surveys

·      Sustainability Reports

·      Face-to-face interaction

·      Hotlines

·      Suppliers Portal

·      Social Media
Neighbours

 

 ·      Materiality Study Surveys

·      Sustainability Reports

·      Face-to-face interaction
Chambers and Regulatory Organisations ·      E-mail

·      Materiality Study Surveys

·      Focus Groups, Panel discussions

·      Sustainability Reports

·      Face-to-face interaction
Government ·      E-mail

·      Materiality Study Surveys

·      Focus Groups, Panel discussions

·      Sustainability Reports

·      Face-to-face interaction

·      SMS message
NGOs ·      E-mail

·      Materiality Study Surveys

·      Focus Groups, Panel discussions

·      Sustainability Reports

·      Face-to-face interaction

·      SMS message
Board ·      E-mail

·      Materiality Study Surveys

·      Focus Groups, Panel discussions

·      Sustainability Reports

·      Face-to-face interaction

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Logrand Entertainment Group engaged with its stakeholders through surveys.

What actions were taken by Logrand Entertainment Group to create economic value for its stakeholders?

In its 2021 Sustainability Report Logrand Entertainment Group reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Logrand Entertainment Group paid 6 million Mexican pesos for employee wages and benefits.
  • Creating economic value for suppliers
  • In 2021, Logrand Entertainment Group spent 1,168.6 million Mexican pesos for payments of suppliers and operational costs.
  • Creating economic value for the government
  • In 2021, Logrand Entertainment Group paid 739.9 million Mexican pesos in taxes.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Logrand Entertainment Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://ungc-production.s3.us-west-2.amazonaws.com/attachments/cop_2022/513170/original/Logrand%20Sustainability%20Report%202021.pdf?1654186002

Note to Logrand Entertainment Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

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]]> Case study: How PortAventura World creates economic value for its stakeholders https://sustaincase.com/case-study-how-portaventura-world-creates-economic-value-for-its-stakeholders/ Mon, 13 Feb 2023 08:21:57 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14756 PortAventura World is located on the Costa Dorada, is made up of six theme areas and is one of the main destinations for tourism and holidays in Spain. This case study is based on the 2020 Corporate Responsibility Report by PortAventura World, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. Abstract PortAventura World’s activity represents a contribution […]

The post Case study: How PortAventura World creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> PortAventura World is located on the Costa Dorada, is made up of six theme areas and is one of the main destinations for tourism and holidays in Spain. Creating shared and sustainable value for all its stakeholders and for society, is a top priority for PortAventura World.  Tweet This!

This case study is based on the 2020 Corporate Responsibility Report by PortAventura World, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

PortAventura World’s activity represents a contribution of 1.7 billion euros to the Catalan economy. For each euro of turnover, an additional 6 euros are generated in the rest of the economy. In order to create economic value for its stakeholders PortAventura World took action to:

  • create economic value for suppliers
  • create economic value for employees
  • create economic value for society

What are the material issues the company has identified?

In its 2020 Corporate Responsibility Report PortAventura World identified a range of material issues, such as occupational health and safety, staff-company relations, effluents and waste,

emissions, customer health and safety. Among these, creating economic value for its stakeholders stands out as a key material issue for PortAventura World.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups PortAventura World engages with:

Stakeholder Group                Method of engagement
Shareholders

 

 

 ·      Board meetings

·      Management meetings

·      Corporate information published periodically
Customers

 

 ·      Corporate website

·      Customer service telephone number

·      Social networks

·      Satisfaction surveys

·      Complaints box

·      Visitor Services Office

·      Site staff

·      Regular publications

·      Advertisements in the media
Workforce

 

 

 ·      Internal communications

·      Intranet

·      SMS

·      Videos

·      Internal magazine (Acció)

·      Bulletin boards and posters

·      Leaflets and other printed materials

·      Letters

·      Personal and direct contact

·      Counter and post box for Employee Services

·      Suggestions and complaints forms

·      Staff contests and draws

·      Online platforms: PortAventura Guide and La Guía app, and E-Nómina (payroll)
Suppliers and contractors

 

 ·      Procurement managers

·      Supplier portal

·      “Dialogue with Suppliers” day
Public administration and social environment

 

 ·      PortAventura Foundation website

·      Periodic publication of corporate information

·      Institutional involvement

·      Meetings with representatives of public institutions and social organisations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics PortAventura World engaged with its stakeholders through virtual meetings with representatives of different stakeholders, including shareholders, customers, suppliers, human resources, society and the environment.

What actions were taken by PortAventura World to create economic value for its stakeholders?

In its 2020 Corporate Responsibility Report PortAventura World reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for suppliers
  • In 2020, PortAventura World spent 75 million euros (VAT included) in purchases from suppliers.
  • Creating economic value for employees
  • In 2020, PortAventura World spent 24.8 million euros in employee costs.
  • Creating economic value for society
  • In 2020, PortAventura World spent 708 thousand euros in social action through the PortAventura Foundation.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.



FBRH GRI Standards Certified & ISEP recognised Sustainability Course | Venue: London LSE

By registering for the next 2-day FBRH GRI Standards Certified & ISEP recognised course you will be taking the first step in gaining the many benefits of sustainability reporting.

Most importantly, you will gain the knowledge to use the GRI Standards, project manage your own first-class sustainability report and:

  • Identify your most important impacts on the Environment, Economy and Society
  • Begin taking solid, focused, all-round sustainability action ASAP

 

References:

This case study is based on published information by PortAventura World, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://s3-eu-west-1.amazonaws.com/portaventura-world-production-files/wilson_cms/documents/documents/000/015/499/original/2020_Informe-RC-PA-EN_baixa.pdf

Note to PortAventura World: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How PortAventura World creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Pandox promotes sustainability among its suppliers https://sustaincase.com/case-study-how-pandox-promotes-sustainability-among-its-suppliers/ Fri, 10 Feb 2023 07:05:37 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14751 Pandox is a leading hotel property company, owning and leasing out hotel properties to leading hotel operators, with a total of 157 hotels with a combined 35,500 rooms in 15 countries. Pandox has a structure for dialogue with its suppliers through its supplier audit process, which allows it to support and develop cooperation and to encourage suppliers to work in a more professional and structured way on sustainability. This case study is based on the 2021 Annual Report by Pandox, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to […]

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]]> Pandox is a leading hotel property company, owning and leasing out hotel properties to leading hotel operators, with a total of 157 hotels with a combined 35,500 rooms in 15 countries. Pandox has a structure for dialogue with its suppliers through its supplier audit process, which allows it to support and develop cooperation and to encourage suppliers to work in a more professional and structured way on sustainability.

This case study is based on the 2021 Annual Report by Pandox, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Pandox’s Code of Conduct for business partners describes the expectations that Pandox has of its suppliers  Tweet This! regarding human rights, labour rights, the environment and anti-corruption. In order to promote sustainability among its suppliers Pandox took action to:

  • implement a Code of Conduct
  • verify existing suppliers
  • verify new suppliers

What are the material issues the company has identified?   

In its 2021 Annual Report Pandox identified a range of material issues, such as business ethics and anti-corruption, reduced climate impact through reduced GHG emissions, increased use of sustainable materials, reduced waste and increased recycling/ reuse. Among these, promoting sustainability among its suppliers stands out as a key material issue for Pandox.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Pandox engages with:

Stakeholder Group                Method of engagement
Hotel guests ·      Survey
Tenants ·      Survey/interview
The community ·      Survey/interview
Suppliers ·      Survey/interview
Analysts ·      Interview
Investors ·      Survey/interview
Shareholders ·      Survey/interview
Board of Directors ·      Survey/interview
Executive management team ·      Survey
Hotel employees ·      Survey
General managers ·      Survey
Employees: head office and Property Management ·      Survey

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Pandox engaged with its stakeholders through interviews and surveys.

What actions were taken by Pandox to promote sustainability among its suppliers?

In its 2021 Annual Report Pandox reports that it took the following actions for promoting sustainability among its suppliers:

  • Implementing a Code of Conduct
  • Pandox’s Code of Conduct for business partners describes Pandox’s expectations from its suppliers concerning human rights, labour, the environment and anti-corruption, and is based on the Ten Principles of the UN Global Compact and the ILO Declaration on Fundamental Principles and Rights at Work.
  • Verifying existing suppliers
  • Pandox’s existing suppliers fill out a self-assessment form. During 2021, Pandox initiated a dialogue with suppliers whose performance was in the lowest 10 percent of respondents based on the most recent self-assessment form. The purpose is to support them to work more professionally and in a structured way on critical sustainability topics. All suppliers categorised as high-risk in Property Management who participated in a training workshop in 2020 went through the digital self-assessment process again. The result was that 53 percent went from being assessed as high-risk suppliers to low-risk suppliers. They achieved this by strengthening their sustainability policies and processes by, for example, producing a code of conduct or an anti-corruption policy. In autumn 2021 Pandox decided to expand its auditing of existing suppliers to include the 150 largest suppliers at the corporate level as identified in the 2020 spend analysis. A total of 82 suppliers were audited in 2021 based on environmental and social criteria as well as governance. 37 of these were identified as high-risk suppliers. Pandox will take steps to follow up on these and then allow them to repeat the assessment to ensure compliance with Pandox’s Code of Conduct for business partners. The results of the 2021 self-assessment showed that there was a need for several of the suppliers to design and establish formal processes in important areas such as human rights, rights at work and business ethics. None of the suppliers was identified as having a significantly high environmental risk, as no significant real or potentially negative environmental impact was identified as part of the audit.
  • Verifying new suppliers
  • The construction industry is the industry identified as having the highest risk for Pandox. Accordingly, new suppliers in Property Management that supply goods or services above a certain annual minimum limit are to be audited. The aim is to do this before a contract is signed and to conduct random follow-up audits. With respect to food and beverage suppliers, Pandox has been able to use its position to enable all hotels in Operator Activities – regardless of brand – to use an external supplier’s platform. This is a digital purchasing system and it guarantees that the suppliers have been audited and that any discounts will benefit the users. This minimises situations where bribery might occur.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

2) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Pandox, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.pandox.se/files/sustainability/Pandox_AR21_EN_Sustainability.pdf

Note to Pandox: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Pandox promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How PortAventura World promotes sustainability across its supply chain https://sustaincase.com/case-study-how-portaventura-world-promotes-sustainability-across-its-supply-chain/ Mon, 11 Jul 2022 06:05:34 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13838 Located on the Costa Dorada, PortAventura World is one of the main destinations for tourism and holidays in Spain and among Europe’s leading holiday destinations. , so as to effectively promote sustainability among them. This case study is based on the 2020 Corporate Responsibility Report by PortAventura World, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. Abstract […]

The post Case study: How PortAventura World promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Located on the Costa Dorada, PortAventura World is one of the main destinations for tourism and holidays in Spain and among Europe’s leading holiday destinations. PortAventura World seeks to create joint synergies and involve its suppliers in its commitment to social, environmental and economic responsibility  Tweet This!, so as to effectively promote sustainability among them.

This case study is based on the 2020 Corporate Responsibility Report by PortAventura World, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

PortAventura World evaluates its Top 100 suppliers based on management of service and supply, turnover, occupational health and safety, industrial safety and environmental policy, so as to make sure that they share its commitment to sustainable development. In order to promote sustainability across its supply chain PortAventura World took action to:

  • evaluate approved suppliers
  • consider environmental aspects when assessing suppliers
  • consider social aspects when assessing suppliers

What are the material issues the company has identified?

In its 2020 Corporate Responsibility Report PortAventura World identified a range of material issues, such as effluents and waste, occupational health and safety, emissions, staff-company relations, indirect economic impacts. Among these, promoting sustainability across its supply chain stands out as a key material issue for PortAventura World.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups PortAventura World engages with:

Stakeholder Group                Method of engagement
Shareholders

 

 

 ·      Board meetings

·      Management meetings

·      Corporate information published periodically
Customers

 

 ·      Corporate website

·      Customer service telephone number

·      Social networks

·      Satisfaction surveys

·      Complaints box

·      Visitor Services Office

·      Site staff

·      Regular publications

·      Advertisements in the media
Workforce

 

 

 ·      Internal communications

·      Intranet

·      SMS

·      Videos

·      Internal magazine (Acció)

·      Bulletin boards and posters

·      Leaflets and other printed materials

·      Letters

·      Personal and direct contact

·      Counter and post box for Employee Services

·      Suggestions and complaints forms

·      Staff contests and draws

·      Online platforms: PortAventura Guide and La Guía app, and E-Nómina (payroll)
Suppliers and contractors

 

 ·      Procurement managers

·      Supplier portal

·      “Dialogue with Suppliers” day
Public administration and social environment

 

 ·      PortAventura Foundation website

·      Periodic publication of corporate information

·      Institutional involvement

·      Meetings with representatives of public institutions and social organisations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics PortAventura World engaged with its stakeholders through virtual meetings held with the representatives of different stakeholders, including shareholders, customers, suppliers, human resources, society and the environment.

What actions were taken by PortAventura World to promote sustainability across its supply chain?

In its 2020 Corporate Responsibility Report PortAventura World reports that it took the following actions for promoting sustainability across its supply chain:

  • Evaluating approved suppliers
  • PortAventura World’s approved suppliers are evaluated to guarantee the quality levels that PortAventura World offers. The system establishes the mechanisms for evaluating the performance of the 100 strategic suppliers of the year who vary depending on the needs of the Resort, of whom 93 were evaluated during 2020. Suppliers are evaluated according to the type of purchase: supplies with distribution, supplies without distribution, in-resort services and off-site services. The evaluation of the suppliers is performed based on the following criteria:
    • Service/supply quality
    • Invoicing
    • Coordination of business activities
    • Environmental policy and industrial safety
  • There are four scoring levels: satisfactory, correct, improvable or poor. A document of nonconformities is used, supported by a work instruction that enables all the incidents detected to be documented and forwarded to the Central Services Department. Acceptance of the PortAventura World Code of Ethics and Professional Conduct for Suppliers and Contractors and a commitment to the ten principles of the United Nations Global Compact are essential for suppliers who wish to be approved and participate in the regulated bidding procedures for construction works, service or supply contracts.
  • Considering environmental aspects when assessing suppliers
  • The environmental aspects considered by PortAventura World when evaluating suppliers are as follows:
    • existence of a precautionary approach that favours the environment;
    • development of initiatives that promote environmental responsibility and measures to reduce consumption of natural resources (correct waste management, efficient water use and energy saving);
    • use of technologies that respect the environment;
    • extension of the environmental commitment to encompass suppliers of products and services contracted and requiring improvements in environmental protection;
    • availability of an environmental policy that is also applicable to suppliers;
    • development of environmental training and awareness-raising initiatives for the workforce;
    • compliance with the legislation in force on the environment;
    • availability of an environmental management system that is documented and/or certified by a third party;
    • consideration of specific environmental criteria when providing services to PortAventura World; and
    • calculation and publication of the carbon footprint.
  • In 2020, 75% of PortAventura World’s new suppliers were screened using environmental criteria.
  • Considering social aspects when assessing suppliers
  • The social aspects considered by PortAventura World when assessing suppliers are as follows:
    • level of employment practices;
    • compliance with local health and safety regulations;
    • availability of a third-party certified occupational risk prevention system;
    • availability of the occupational risk prevention certificate and certificate of the medical aptitude of all workers and
    • the existence of a civil liability policy for professional risks with the corresponding receipt of payment.
  • Regarding human rights:
    • adhesion to the United Nations Global Compact;
    • support for freedom of association and effective recognition of the right to collective bargaining;
    • compliance with local labour regulations, including workers’ rights regarding contracting, working hours, salary, etc.;
    • support for the protection and respect of internationally recognised basic human rights;
    • respect for the rights of children to be protected against economic exploitation;
    • support for the elimination of all types of forced and compulsory labour and abuses of authority;
    • respect for equal opportunities and rejection of discriminatory practices in the workplace;
    • compliance with the legislation in force on workers’ rights;
    • occupational health or safety; and
    • extension of the commitment to human rights to encompass the supply chain.
  • In 2020, 75% of PortAventura World’s new suppliers were screened using social criteria.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by PortAventura World, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://s3-eu-west-1.amazonaws.com/portaventura-world-production-files/wilson_cms/documents/documents/000/015/499/original/2020_Informe-RC-PA-EN_baixa.pdf

Note to PortAventura World: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How PortAventura World promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Mandarin Oriental Hotel Group promotes responsible procurement https://sustaincase.com/case-study-how-mandarin-oriental-hotel-group-promotes-responsible-procurement/ Fri, 13 May 2022 06:07:33 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13625 Recognised for creating some of the world’s most sought-after properties, Mandarin Oriental Hotel Group offers contemporary luxury with its signature oriental charm and has a global presence, operating in major cities and resort destinations around the globe. One of Mandarin Oriental Hotel Group’s Guiding Principles is ‘Acting with Responsibility’ and, accordingly, the Group seeks to make procurement choices that promote human rights and fair working conditions, and also protect the environment. This case study is based on the 2020 Sustainability Report by Mandarin Oriental Hotel Group, prepared in accordance with the GRI Standards, that can be found at this link. Through […]

The post Case study: How Mandarin Oriental Hotel Group promotes responsible procurement appeared first on SustainCase - Sustainability Magazine.

]]> Recognised for creating some of the world’s most sought-after properties, Mandarin Oriental Hotel Group offers contemporary luxury with its signature oriental charm and has a global presence, operating in major cities and resort destinations around the globe. One of Mandarin Oriental Hotel Group’s Guiding Principles is ‘Acting with Responsibility’ and, accordingly, the Group seeks to make procurement choices that promote human rights and fair working conditions, and also protect the environment.

This case study is based on the 2020 Sustainability Report by Mandarin Oriental Hotel Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Mandarin Oriental Hotel Group’s Responsible Procurement Policies and employee training and tools embed responsible procurement principles into its purchasing decisions  Tweet This! and also include a robust Supplier Code of Conduct that extends to the Group’s suppliers’ own subcontractors and suppliers. In order to promote responsible procurement Mandarin Oriental Hotel Group took action to:

  • implement a Groupwide Responsible Procurement Policy
  • provide training

What are the material issues the company has identified?

In its 2020 Sustainability Report Mandarin Oriental Hotel Group identified a range of material issues, such as economic performance, customer satisfaction, operational eco-efficiency, occupational health and safety. Among these, promoting responsible procurement stands out as a key material issue for Mandarin Oriental Hotel Group.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Mandarin Oriental Hotel Group engages with:  

To identify and prioritise material topics Mandarin Oriental Hotel Group engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement 
Guests

 

 ·      Guest Satisfaction Surveys

·      Solicitation of Direct and Targeted Feedback to Inform Quality Programmes
Employees ·      Employee Engagement Surveys

·      Career Development Plans and Performance Reviews

·      Hotel Sustainability Committees

·      Safe and Sound Programme

·      Training
Owners and developers

 

 ·      Close partnerships and regular communications throughout design, development, construction and management of properties
Local communities ·      Participation in:

– local Hotel Associations

– Chambers of Commerce

– Business Development Councils

– Community Benefit Organisations

– local Heritage Preservation Initiatives

– local Talent Retention and Training Organisations

– local Recycling Organisations
Shareholders ·      Ongoing and routine discussions with the controlling shareholder Jardine Matheson Group on Financial Performance, Risk Management and other current issues

·      Financial and Sustainability Reporting

·      Shareholder Feedback Mechanisms
Vendors, suppliers and contractors ·      Supplier Meetings to discuss sustainable sourcing opportunities

·      Food & Beverage Conference

·      Partnerships with local farmers, ranchers and fisheries
Industry peers and trade associations ·      Participation in Industry Hotel Carbon and Water Measurement Initiatives

·      Monitoring and Evaluating Industry Corporate Responsibility Initiatives
NGOs and outside advisors ·      Interviews and Panel Discussions to discuss opportunities to improve Sustainability Programmes and Reports

What actions were taken by Mandarin Oriental Hotel Group to promote responsible procurement?

In its 2020 Sustainability Report Mandarin Oriental Hotel Group reports that it took the following actions for promoting responsible procurement:

  • Implementing a Groupwide Responsible Procurement Policy
  • In 2019, Mandarin Oriental Hotel Group initiated a formal Responsible Procurement strategy and roadmap to improve its sourcing practices, establishing a Groupwide Responsible Procurement Policy to embed responsible procurement principles into its purchasing decisions. The policy includes a Supplier Code of Conduct which not only sets out principles and minimum standards that the Group expects its suppliers to comply with, but also ensures that they hold their own suppliers and subcontractors accountable. Mandarin Oriental Hotel Group also maintains a whistle-blower policy where employees and suppliers may report any concerns about malpractice.
  • Providing training
  • Training on Responsible Procurement was introduced by Mandarin Oriental Hotel Group to equip hotels with the knowledge and tools to procure responsibly. Sustainability Champions and procurement employees received the training first in 2019, while the training content was later adapted for all employees in 2020. Employees are also encouraged to make responsible purchasing decisions in their daily lives. To support the training, Responsible Procurement Guidelines were established in 2020, offering more detailed instruction and guidance. Best practices in responsible procurement were discussed and shared across hotels through internal platforms, including Sustainability Champion meetings, the Group’s sustainability site and social app MyMO.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Mandarin Oriental Hotel Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

http://photos.mandarinoriental.com/is/content/MandarinOriental/mandarin-oriental-sustainability-report-2020-2?_ga=2.146790964.1638341440.1633933394-70283166.1633933394&_ijcid=1633933412894|9.993612308.1633933394941.6068c943

Note to Mandarin Oriental Hotel Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Mandarin Oriental Hotel Group promotes responsible procurement appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Rainbow Tourism Group creates economic value for its stakeholders https://sustaincase.com/case-study-how-rainbow-tourism-group-creates-economic-value-for-its-stakeholders/ Mon, 27 Dec 2021 07:11:01 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13158 Rainbow Tourism Group was established in 1992 and is a major player in Zimbabwe’s Tourism Industry, operating four distinct quality hospitality brands and positioning itself as the leading provider of Unique African Hospitality. and is guided by its annual business strategy and priorities adopted every year. This case study is based on the 2019 Annual Report by Rainbow Tourism Group published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important […]

The post Case study: How Rainbow Tourism Group creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Rainbow Tourism Group was established in 1992 and is a major player in Zimbabwe’s Tourism Industry, operating four distinct quality hospitality brands and positioning itself as the leading provider of Unique African Hospitality. Economic value generation and distribution is a key priority for Rainbow Tourism Group  Tweet This! and is guided by its annual business strategy and priorities adopted every year.

This case study is based on the 2019 Annual Report by Rainbow Tourism Group published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Rainbow Tourism Group is firmly committed to generating sustainable economic value for all its stakeholders, through various means. In order to create economic value for its stakeholders Rainbow Tourism Group took action to:

  • implement a defined contribution pension plan
  • pay taxes

What are the material issues the company has identified? 

In its 2019 Annual Report Rainbow Tourism Group identified a range of material issues, such as profitability, staff training, hotel waste, cyber security, safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Rainbow Tourism Group.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Rainbow Tourism Group engages with:

To identify and prioritise material topics Rainbow Tourism Group engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Employees

 

 ·      Performance review feedback

·      Face to face communication

·      Emails

·      Internal communications

·      CEO and line manager engagements
Guests ·      Sales team engagement

·      Above the line advertising

·      Emails & In room and online feedback forms
Government and Regulators

 

 ·      Statutory returns

·      AGMs

·      Face to Face engagement with line ministries
Shareholders and Potential Investors

 

 ·      Annual Report

·      AGMs

·      Analyst Briefings
Suppliers

 

 ·      Management visits

·      Telephone

·      Emails

·      Face to face engagement
Communities ·      Focus Group meeting with communities
Media

 

 

 ·      Face to face engagements

·      Analyst Briefings

·      Emails and website updates
Industry ·      Face to face meetings

What actions were taken by Rainbow Tourism Group to create economic value for its stakeholders?

In its 2019 Annual Report Rainbow Tourism Group reports that it took the following actions for creating economic value for its stakeholders:

  • Implementing a defined contribution pension plan
  • Rainbow Tourism Group distributes economic value to its stakeholders through various ways, such as operating costs, employee costs and benefits, payments to providers of capital. More specifically, as regards employees, the Group takes cognisance of the life of employees when they retire from employment and makes sure that there are options for employees to join pension schemes. Some schemes are voluntary, while there is a mandatory National Social Security Authority scheme for all employees. Payments made towards these schemes include those made for the Employees on Group Pension, the RTG Pension Fund, the National Social Security Pension (NSSA), the Catering Industry Pension Fund (CIPF) and the Group Life Cover. During 2019, total pension contribution increased by 18% relative to Rainbow Tourism Group’s employee base.
  • Paying taxes
  • Rainbow Tourism Group acknowledges that taxes are key to national development and the governance systems which shape the business environment in which it operates. As such, management prioritises compliance with all applicable statutory requirements and tax planning as a responsible business. During 2019, Rainbow Tourism Group’s tax payments included payments for Value Added Tax (VAT), PAYE and Aids Levy and Withholding Tax.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

1) This case study is based on published information by Rainbow Tourism Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Rainbow Tourism Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Rainbow Tourism Group creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How HSH promotes employee development https://sustaincase.com/case-study-how-hsh-promotes-employee-development/ Fri, 19 Nov 2021 07:09:07 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13059 HSH is the owner and operator of a small number of the world’s finest luxury hotels under The Peninsula brand, as well as a number of strategic real estate and tourism assets including The Repulse Bay, The Peak Tower and The Peak Tram, one of Hong Kong’s most popular tourism attractions. and its Learning and Development team. This case study is based on the 2019 Corporate Responsibility and Sustainability Report by HSH published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting […]

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]]> HSH is the owner and operator of a small number of the world’s finest luxury hotels under The Peninsula brand, as well as a number of strategic real estate and tourism assets including The Repulse Bay, The Peak Tower and The Peak Tram, one of Hong Kong’s most popular tourism attractions. Developing its employees and keeping them engaged is a key focus for HSH  Tweet This! and its Learning and Development team.

This case study is based on the 2019 Corporate Responsibility and Sustainability Report by HSH published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Strengthening executive and leadership development and building a robust succession planning framework for senior leadership while providing learning and development opportunities to all staff is a top priority for HSH. In order to promote employee development HSH took action to:

  • implement a Corporate Management Training (CMT) programme
  • promote cross-exposure
  • enable staff to explore new career opportunities
  • provide training

What are the material issues the company has identified?

In its 2019 Corporate Responsibility and Sustainability Report HSH identified a range of material issues, such as guest engagement and communications, diversity and inclusion, physical and data security, climate change adaptation, human rights. Among these, promoting employee development stands out as a key material issue for HSH.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups HSH engages with:

Stakeholder Group
Employees
Guests
Community and NGOs
Financial analysts and investors
Government and regulators
Media
Lenders

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics HSH engaged with its stakeholders through webinars and calls with executive and sustainability committees in its global operations, as well as discussions with several non-governmental organisations, think tanks, sustainability experts and regulators.

What actions were taken by HSH to promote employee development?

In its 2019 Corporate Responsibility and Sustainability Report HSH reports that it took the following actions for promoting employee development:

  • Implementing a Corporate Management Training (CMT) programme
  • A bespoke initiative that develops HSH’s emerging talent, HSH’s CMTs come from eight countries and have worked an average of 4.4 years in seven operations across eight functions during their programme. In addition, HSH’s traineeship (interns and management trainees) programmes saw 904 positions being filled globally in 2019.
  • Promoting cross-exposure
  • HSH’s cross-exposure programme allows employees to understand different operations and cultures. It also provides the host operations with the opportunity to work with people of different nationalities. In 2019, HSH organised more than 84 global cross-exposure opportunities, and was pleased to have received feedback that these were extremely beneficial and rewarding for the participants. In particular, HSH’s Beijing team hosted 10 colleagues from Paris for three weeks to share their knowledge of a different operation and culture.
  • Enabling staff to explore new career opportunities
  • HSH is in the process of preparing for Peninsula hotel openings in London, Yangon and Istanbul. As part of its employee development strategy, HSH created an internal website specifically for its staff to explore possible career opportunities at its new hotels. HSH is offering hotel opening opportunities for trainees, where recently graduated students will have the chance to work before becoming part of the pre-opening team.
  • Providing training
  • In 2019, there was a strong focus by HSH on training programmes, with 23,000 registrations of different online training modules – the equivalent of three online modules per employee. Of these modules, around 320 were bespoke training programmes created uniquely for HSH.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

1) This case study is based on published information by HSH, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to HSH: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How HSH promotes employee development appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Radisson promotes business integrity and compliance https://sustaincase.com/case-study-how-radisson-promotes-business-integrity-and-compliance/ Tue, 09 Jun 2020 06:53:27 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10896 Radisson Hospitality AB is one of the largest hotel companies in Europe, the Middle East & Africa (EMEA), with a portfolio of almost 500 hotels with more than 100,000 rooms in operation or under development in 78 countries across EMEA. Radisson is committed to leading ethical business standards and practices, providing long-term value to key stakeholders including customers, employees, suppliers, regulators, and investors. This case study is based on the 2018 Responsible Business Report by Radisson published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ […]

The post Case study: How Radisson promotes business integrity and compliance appeared first on SustainCase - Sustainability Magazine.

]]> Radisson Hospitality AB is one of the largest hotel companies in Europe, the Middle East & Africa (EMEA), with a portfolio of almost 500 hotels with more than 100,000 rooms in operation or under development in 78 countries across EMEA. Radisson is committed to leading ethical business standards and practices, providing long-term value to key stakeholders including customers, employees, suppliers, regulators, and investors.

This case study is based on the 2018 Responsible Business Report by Radisson published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Radisson seeks to make trust an integral part of its corporate DNA  Tweet This! and, in 2018, was listed as one of the World’s Most Ethical Companies for the ninth consecutive year by the Ethisphere Institute, a US think-tank dedicated to business ethics. In order to promote business integrity and compliance Radisson took action to:

  • implement a Code of Business Conduct and Ethics
  • set up an ethics hotline
  • promote anti-bribery compliance
  • provide anti-bribery training

What are the material issues the company has identified?

In its 2018 Responsible Business Report Radisson identified a range of material issues, such as human rights, talent management, energy efficiency, employment and employability, water stewardship. Among these, promoting business integrity and compliance stands out as a key material issue for Radisson.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Radisson engages with:

Stakeholder Group
Employees
Customers
Property Owners
Shareholders
Suppliers
Authorities
Community
Environment

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Radisson engaged with its stakeholders through a stakeholder questionnaire and in-depth interviews, in addition to continuous interaction with various stakeholder groups (such as guests, suppliers, employees, local communities, investors, shareholders, owners, and franchisees) through daily operations and dedicated exchanges and a deeper engagement with individuals, NGO partnerships, and academics.

What actions were taken by Radisson to promote business integrity and compliance?

In its 2018 Responsible Business Report Radisson reports that it took the following actions for promoting business integrity and compliance:

  • Implementing a Code of Business Conduct and Ethics
  • Radisson’s Code of Business Conduct and Ethics governs how Radisson does business and applies to every person who works for Radisson, and every one of its companies. The Code is distributed to all employees through the Employee Handbook and is also available in summary and detailed forms on radissonhospitalityab.com. It is also included in Radisson’s internal Procedures Manual. All employees are trained in the Code of Business Conduct and Ethics, its implications, and reporting processes. Training occurs in the classroom-based Living Responsible Business course, which is mandatory for all employees. The Code of Business Conduct and Ethics enables Radisson to take positions on key issues of business ethics with a single voice and includes the following ten principles which guide Radisson whenever a business decision needs to be made:
    • We respect the law
    • We show respect for all persons in all situations
    • We think ethically
    • We act fairly
    • We do not discriminate against anyone for any reason
    • We are honest and transparent
    • We are loyal to our employer
    • We do not exploit the company’s resources
    • We think of safety at all times
    • We take care of the planet
  • During 2018, Radisson’s Code of Business Conduct and Ethics was updated in response to the EU’s new General Data Protection Regulation (GDPR).
  • Setting up an ethics hotline
  • A key pillar of ethics at Radisson is ethics.radissonhotels.com. The website is run by an independent third-party organisation, Ethicspoint, and employees can use it to find information on Radisson’s Code of Business Conduct and Ethics and report concerns anonymously. Any employee with concerns or questions about the Code is also encouraged to raise these directly with their supervisor or person of trust in the hotel or regional organisation. If this is not possible, the employee can report the matter of concern online. Investigations are carried out in a timely and sensitive manner. The site and hotline are available in 11 languages.
  • Promoting anti-bribery compliance
  • Radisson promotes compliance with the UK Bribery Act and the US Foreign Corrupt Practices Act (FCPA) by:
    • Making anti-bribery part of its Code of Business Conduct and Ethics
    • Training employees
    • Inserting a reference to the legislation in all partner contracts
    • Confirming compliance by all employees in management positions once every year
  • Providing anti-bribery training
  • Radisson’s anti-bribery e-learning training provides participants with an opportunity to understand Radisson’s policies and procedures, enabling them to correctly respond to any bribery related issues. The training is in line with the UK Bribery Act and the US Foreign Corrupt Practices Act (FCPA). The aim of the course is to educate individuals about anti-bribery regulations and the consequences if they are not applied correctly. At the end of the training, participants know how to recognise bribery, which actions are considered to be bribery, and how to react when confronted with bribery.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 205-1 Operations assessed for risks related to corruption

2) Disclosure 205-2 Communication and training about anti-corruption policies and procedures

3) Disclosure 205-3 Confirmed incidents of corruption and actions taken

 

Disclosure 205-1 Operations assessed for risks related to corruption corresponds to:

  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Anti-corruption

Disclosure 205-2 Communication and training about anti-corruption policies and procedures corresponds to:

  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Anti-corruption

 Disclosure 205-3 Confirmed incidents of corruption and actions taken corresponds to:

  • Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Business theme: Anti-corruption

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

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References:

1) This case study is based on published information by Radisson, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Radisson: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Radisson promotes business integrity and compliance appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How PortAventura World promotes workplace diversity https://sustaincase.com/case-study-how-portaventura-world-promotes-workplace-diversity/ Mon, 11 Nov 2019 07:22:12 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10181 PortAventura World – an entertainment resort in Catalonia, Spain – is among Europe’s leading holiday destinations. In 2018, PortAventura World attracted almost 5 million visitors, providing families and young people with unforgettable experiences, in a unique setting. Investing in its approximately 3,000 employees by offering them a great place to work, fostering equality and diversity, is a top priority for PortAventura World. This case study is based on the 2018 Corporate Responsibility Report by PortAventura World published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ […]

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]]> PortAventura World – an entertainment resort in Catalonia, Spain – is among Europe’s leading holiday destinations. In 2018, PortAventura World attracted almost 5 million visitors, providing families and young people with unforgettable experiences, in a unique setting. Investing in its approximately 3,000 employees by offering them a great place to work, fostering equality and diversity, is a top priority for PortAventura World.

This case study is based on the 2018 Corporate Responsibility Report by PortAventura World published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

PortAventura World seeks to promote equal opportunities in the recruitment and selection of employees  Tweet This!, making sure that people with functional diversity and at risk of social exclusion have a place at its workforce. In order to promote workplace diversity PortAventura World took action to:

  • implement a Code of Ethics and Professional Conduct
  • apply a specific procedure for selecting people with functional diversity
  • carry out awareness-raising activities
  • collaborate with different organisations

What are the material issues the company has identified?

In its 2018 Corporate Responsibility Report PortAventura World identified a range of material issues, such as economic performance, environmental criteria in facility design and construction, customer health and safety, effluents and waste, anti-corruption. Among these, promoting workplace diversity stands out as a key material issue for PortAventura World.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups PortAventura World engages with:

Stakeholder Group                Method of engagement
Shareholders

 

 

 ·      Board meetings

·      Management meetings

·      Corporate information published periodically
Customers

 

 ·      Corporate website

·      Customer service telephone number

·      Social networks

·      Satisfaction surveys

·      Complaints box

·      Guest Service

·      Site staff

·      Regular publications

·      Advertisements in the media
Employees

 

 

 ·      Internal communications

·      Intranet

·      Newsletter

·      SMS

·      Videos

·      Fortnightly internal magazine (Revista Acció)

·      Bulletin boards and posters

·      Leaflets and other printed materials

·      Letters

·      Personal and direct contact

·      Counter and post box for Employee Services

·      Suggestions and complaints forms

·      Employee contests and draws

·      Online platforms: PortAventura Guide and La Guía app, and E-Nómina (payroll)
Suppliers and contractors

 

 ·      Procurement managers

·      Supplier Portal

·      Dialogue with Suppliers day
Public administration and social environment

 

 ·      Fundació PortAventura website

·      Periodic publication of corporate information

·      Institutional involvement

·      Meetings with representatives of public institutions and social organisations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics PortAventura World asked stakeholders – shareholders, customers (travel agencies and tour operators), employees, suppliers, representative entities from society and visitors – to complete an online survey.

What actions were taken by PortAventura World to promote workplace diversity?

In its 2018 Corporate Responsibility Report PortAventura World reports that it took the following actions for promoting workplace diversity:

  • Implementing a Code of Ethics and Professional Conduct
  • Both the Code of Ethics and Professional Conduct and a Workplace Harassment Protocol are tools used by PortAventura World to guarantee non-discrimination based on race, colour, gender, religion, age, political opinion, social origin, background and others. PortAventura World also has an equal opportunities plan for men and women and incorporates the gender perspective in psychosocial risk assessments.
  • Applying a specific procedure for selecting people with functional diversity
  • PortAventura World has a specific procedure for the selection of people with functional diversity and also has links with job centres and integration entities, to carry out the recruitment. The selection process is personalised, and consists of a skills and competences interview. There is also an on-boarding plan and specific initial training. Follow-up is conducted jointly with the partner centre and, if necessary, with the family, with the ultimate goal of establishing a common communication framework.
  • Carrying out awareness-raising activities
  • In 2018, PortAventura World carried out awareness-raising activities in order to inform and advise employees about the different recognised disabilities and the possibility of obtaining a disability certificate, with the advantages that it entails. PortAventura World also performed the management of the procedures for obtaining the disability certificate.
  • Collaborating with different organisations
  • PortAventura World collaborates annually with different organisations to foster integration of people with functional diversity. Inserta (Fundación Once), Incorpora (Fundación la Caixa), the Sant Rafael Special Education Centre and Down Tarragona, with whom PortAventura World has been collaborating since 2012, are some examples. As regards the insertion of people at risk of social exclusion, PortAventura World works with the ASJTET Tarragona Centre of Regional Programmes (Support for young people currently and formally in care and Directorate for child and adolescent care) and with Aula 15 of the City Council of Vila-seca. For young people in general, PortAventura World also collaborates with the Vila-seca, Salou and Mas Carandell employment boards.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 405-1 Diversity of governance bodies and employees

2) Disclosure 413-1 Operations with local community engagement, impact assessments, and development programs

 

Disclosure 405-1 Diversity of governance bodies and employees corresponds to:

Disclosure 413-1 Operations with local community engagement, impact assessments, and development programs does not correspond to any SDG.

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

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  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by PortAventura World, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to PortAventura World: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How PortAventura World promotes workplace diversity appeared first on SustainCase - Sustainability Magazine.

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