Professional Documents
Culture Documents
SUSTAINABILITY
IN MIND.
SUSTAINABILITY UPDATE 2015 - 2017
02 EXECUTIVE SUMMARY 2
03 WHY - THE CHALLENGES AND OUR RESPONSE 3
-- Why sustainability is more important than ever
-- Our response - the principles we follow
-- Code of ethics
-- Sustainability in practice - case studies
-- SOS Children’s Villages
-- Vitality at Swissôtel
-- Swissôtel Scent
1
OUR UNDERSTANDING
02 EXECUTIVE SUMMARY
Since 2009 our 31 properties around the world have made a
positive economic, environmental and social impact while also
Consistent
improvement
guest
satisfaction4
achieving a notable improvement of our key performance indicators:
+11pp
Progress:
• Environmental Management (ISO 14001) 2017 vs. 2009
• Health and Safety Management (OHSAS 18001)
Colleague
engagement
-13% Progress
-27%
CO2 emissions +7.2pp
Mystery guest
per guest night:
Energy consumption
2017 vs. 2009
checks5
pp = percentage points
-13%
1. AccorHotels sees a ‘Heartist®’ in each employee; a master of the art of hospitality who serves others from the heart.
2. Unique guest count
3. Excluding franchised hotels (4 hotels)
4. Swissôtel changed vendors twice between 2009 and 2017, which affected the methodology of collecting guest
feedback and calculating guest satisfaction scores. Therefore, we are unable to provide a percentage for the
Water consumption improvement during this time. Since 2017 we use the same vendor as AccorHotels.
5. Swissôtel implemented mystery guest visits in 2012 conducted by our vendor Leading Quality Assurance (LQA), used
by many brands in the industry. We changed from the LQA luxury standards to upscale standards in 2017.
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
THE WAY FORWARD – PL ANET 21
03 WHY SUSTAINABILITY IS
MORE IMPORTANT THAN EVER
EVOLVING OUR APPROACH TO A CHANGING WORLD
The hospitality industry is undergoing significant change as sustainability takes a more prominent role in today’s world and the consciousness of our guests,
employees, the media and society. In order for us to create a positive impact on our people and planet, we need to have a clearer insight into the main
causes of the current global sustainability problems. The following is based on our experience, know-how and input from sustainability experts.
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
THE WAY FORWARD – PL ANET 21
03 OUR RESPONSE -
THE PRINCIPLES WE FOLLOW
ENVIRONMENTAL, ECONOMIC AND SOCIAL SUSTAINABILITY
At Swissôtel we believe that the future of the world and the future of hospitality are one in the same. Since 2009,
our response to the world’s sustainability challenges is to follow these principles.
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
THE WAY FORWARD – PL ANET 21
03 Social sustainability:
At Swissôtel we put the accent on our people. Our Heartists® embody
heart and artist and are the beating heart of our business and operations.
That’s why we do what we can to enhance their professional and personal
lives. We provide a caring and safe working environment, invest in their
personal development and professional careers and empower them to be
creative when it comes to the future of our brand and sustainability efforts.
Our approach is tracked by tools such as the performance review and
regular colleague engagement surveys that undergo professional analysis of
the results to enable us to have a good understanding of our culture, as well
as identify areas for improvement.
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
THE WAY FORWARD – PL ANET 21
03 CODE OF ETHICS
PROTECTING OUR PEOPLE, POLICIES AND BRAND
In 2008 we launched our code of ethics that supports equal opportunities
and the human rights of our colleagues, affirming our commitment to uphold
high moral and ethical standards. Upon joining Swissôtel, each team member
is requested to sign the code of ethics and undergoes training.
It’s essential that our people have a voice and feel empowered to speak up.
We have put in place a number of tools to encourage this. Our ethics hotline
is a cost-free service managed by an independent company, which allows
colleagues to anonymously report any concerns they may have and any
concerns raised are rigorously investigated.
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
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03 SUSTAINABILITY IN PRACTICE
- CASE STUDIES
SMALL CHANGES MAKE A BIG DIFFERENCE
We believe that being sustainable is simply being better at business and these recent case studies
demonstrate just how we are achieving this and enhancing our guests’ quality of life.
HERB GARDENS
SWISSÔTEL NANKAI, OSAKA – SWISSÔTEL THE BOSPHORUS, 80% of the properties included in this report
WATER SAVINGS ISTANBUL - TRI-GENERATION SYSTEM have their own herb gardens that provide
the freshest ingredients for our cuisine while
We want to make sure that our guests can As a leading hotel brand we are continually seeking
reducing our carbon emissions as we don´t rely
contribute to our sustainability approach without ways to use energy more efficiently. Swissôtel The
upon external suppliers to deliver the herbs.
compromising on comfort and Swissôtel Osaka Bosphorus opted for a tri-generation system that
achieved this in 2015 by implementing Air-In generates the total electricity consumption of the
Shower Heads in their bathrooms. By mixing air and large hotel on a daily basis. In fact, the heat waste
water the pressure is kept high reducing the volume generated by the machine is used to cool the hotel SWISSÔTEL CHICAGO, SWISSÔTEL THE
of water substantially at the same point in time. with absorption chillers, so almost nothing is wasted. STAMFORD, SINGAPORE AND SWISSÔTEL
NANKAI, OSAKA - BIO FOOD RECYCLING
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
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WHAT - OUR ACHIEVEMENTS
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03
SWISSÔTEL THE STAMFORD, By a simple touch of a button our guests can ADR COMPARISON - ADR COMPARISON -
SINGAPORE – TRIPLE BOTTOM LINE activate the Green Mode on the room’s digital ALL SEGMENTS TRANSIENT SEGMENT
$313
$270
$262
- what we call the triple bottom line
$294
$231
2017, consumption of energy has dropped by an
$233
$236
$203
When Swissôtel The Stamford, Singapore impressive 19%.
underwent a renovation in 2017 the team saw it as
OLD NEW* OLD NEW** OLD NEW* OLD NEW**
bottom line. satisfaction, the average daily rate (ADR) and the Premier Room.
After renovation name of category was changed from Classic Harbour
**
• Social impact: the renovation focused on team member engagement. Room to Premier Harbour Room.
enhancing colleague engagement and reducing
the staff turnover COLLEAGUE ENGAGEMENT
GUEST SATISFACTION -
• Economic impact: the digitalisation of guest REPUTATION
98%
PERFORMANCE SCORE
97%
requests increased the efficiency of the
processes for the front office team and reduced
94%
2016
93%
the amount of paperwork
2017
• Environmental impact: the introduction of HOUSEKEEPING FRONT OFFICE
TEAM MEMBERS TEAM MEMBERS
dispensers for bathroom products will help to
reduce waste Source: IBM-Kenexa Colleague Engagement Survey
Green Mode
air-conditioning
Reducing energy
consumption by
regulating the
temperature,
SEP 2017 OCT 2017 NOV 2017 DEC 2017 AVERAGE
humidity and
condensation in
the room Source: TrustYou
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OUR UNDERSTANDING
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03
SWISSÔTEL LE PLAZA, BASEL – Bottle labels help people to live life well We care week
SOCIAL SUSTAINABILITY Who saves the plastic bottle labels? That‘s what For over a decade, Swissôtel Merchant Court,
we thought. Le Bouchons d‘amour is a French Singapore holds its annual We Care Week
Swiss hospitality stands for quality, efficiency foundation that uses labels to provide humanitarian for its guests and local community comprising
and care. Swissôtel Le Plaza, Basel has recently aid for purchases of equipment for disabled people. programmes and initiatives designed to encourage
implemented the following social activities that www.bouchonsdamour.com/l-association/objectifs healthy living including visits to the local food bank,
underline our approach to hospitality enhance the the Kallang River clean-up and an interdepartmental
guest experience. healthy cooking competition.
Soap saves lives
After our guests check-out we collect the unused SWISSÔTEL MERCHANT COURT,
SINGAPORE
and half-finished soaps from their rooms, for the
SapoCycle-Foundation. This foundation turns
discarded soap into life-saving products for children Workplace safety
and families in need. Quite simply, hand washing A safe working environment for our colleagues is
with soap can cut morbidity rates from the leading a top priority. That’s why the senior management
causes of death by nearly 50%. www.sapocycle.org and health and safety team regularly walk around to
assess the property for potential safety issues.
Amenities restore a little humanity
We never take the health of our colleagues
Our Pürovel bathroom amenities are not thrown
for granted. Each year we organise an onsite
away after guests use them. We donate them to
complimentary health screening for all colleagues.
the Heilsarmee in Basel. This organisation gives
homeless people a place to stay and supports them
to stand on their own feet again. These products
help that people feel clean and respected and that‘s
a first step back to life.
https://wohnen.heilsarmee-basel.ch/
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OUR UNDERSTANDING
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03
SWISSÔTEL CHICAGO
16225
visitors to the city stay two nights or less, the daily
322,612
110,394
change of towels and bed linen leads to unnecessary
12454
costs, time and environmental impact. This initiative
11750
247,502
84,736
233,511
79,946
is a win-win situation for society, the environment
10530
209,265
71,646
and the economy. It enables guests to customise
the housekeeping service
to their individual needs
and those that do
2017
2017
2017
2014
2014
2016
2014
2016
2015
2015
2016
2017
2015
2014
2016
2015
(around 10% of guests)
are rewarded with a
hotel restaurant voucher
NO. OF EARTH DAY LINEN NOT WATER SAVED DETERGENTS
and actively contribute EVERY DAY ROOMS WASHED IN KG IN LTR SAVED IN KG
to a more sustainable
stay. The environment SINCE 2014 MORE ALMOST FROM 2014 SINCE 2014, THE
benefits from a reduced THAN 50,000 GUESTS 350,000 KG TO 2017, THE HOTEL HAS SAVED
ecological footprint due HAVE OPTED OUT OF LINEN WAS INITIATIVE HAS MORE THAN 2700
OF HOUSEKEEPING NOT WASHED ACHIEVED A ONE KG OF DETERGENT*
to lower consumption
SERVICES TO DAILY DUE TO MILLION LITRE BASED ON THE
of resources and the SUPPORT A LOWER THE INITIATIVE, WATER SAVING NUMBER OF
hotel has to spend ENVIRONMENTAL WHICH EQUATES AT THE HOTEL LAUNDRY LOADS
(approximately USD FOOTPRINT WHEN TO 1500 FULL NOT WASHED
250,000) less per year STAYING AT THE WASHING LOADS UPON GUEST
HOTEL REQUEST.
on payroll, detergents,
water and electricity. *Detergents include Alkali/
Sodium Hydroxide, Bleach/
Sodium Hypochlorite, Bleach/
Hydrogen Peroxid, Sour/ Mild
Acid and Softener
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OUR UNDERSTANDING
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03
SWISSÔTEL KUNSHAN SWISSÔTEL CHICAGO
Since 2015, Swissôtel Kunshan supports Wulian Our global social responsibility initiatives enable us
School – a migrant school in Kunshan. Initiatives to connect with the less fortunate in our society
include fulfilling the children’s Christmas wish lists and inspire and empower children to pursue a
and hosting a large Christmas bazaar in the hotel career in hospitality. It’s our way of building the GARDEN PROJEC T, SWISSÔTEL CHICAGO
lobby with 50 exhibitors. Over 1000 guests donated future through inspiration, support and opportunity.
to the Christmas bazaar fund resulting in 20 school Our property in Chicago is a great example:
children receiving a full set of new clothing.
Garden project:
In May 2016, the property helped the SOS
Children’s Village foster children and families
SWISSÔTEL BREMEN weed, mulch and plant village vegetable gardens.
Modelled after Steven Ritz’s nationally acclaimed
In 2016 Swissôtel Bremen hosted several events Green Bronx Machine in New York City, the
with their local SOS Children’s Village. project strives to inspire and educate the children
on gardening, healthy eating and environmental
Movie night: responsibility.
The hotel hosted a ‘Minions’ movie night at their SWISSÔTEL BEIJING,
cine lounge with popcorn, snacks and drinks. Some Career day: HONG KONG MACAU CENTRE
of the children were able to spend the night in In 2016 and 2017 the property hosted its Career
a suite, which was decorated as a soft and cosy Day – an inspiring event where high school
The hotel has been a supporter of the China
overnight camp. students were invited to participate in a full day
Association of SOS Children’s Villages for more than
shadow programme showcasing the hospitality
Festive cookies and lantern running: ten years. To mark this milestone, General Manager
industry, offering a preview of potential future
The hotel team spent an afternoon with the Thomas Reupke and his management team visited
employment opportunities at Swissôtel Chicago
children building and decorating gingerbread houses the Tianjin SOS Children’s Village in 2017.
In July 2017, Swissôtel Chicago hired a former
assisted by the chef and his culinary team. member of SOS Children’s Villages Illinois as a Greeted by the Deputy Secretary-General, the
December also saw the hotel team go lantern Front Desk Agent. This colleague receives constant Village head, SOS parents and 20 children, the day
running with the children in the neighbourhood praise and recognition from his colleagues and on began with speeches and a donation ceremony,
before returning to the hotel to enjoy festive treats Trip Advisor for being a wonderful team member followed by a workshop organised for the children
and Christmas music. and providing excellent service to guests. by Dany, the pastry chef.
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OUR UNDERSTANDING
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POWER
03 VITALITY AT SWISSÔTEL
ENERGISING OUR GUESTS AND COLLEAGUES AROUND THE WORLD
YOUR HEART,
BOOST
YOUR SOUL
Enhancing the quality of life for our guests and
colleagues is one of the key passions of the
Swissôtel brand experience and integral to our
social sustainability approach.
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - TH E CHALLEN G ES AN D O U R R ES PO N S E
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
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03 SWISSÔTEL SCENT
A BREATH OF FRESH AIR
Our subconscious memories have a distinct fragrance. farmers started their new business model, which
Aromatherapy and perfumed air complement the enables them to sustain their business in the future.
beneficial experience of a spa, helping to relax or
Since 2004 Suissessences produces their own
invigorate guests. To create a subconscious footprint,
essential oils and today offers a range of massage
we have developed our own scent that is inspired
oils, shower gels and body creams in a variety of
by fresh alpine air – the dense, verdant forests and
fragrances based on their raw material.
flower-filled pastures of the Swiss Alps.
All ingredients used in Suissessences products are Pürovel amenities
Our scent partner ‘Suissessences’ locally grown and 100% organic. In keeping with Our Pürovel bath care products bring a little
Having realised that there was a lack of original our commitment to sustainability, all packaging is piece of Switzerland to every Swissôtel guestroom
Swiss essential oils on the market, our nine Swiss made from recycled and biodegradable material. worldwide. Infused with an inspiring blend of Swiss
essential oils, our bathroom range features the
essence of bee balm, lavender, peppermint and
clary sage that guarantee an invigorating alpine feel
to restore your natural vitality.
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
H OW - MANAG I N G SU STAI NAB I LIT Y
WHAT - OUR ACHIEVEMENTS
THE WAY FORWARD – PL ANET 21
BRAND
QUALITY
EXPERIENCE
IN LIFE STRATEGY
Brand Promise
Deployment of strategies to
BRAND EXPERIENCE
accomplish brand promise
RAVING
FANS
When it comes to brand strategy,
Identifying
CONCEPTS - MARKERS - ESSENTIALS - RITUALS NPS* 9-10 consistency is a key factor in achieving
key strategies
long-term success. It should come as no
TRUE
Brand VITALITY SUSTAINABLE HIGH QUALITY QUALITY surprise that we continue to follow the
Pillars FOR BODY AND MIND EXCELLENCE CRAFTSMANSHIP TIME SPENT
roadmap created in 2012.
GUEST PASSION - SUSTAINABLE PERFORMANCE - SPIRIT OF CONQUEST -
VALUES
INNOVATION - TRUST - RESPECT
Alignment of processes
As you can see, the two parts of the
MANAGEMENT SYSTEMS (iOMS, Gaïa), CRM TOOLS (ACDC, SwissService), SATISFIED
and practices for efficiency
SELF AUDITS (iAUDITOR), CONTINUOUS IMPROVEMENT TOOLS (RADAR)
GUESTS pyramid complement each other
and effectiveness OPERATIONAL NPS* 7-8
EXCELLENCE
and enable us to compose the entire
Delivery and
SERVICE CULTURE AND
implementation of processes
OPERATIONAL TRAINING
strategy of the Swissôtel brand, of which
and standards for consistency WORRY-
FREE STAY sustainable excellence is a key part.
Fostering creativity and
gaining competitive edge INNOVATION
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OUR UNDERSTANDING
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sustainable
Healthy, motivating
ENVIRON- SOCIAL working conditions,
MENTAL equitable job security, fair
treatment of team
members
Sophisticated
environmental
technology, reducing
the use of resources
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04 OUR SUSTAINABILITY
APPROACH OVER TIME
30 YEARS OF SUSTAINABILITY - OUR JOURNEY SO FAR
2016 2017
2018
Roll-out ACDC
2013
Management
Accor’s Planet management tool
Systems – global
1988 2010 Sustainability
re-certification for:
21 program
iAuditor for self-
2012
AccorHotels audits on brand
Report Swissôtel globally
rolls out global core essentials
Introduction
1999 2008 2009 Swissôtel Hotels &
Resorts recognised
(2012 - 2014) recertified for
• Quality
Management
Talent &
Culture training
Sustainability
Report Update
- called ‘We are
RADAR training for Business (ISO 9001) (2015 - 2017)
of energy all Heartists®’
management and operational First sustainability Excellence in • Environmental
system in SOS Children’s Introduction of Launch of guest tools for continuous report issued accordance with Management
selected hotels Villages code of ethics linen-washing improvement (2009 - 2011) the EFQM Model (ISO 14001)
partnership water-saving introduced Swissôtel globally
Launch of Vitality • Health & Safety
formed programme certified for
Launch of programme Management
Swissôtel The Launch of SERAM SwissService - Food Safety (OHSAS 18001)
Swissôtel globally Management
Bosphorus, software facilitating
Launch of iOMS certified IIP (ISO 22000)
Istanbul certified efficient and effective
ISO 9001 operations with the
touch of a button
Swissôtel globally
certified for: Our Sustainable Excellence journey started in 1988 and today we follow the same
• Quality
Management guiding principles:
(ISO 9001)
• We take care of our social, environmental and economical responsibilities
• Environmental
Management • We focus on exceeding our guests’ expectations
(ISO 14001) • We strive for outstanding yet sustainable economic results
• Health & Safety • We work to reduce our environmental footprint
Management
(OHSAS 18001) • We provide a great place to work
• We support the local communities in which we operate
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OUR UNDERSTANDING
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04 FOSTERING SUSTAINABILITY
ACROSS OUR GUEST EXPERIENCE
BEING SUSTAINABLE IS PART OF OUR EVERYDAY APPROACH
While many people and companies concern We empower our Heartists® communities, We have identified opportunities that
themselves with their CO2 emissions data, we like stakeholders and guests to be innovative in contribute to a sustainable stay that
to take a holistic look at our sustainability impact sustainable practices. All ideas and thoughts goes beyond CO2 emissions and have
across the entire guest experience. are welcome. implemented the following initiatives:
Experience our
restaurants and
bars, banqueting
Using our Working in Relaxing in
and events Travelling
Transportation rooms offer our meeting our SPA and
to the hotel facilities Sports facilities back home
Travelling to
the hotel
Free mobility Multiple use of linen and towels Percentage of local suppliers is constantly Green meeting Heat recovery systems
tickets for public to limit use of water and cleaning increasing reducing CO2 emissions when packages are available; are in place in almost
transportation are chemicals; master switches are it comes to deliveries; food is to a high many properties all hotels to improve
granted to our ensuring energy consumption is kept degree based on local, seasonal and offer nice wooden energy efficiency
guests in most on a minimum level; green criteria for sustainable production; endangered conference tables especially in pool areas
destinations materials are part of our standards species are banned from our menus, avoiding linen covers
when it comes to rooms renovations waste is carefully separated to allow the
resources getting back into the lifecycle
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HIGH
Social and financial Team members Reduce waste and MANAGE & IMPROVE KPIS Long term
well-being increase recycling financial
impact on local Customer
and growth Improve resource viability
Influence on stakeholder assessment and decision
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OUR UNDERSTANDING
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OUR UNDERSTANDING
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SET GOALS
ANALYSE REVIEW AND
IDENTIFY THE AND INITIATE
ENVIRONMENTAL IMPROVE
LIFECYCLE MEASURES/
ASPECTS EFFECTIVENESS
PROJECTS
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04 SUSTAINABILITY THROUGH
PROCESS MANAGEMENT
MAKING SUSTAINABLE CHOICES IN
Simplified example: cleaning a guest room
OUR DAILY WORK
with sustainability in mind
Sustainability is a choice we make every day. From
the global initiatives we develop through to the
seemingly small actions we take in our daily work.
1 2 3
Consistent application of sustainability in large as
well as everyday tasks is a key success factor for
OPEN CLEANING
THE PROCESS START THE THE
any organisation applying a sustainability strategy.
WINDOW BATHROOM
At Swissôtel we have embraced sustainability to
a point where it becomes part of the company’s
culture and daily work. We also use an integrated
online management system (iOMS) that sets out
all relevant processes of our hotels ensuring those SUSTAINABILITY IMPACT
processes are supported by efficient and effective
tools and documentation.
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04 SUSTAINABILITY THROUGH
PROJECT MANAGEMENT
MAINTAINING A SUSTAINABLE MIND-SET
Measuring our success and impact is of great ECONOMIC
importance to us. Without this data, we have no
clarity as to what areas we are succeeding in and
what we need to focus on and improve. The project
TIME COST
management triangle, not only focuses on the three
main criteria of a project - time, cost and quality,
it also includes the three pillars of sustainability
- environmental, economic and social. This helps
us to consider our sustainability criteria in every
SUSTAINABILITY
project we undertake, ensuring this is a key part of MANAGEMENT
our brand DNA and mind-set.
ENVIRON-
SOCIAL
MENTAL
QUALITY
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04 SUSTAINABILITY THROUGH
QUALITY MANAGEMENT
MAKING INFORMED DECISIONS
The RADAR logic
In the day-to-day operations of our business, it is
easy to lose sight of the strategic vision, goals and
operational targets. The RADAR logic, as outlined
on page 22, is one of the key tools we use as it
follows the EFQM Business Excellence model. This
quality management approach is simple to use and 1. What you want to achieve
supports our managers at every level to choose 2. How you are going to achieve it
the right approach, consider sustainability in their
3. How and where in the organisation it
decision-making and in addition, it continuously
needs to be implemented
delivers best practices.
CONTINUOUS 4. How you measure the effectiveness
IMPROVEMENT and efficiency of the approach and its
deployment in delivering the results you
expect
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04 SUSTAINABILITY THROUGH
RISK MANAGEMENT
PROTECTING OUR FUTURE
Innovation should not come at the cost of great
1. RISK ASSESSMENT
risk to our people, planet and profits. At Swissôtel Environmental aspects analysis
our robust risk management process combines Health & safety risk analysis
Refine policies Food safety risk analysis
the identification of strategic risks with the standards
Identify
risks available in iOMS for customization at property level
systematic review of our processes to identify measures
5. IMPROVEMENT
4 3 RADAR suppor ts the improvement process and
allows for consolidation and central administration
Audit and
Deploy
assess 6. REFINEMENT
processes
performance Annual review at corporate committees and
subsequent refinement to policies and programmes
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OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
HOW - MANAGING SUSTAINABILIT Y
WHAT - O U R ACH I EVEM ENTS
THE WAY FORWARD – PL ANET 21
Due to outside temperature, overall occupancy and guest mix the hotels face
some fluctuation of volumes in energy and water consumption in some years.
However the impact of the overall saving initiatives can be understood looking at
the overall trend over years.
27
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
HOW - MANAGING SUSTAINABILIT Y
WHAT - O U R ACH I EVEM ENTS
THE WAY FORWARD – PL ANET 21
86.72*
81.5 821
800 804
80.9 81.2
80.8
80.3
28
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
HOW - MANAGING SUSTAINABILIT Y
WHAT - O U R ACH I EVEM ENTS
THE WAY FORWARD – PL ANET 21
87
YE 2015
86
YE 2016
85 YE 2017
84
83
82
81
29
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
HOW - MANAGING SUSTAINABILIT Y
WHAT - O U R ACH I EVEM ENTS
THE WAY FORWARD – PL ANET 21
30
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
HOW - MANAGING SUSTAINABILIT Y
WHAT - O U R ACH I EVEM ENTS
THE WAY FORWARD – PL ANET 21
31
OUR UNDERSTANDING
EXECUTIVE SUMMARY
WHY - THE CHALLENGES AND OUR RESPONSE
HOW - MANAGING SUSTAINABILIT Y
WHAT - OUR ACHIEVEMENTS
TH E WAY FO RWAR D – PL AN ET 21
06 PART OF AN EVEN
BIGGER MOVEMENT
COMMITTED TO DOING MORE
Since joining AccorHotels in July 2016, we are part of an
even bigger movement. One that aims to provide a positive
hospitality experience. The Planet 21 Programme is aligned with
our vision of placing sustainable hospitality at the core of our
strategy, development and innovation.
32
GLOSSARY
This report has been prepared with the help of our hotels and input from external experts.
For further information please contact: lilian.roten@swissotel.com
EFQM European Foundation for Quality Management LED Light Emitting Diod
GRI Global Reporting initiative Occupancy rate % of rooms available that are occupied
GSI Guest Satisfacton Index OHSAS Occupational Health & Safety Assessment Series
Guest night Person staying at hotel for one night RPS Reputation Performance Score
GWh Gigawatt hours SERAM Social Environmental Reporting and Management tool
33