sustainability of dutch tour operators

Transcription

SUSTAIN ABILITY OF DUTCH TOUR OPERATORS
M.C.A. van Beugen
Tilburg University, May 2005
Sustainability of Dutch tour operators
Final thesis for the Department of Leisure Sciences
Faculty of Social and Behavioural Sciences
Tilburg University
M.C.A. van Beugen
Tilburg, May 2005
Supervised by
Dr. ir. A. Bargeman
Summary
At the beginning of this century over 650 million people were traveling internationally on an annual basis
and this is expected to rise to 1600 million in twenty years time. As such, the tourism industry is one of the
fastest growing industries worldwide. Over time, people have learned to move faster and push back the
boundaries of the known world. Due to this increased demand for tourism many places in the world have
become more vulnerable to the impacts of the tourism activity as tourism has brought vast economic,
cultural and physical environmental changes. This has led to serious deterioration of tourist destinations
and cultures. The interaction of tourism with the socio-cultural and physical environment has raised ethical
questions on how these environments are used by the tourism industry. To conserve the natural and built
environment of society as a whole and to ensure the future existence of the tourism industry, tourism must
be developed in a more sustainable fashion.
Due to an increased interest of governments, NGO’s, businesses and civil society in these ethical issues,
tourism organizations are asked to take their responsibilities and act towards a more sustainable future. One
of the major players in the tourism industry is the tour operator, as the tour operator can be seen as a
necessary and essential link between the tourist and the provider. They play a crucial role in current society,
as they can influence the choices of consumers, the practices of suppliers and the development patterns of
destinations. In order to meet the demands of the present generation without compromising the ability of
future generations to meet theirs, the tour operator has to take its economical, environmental and social
responsibilities seriously.
This thesis explores the attitude and position of 20 Dutch tour operators towards the concept of
sustainability. For this purpose, a sustainability research model has been developed. The model provides a
picture of the tour operator’s current level of sustainability along five predefined levels of sustainability.
The research is performed on the basis of publicly available material.
On average, the tour operators reach an overall sustainability level or sustainability score of 2.16. This level
represents a reactive level, where the researched tour operators react on external pressure and show no own
initiative. This sustainability level suggests that the tour operators are not yet ready to fulfill their
responsibilities towards society as a whole. Only several of the researched tour operators have taken a clear
shift to focus on long-term survival and therefore contribute to the sustainable development of tourism. By
operating in a sustainable manner, these ‘frontrunners’ can sustain the future of the tourism industry and
make a significant contribution to persuading other tourism organizations to also become more sustainable.
ii
CO N T E N T S
Summary __________________________________________________________________________ ii
Contents ___________________________________________________________________________ iii
Acknowledgements __________________________________________________________________ v
List of abbreviations _________________________________________________________________ vi
List of figures, tables and boxes _______________________________________________________ vii
1.
2.
INTRODUCTION ________________________________________________________________ 1
1.1
Introduction_________________________________________________________________ 1
1.2
Background _________________________________________________________________ 1
1.3
Tour operators: The beginning _________________________________________________ 4
1.4
Tour operators: An essential link _______________________________________________ 5
1.5
Problem definition ___________________________________________________________ 6
1.7
Structure of the thesis_________________________________________________________ 7
RESPONSIBILITY AND SUSTAINABILITY IN TOURISM ___________________________ 8
2.1
Introduction_________________________________________________________________ 8
2.2
Tourism and Ethics __________________________________________________________ 8
2.3
Corporate Social Responsibility: Good for business? _____________________________ 11
2.4
Towards sustainable tourism organizations _____________________________________ 12
2.4.1 The principles of sustainability_____________________________________________ 13
2.4.2 Influences on the tourism activity __________________________________________ 15
2.5
3.
Final remarks ______________________________________________________________ 16
INTEGRATING SUSTAINABILITY IN THE DUTCH TOURISM INDUSTRY __________ 17
3.1
Introduction________________________________________________________________ 17
3.2
Sustainable tourism policy in the Netherlands ___________________________________ 17
3.2.1 Dutch initiatives towards a sustainable tourism industry ________________________ 18
3.3
The implementation of the PMZ-system ________________________________________ 20
3.4.1 Supply chain management________________________________________________ 23
3.4.2 Information provision towards the customer__________________________________ 23
3.4.2 External relations_______________________________________________________ 25
3.4.3 Internal environmental management ________________________________________ 26
3.5
4.
Final remarks ______________________________________________________________ 27
THE RESEARCH MODEL_________________________________________________________ 29
4.1
Introduction: various levels of sustainability ____________________________________ 29
4.2
Measuring sustainability: an introduction to the research model ___________________ 30
iii
4.3
The model for measuring the sustainability of Dutch tour operators ________________ 32
4.3.1 The five levels of sustainability____________________________________________ 32
4.3.2 The sustainability indicators ______________________________________________ 33
Economic sustainability __________________________________________________ 33
Environmental sustainability ______________________________________________ 36
Social sustainability _____________________________________________________ 37
4.3.3 The model of this study __________________________________________________ 40
5.
4.4
Similarities and differences between the Dutch tour operators _____________________ 42
4.5
Research questions __________________________________________________________ 43
METHODOLOGY AND ANALYSIS _______________________________________________ 45
5.1
Methodology _______________________________________________________________ 45
5.2
Sample and data collection ___________________________________________________ 45
5.2.1 The sample ___________________________________________________________ 45
5.2.2 Data collection ________________________________________________________ 46
5.3
Analysis ___________________________________________________________________ 47
5.3.1 The assignment of the level of sustainability _________________________________ 47
5.3.2 Weighing of the indicators _______________________________________________ 48
5.3.3 The interpretation of the levels of sustainability _______________________________ 49
5.4
6
7
Limitations of the study ______________________________________________________ 49
THE FINDINGS OF THE STUDY _________________________________________________ 51
6.1
Introduction________________________________________________________________ 51
6.2
Economic sustainability ______________________________________________________ 51
6.3
Environmental sustainability _________________________________________________ 55
6.4
Social sustainability _________________________________________________________ 58
6.5
Overall sustainability ________________________________________________________ 61
CONCLUSIONS AND RECOMMENDATIONS _____________________________________ 64
7.1
Introduction________________________________________________________________ 64
7.2
The research questions_______________________________________________________ 65
7.3
The central question and research purpose______________________________________ 72
7.4
Suggestions for further research_______________________________________________ 72
Literature ___________________________________________________________________________ 74
Appendix I
The tour operators’ characteristics _______________________________ 80
Appendix II
Research results _______________________________________________ 85
Appendix III
Average scores on the three dimensions ___________________________ 87
Appendix IV
The sustainability levels of Dutch tour operators ___________________ 88
Appendix V
Justification of the scores _______________________________________ 90
Appendix VI
Sources of data collection _______________________________________ 106
iv
Acknowledgements
First of all I would like to thank Globus, and in particular Dhr. Zoeteman, for the opportunity to graduate in
the field of sustainability and tourism. Also I would like to thank them for their patients for me to graduate.
Secondly, I would like to thank my boyfriend, my parents, my sister, my brother and of course my friends,
who have supported me throughout the sometimes tough process of graduation. Maurits, who would always
make me smile and forget the ‘stress’ of writing a thesis; mom and dad, who would always have some kind
of article for me on anything that was linked to sustainability when I came to visit them; Arlette, who has
helped me figuring out the world of tour operators; Bas, who has lent me a computer to finish my thesis as I
had destroyed my own; and my friends, who would accompany me to the bars to increase my motivation to
finish university.
Thank you all!!!
Lastly, I would like to thank Dr. ir. A. Bargeman, my supervisor, for her help and support during the
writing of my thesis.
Marieke van Beugen
Tilburg, May 2005
v
List of abbreviations
ANVR
CSR
CSR-platform
DTO-KOV
ECPAT
GRI
IDUT
IUCN
NC-IUCN
NGO
NIDO
PMZ-system
TOI
TRN
UNEP
VROM
WBCSD
WCED
WTO
WTTC
Algemeen Nederlands Verbond voor Reisondernemingen
Corporate Social Responsibility
Platform for Corporate Social Responsibility
Duurzame Technologische Ontwikkeling- Kennisoverdracht en Verankering
(Sustainable and Technological Development- Knowledge exchange and Anchoring)
End Child Prostitution, Child Pornography and Trafficking of Children for Sexual
Purposes
Global Reporting Initiative
Initiatiefgroep Duurzaam Uitgaand Toerisme
(Initiative for Sustainable Outbound Tourism)
International Union for the Conservation of Nature
Netherlands Committee for International Union for the Conservation of Nature
Non-Governmental Organization
Nationaal Initiatief Duurzame Ontwikkeling
(National Initiative for Sustainable Development)
Product Management Zorg systeem
(Product and Environental Management System)
Tour Operators’ Initiative
Toerisme en Recreatie Nederland
(Tourism and Recreation Netherlands)
United Nations Environment Program
Ministerie van Volkshuisvesting, Ruimtelijke Ordening en Milieubeheer
(Ministry of Public Housing, Spatial Planning and Environment)
World Business Council for Sustainable Development
World Commission on Environment and Development
World Tourism Organization
World Travel and Tourism Council
vi
List of figures, tables and boxes
Figures
1.1
1.2
1.3
2.1
2.2
3.1
4.1
6.1
6.2
6.3
6.4
Amount of people traveling internationally _________________________________________ 2
Amount of jobs in the tourism industry ____________________________________________ 2
The tour operator as essential and necessary link in tourism ____________________________ 5
Aspects of ethics and issues of social responsibility __________________________________ 9
A view of sustainable tourism that shows the links among its three parts:
the economic part, the social part and the environmental part __________________________13
The virtuous cycle of user-based interactive learning _________________________________24
The corporate pyramid of needs __________________________________________________32
Economic sustainability of Dutch tour operators _____________________________________52
Environmental sustainability of Dutch tour operators _________________________________ 56
Social sustainability of Dutch tour operators ________________________________________ 59
Overall sustainability of Dutch tour operators _______________________________________ 62
Tables
2.1
3.1
3.2
3.3
3.4
3.5
4.1
4.2
4.3
4.4
4.5
4.6
4.7
5.1
5.2
5.3
6.1
6.2
6.3
6.4
Major determinants and influences on the tourism activity _____________________________ 15
Initiatives towards the sustainable development of tourism ____________________________ 19
The PMZ phase model _________________________________________________________ 22
Number of actions taken by Dutch tour operators ____________________________________ 26
Nature of actions _____________________________________________________________ 27
Top-10 of actions undertaken by tour operators _____________________________________ 27
The five sustainability attitudes __________________________________________________ 30
The five level index model ______________________________________________________ 31
The attitude model for the economic sustainability of Dutch tour operators ________________ 35
The attitude model for the environmental sustainability of Dutch tour operators ____________ 37
The attitude model for the social sustainability of Dutch tour operators ___________________ 39
The research model____________________________________________________________ 41
The perceived differences between large scale mass-market operators and small scale
specialist operators ____________________________________________________________ 43
The sample of this study _______________________________________________________ 46
The justification of the indicators: an example ______________________________________ 48
Weighing of the sustainability indicators ___________________________________________ 49
Tour operators’ averages on the economic sustainability indicators ______________________ 53
Tour operators’ averages on the environmental sustainability indicators __________________ 57
Tour operators’ averages on the social sustainability indicators _________________________ 59
Research results: the overall sustainability of Dutch tour operators ______________________ 63
Boxes
1.1
2.1
2.2
2.3
3.1
3.2
Statements and declarations of the WTO related to the sustainable development of tourism ___ 4
Global code of ethics for tourism: principles ________________________________________ 10
The three parts of corporate sustainability __________________________________________ 14
The principles of sustainable tourism ______________________________________________ 14
Tourist’s consumption _________________________________________________________ 19
Benefits of sustainability reporting _______________________________________________ 25
vii
1.
IN TRODUCTION
1.1
Introduction
The tourism industry is one of the world’s largest and fastest growing industries and is one of the most
positive contributors to local, regional and national economies ever conceived. But together with this
growth there have emerged many critical situations facing the tourism industry, in terms of the impacts
tourism has already had and possibly will have on the society as a whole (Theobald 1994). To ensure the
future existence of the tourism industry and to protect the environment from destruction, new ways have to
be found to replace the old emphasis on economic growth with a push for the sustainable development of
tourism (Theobald 1994).
In this thesis, one of the major players of the tourism industry, the tour operator, will be the subject. This
subject has been chosen due to the fact that sustainability in the tourism industry is currently a highly
significant concept, and due to the fact that tour operators play a significant and essential role in the tourism
industry. Although much has been written about how tour operators should deal with sustainable tourism,
not much insight has been obtained yet on how tour operators actually deal with the interesting concept of
sustainable tourism.
This study on tour operators and sustainability is an assignment of Globus, namely to apply the
sustainability research model to another sector. As such, this study is a part of a cluster of studies
performed by Globus. This Institute for Globalization and Sustainable Development, at Tilburg University
in the Netherlands, developed a sustainability research model, which measures the attitudes of
organizations towards the concept of sustainability. Preceding to this research the sustainability research
model has been successfully used to describe the attitudes towards sustainability of the oil and gas industry
(Harkink 2002), the dairy industry (Zoeteman and Harkink 2003), nations (Zoeteman 2001) and pension
funds (Kekalaïnen 2004). In this thesis the sustainability research model will be applied to tour operators in
the Netherlands.
This chapter will provide the reader with an introduction to the tourism industry in current society and the
role tour operators play in this highly dynamic industry.
1.2
Background
At the beginning of this century over 650 million people were travelling internationally on an annual base,
which is expected to rise to 1600 million in twenty years time (WTO 1997; WTO 2005). By the year 2020,
tourists will have conquered every part of the world (see figure 1.1). The increase in demand for tourism
results in more jobs in the tourism industry. According to the WTTC (2003), the tourism industry is the
largest employer in the world with almost a quarter of a million jobs and this is expected to increase in the
future (see figure 1.2).
1
Figure 1.1 Amount of people traveling internationally.
Source: WTO (1997; 2005)
A trend behind this continuously expanding demand for tourism is that over time, people have explored
further and discovered places no tourist went before. Due to the process of continuously expanding social,
cultural and physical mobility people have learned to move faster and more comfortably. Because of this
insatiable curiosity, man has pushed back the boundaries of the known world.
Figure 1.2 Amount of jobs in the tourism industry.
Source: WTTC (2003)
This process of globalization makes all places in the world more vulnerable to external influences. As many
places in the world have been developed for tourism, tourism has brought vast economic, cultural and
physical environmental changes. Tourism growth is one of the greatest success stories in recent years, but
‘there have been increasing warning signs: the over-saturation and deterioration of some destinations, the
overwhelming of some cultures, bottlenecks in transport facilities, and a growing resentment by residents in
some destinations’ (Savignac in WTO 1996, p.3). These environmental changes led to a great concern
about our natural environment. As a result, development of tourism in a more sustainable way became one
of the major focal points in tourism policies during the seventies and eighties.
2
It goes far back to the year of 1925 when in The Hague the First International Congress of Official Tourist
Traffic Associations was held. During this congress the International Union of Official Travel
Organizations (IUOTO), which in 1975 was transformed into the World Tourism Organization (WTO),
acknowledged the significance of tourism and its opportunities to preserve and conserve the environment.
The first actual wave of environmentalism appeared during the ‘Club of Rome’ in 1972. The well-known
Brundtland Rapport followed this first wave in 1987, in which the most used definition of sustainable
development was given:
‘Sustainable development is development that meets the needs of the present without
compromising the ability of future generations to meet their own needs.’ (WCED 1987,
p.8)
In 1989 the Dutch travel and tourism industry held a Conference on Tourism in The Hague (WTO 1989), in
association with the Inter-Parliamentary Union (IPU) and the World Tourism Organization (WTO). At this
Conference on Tourism a new role for tourism was recognized, that would be:
‘...tourism as an instrument for improving the quality of life of all peoples and as a vital
force for peace and international understanding, and defining the responsibilities of the
State in its development, particularly with respect to promoting awareness about the
importance of tourism among the peoples of the world and protecting and enhancing
tourism resources as part of the heritage of mankind, with a view to contributing to the
establishment of a more just and equitable new international economic order.’ (WTO
1989, p.2)
Already back in the eighties they recognized tourism as an instrument to implement the principles of
sustainability, to preserve the natural and built environment of tourism destinations and their community
and culture. The WTO publicized its first declaration concerning the sustainable development of tourism in
1980 (see Box 1.1). Consequently, during the Earth Summit on June 14th 1992, 178 governments adopted
Agenda 21 for the Travel and Tourism Industry, the first document of its kind to achieve international
consensus. In 1996, this Agenda 21 was completed and translated into a programme of action for Travel
and Tourism (WTO 1996), as protecting the natural and cultural resources should be the core of every
tourism organization. Agenda 21 ‘provides a blueprint for securing the sustainable future of the planet,
from now into the twenty-first century’ (WTO 1996, p.4). This Agenda 21 discusses many programmes of
action that can be implemented by the tourism organizations around the world to strive towards a more
sustainable management in tourism.
Recognition of tourism as an agent of change was given at the ’Earth Summit II’ in New York in 1997. The
base of this recognition was ‘that tourism must be developed in a sustainable fashion, to ensure the
conservation of resources for future generations to make their livelihoods from tourism, just as their parents
do now’ (Holden 2000, p.xvii). Now that the tourism industry is expanding immensely, it is of great
3
importance to further guide this growth towards a sustainable future. The next two paragraphs will shortly
discuss the history of the tour operator and the significant role it plays in the pursuit of the sustainable
development of tourism.
Box 1.1 Statements and Declarations of the WTO related to the Sustainable Development of Tourism.
1980
Manila Declaration on World Tourism
1982
Acapulco Documents on the Rights to Holidays
1985
Tourism Bill of Rights and Tourism Code, Sofia
1989
The Hague Declaration on Tourism
(1995)
Lanzarote Charter for Sustainable Tourism (jointly with UNEP, UNESCO, EU)
1996
Agenda 21 for Tourism and Travel Industry
1999
Global Codes of Ethics for Tourism
(2002)
Hainan Declaration – Sustainable Tourism in the Islands of Asia-Pacific Regions
(2003)
Djerba Declaration on Tourism and Climate Change
Québec Declaration on Ecotourism
Source: WTO Internet site (2004)
1.3
Tour operators: The beginning
It is known from historical evidence that boarding houses existed in Biblical times, that large hostelries
were located along the Roman road system and that during the Middle Ages roadside inns were operated by
religious orders. Also, the travel reports of Marco Polo refer to guesthouses that provided accommodation
for the traveller. Later, in the eighteenth century, higher standards were established to satisfy the needs of
the more demanding traveller and during the nineteenth century, luxury hotels were established in the
major towns in Europe and America.
As travel increased and as many hotels opened their doors to the traveller, ‘the need and the opportunity
arose for a professional to arrange for transportation and accommodation’ (Kosters 1981, p.8). In 1845
Thomas Cook became the first tour operator in the world, organizing excursions on a full-time basis
(Kosters 1981). Cook established travel agencies and introduced the hotel coupon and the traveller cheques.
He also invented charter trips and packaged holidays to sell to the middle class. Thomas Cook became the
founder of the travel agency business, as we know it today, and developed into one of the largest tourism
organizations in the world.
In the Netherlands the travel industry initiated with people travelling to the beaches in the West. In 1876
the first Dutch tour operator Lissone was established, the predecessor of the in 1974 established tour
operator Holland International, today a tour operator that cannot be left out of consideration in Dutch
society. The establishment of the first tour operator in the Netherlands was followed by a wave of new
travel and tourism organizations, such as the Dutch road organization ANWB (Algemene Nederlandse
Wielrijders Bond, 1883), the VVV (1885), the Royal Dutch airlines KLM (1919) and many others. Also,
many American tour operators, hotel chains and airlines founded headquarters in the Netherlands and the
4
rest of Europe to better satisfy the needs of many American people who would travel through Europe
(Kosters 1981). Nowadays, there are over 600 tour operators in the Netherlands alone. Many of these tour
operators have established a good name in Dutch society and stand for quality and credibility, such as TUI
(Holland International and Arke), Thomas Cook (Neckermann and Vrij Uit), OAD, Travel Trend, Special
Traffic, Eurocamp and Baobab.
1.4
Tour operators: An essential link
In 140 years time, the number of tour operators present in current society has developed immensely. Tour
operators have also gained in importance in the travel and tourism industry. It is argued by many authors
(Carey et al. 1997; Mowforth and Munt 1998; Swarbrooke 1999; Stear 2003) that tourism and tourism
development is primarily led by the tour operators. Therefore, the tour operator can be seen as a necessary
and essential link between the tourist and the provider, as is illustrated in figure 1.3. The role of the tour
operator is to construct a ‘travel package’, namely to be an intermediary between suppliers of services,
accommodation, entertainment, transportation, etc. This ‘package’ is then sold to the tourist, directly or
through a retail travel agency. Moreover, the Tour Operators Initiative (2004) notes that ‘as intermediaries
between tourists and tourism service providers, tour operators can influence the choices of consumers, the
practices of suppliers and the development patterns of destinations’ (TOI 2004).
Figure 1.3 The tour operator as essential and necessary link in tourism.
Local Tour Operator
"! # ! $ % % &'
Accommodations
Related Services
$
(
)%%(
*+
,
( (
+
Transportation
( (-(%
728523(5$725
Retail Travel Agent
Tourist
Source: Stear (2003)
In the pursuit of sustainable development of the travel and tourism industry, tour operators can play a major
role. According to the Tour Operators Initiative (2004, Internet site) ‘this unique role means that tour
operators can make an important contribution to furthering the goals of sustainable tourism development
5
and protecting the environmental and cultural resources on which the tourism industry depends for its
survival and growth’.
The next paragraph will introduce the central question that will guide this study.
1.5
Problem definition
The integrity and continuity of the tourism product is a major concern of the industry and therefore several
recommendations have been made regarding the role of tourism organizations in promoting sustainable
tourism development (Theobald 1994). To insure the continuity of the tourism industry, it is not just a
matter of conserving the external environment; it is also a matter of integrating the concept of sustainability
into the organizational structure of a tourism organization to operate in a sustainable manner. Therefore, in
this study, the integration of sustainability in the internal organization will be of equal importance as the
pursuit of sustainable development with regard to the external environment.
As tour operators are seen as the essential link in tourism, it is important that tour operators include the
concept of sustainability in their organizational activities in the pursuit of sustainable tourism development.
The purpose of this thesis is to explore the position and attitude of 20 well-known tour operators in the
Netherlands with regard to the concept of sustainability. This goal will be reached by answering the
following central question:
To what extent is the concept of sustainability internalised into the policies and operational
activities of tour operators in the Netherlands?
To answer the central question the research model developed by Globus (Zoeteman 2001) will be applied
to Dutch tour operators. Therefore, the research model will be developed specifically for tour operators.
The model explores the attitudes of tour operators towards the concept of sustainability on the basis of five
mind-sets and their corresponding types of activities. The model is a five-step sustainability attitude model,
representing 5 levels of sustainable development, ranging from ‘very unsustainable’ to ‘beyond
sustainability’. The concept of sustainability will also be divided into the three dimensions of sustainability:
economic, environmental and social sustainability. Using this research model it will become evident at
what sustainability level Dutch tour operators are currently operating. This will result in information on
how tour operators actually deal with the concept of sustainability and how they are likely to progress in
the future. This qualitative study will be performed using related literature and various types of written
documents published by Dutch tour operators.
It must be said that the choice to use the research model developed by Zoeteman in this study is more a
pragmatic one than a theoretical one. Firstly, the research model provides equal opportunities to implicate
internal and external sustainability. And secondly, this study on tour operators is a means to acquire
experience with the usage of the sustainability research model.
6
1.7
Structure of the thesis
This chapter has provided the reader with an introduction to the tourism industry and one of its major
players, the tour operator. Consequently, the problem definition has been presented followed by a short
description of the chosen research method. Chapter 2 will provide the reader with an introduction to
tourism ethics, the concept of Corporate Social Responsibility (CSR) and the principles of sustainability in
the tourism industry. How corporate responsibility and corporate sustainability have developed in the
Dutch tourism industry and specifically in what ways Dutch tour operators have taken responsibility
concerning their organizational actions will be outlined in chapter 3. In Chapter 4 the research method of
Zoeteman for measuring sustainability will be discussed. Subsequently, the research model for measuring
the sustainability level of Dutch tour operators will be presented, which illustrates the indicators that
represent the economic, social and environmental sustainability of Dutch tour operators. Chapter 5
describes the methodology of the research. In chapter 6 the findings of the study are presented, and finally
chapter 7 will discuss conclusions and further recommendations.
7
2.
RESPON SIBILITY AN D SUSTAIN ABILITY IN TOURISM
2.1
Introduction
The tourism industry is a unique industry with its own needs, priorities, considerations and problems.
According to many authors, trying to define the ‘tourism industry’ is extremely difficult (Holden 2000;
Mowforth and Munt 1998; Stear 2003). This industry does not have the usual production function or an
output that can be measured physically. The tourism industry is also highly fragmented and diverse,
consisting of several different branches such as tour operators, carriers, accommodation providers, tourism
associations and consultancies. The tourism industry is furthermore an industry with its own laws and its
own legitimacy, each struggling for a greater market share and higher profits (Payne and Dimanche 1996).
Consequently, it is difficult to evaluate its impact upon society compared to other economic sectors, and the
contribution of the tourism industry and its organizations to environmental problems can hardly be
separated from other sector’s contributions.
But these impacts, for example at the tourist destination, are highly noticeable, as the physical and sociocultural environment is part of the tourism product. Consequently, pressure from all parts in society governments, stakeholders, NGOs and customers - is calling upon the tourism organizations to broaden
their responsibilities to the whole society. This chapter will concentrate around the responsibilities of
tourism organizations and especially on tourism ethics, the concept of Corporate Social Responsibility1
(CSR) and the principles of sustainability in the tourism industry.
2.2
Tourism and Ethics
Businesses and organizations act in the middle of society and therefore they have an ethical and social
responsibility concerning their organizational behaviour in society (Jeurissen 2000). In a global world,
tourism organizations operate in politically and environmentally sensitive regions and exploit the supply
offered in those regions. The interaction of tourism with these physical and cultural environments raises
ethical questions about how these environments are used by the tourism industry and tourists, which
reflects the broader ethical concern over our interaction with the environment (Holden 2000). Figure 2.1
illustrates the various aspects of ethical and social responsibility, such as relations with the local
community. Additionally, tourism organizations are confronted on a daily basis with situations that demand
ethical judgements, e.g., political developments such as war, SARS, slave labour in the Third World, and
recently the seaquake in South Asia.
1
The term Corporate Social Responsibility (CSR) is often applied to large multinationals and might not be suitable to describe Dutch
tour operators. But Corporate Social Responsibility is a fixed term in literature and will be used here as a concept.
8
Figure 2.1 Aspects of ethics and issues of social responsibility.
The impact of their
activities on the environment
Relations with the local
community
Human resource policies, e.g.
equal opportunities and pay
Product safety
Investment policies and
relations with investors
Tourism organization
Pricing policies
Relations with suppliers and
marketing intermediaries
Corruption
Promotion techniques, eg. honest
advertising and brochures
Compliance or otherwise with
government legislation
Source: Swarbrooke (1999)
In the past, tour operators’ main concern was to stay in business, not wanting to discuss their
responsibilities, although tour operators thought degradation of the environment was a bad thing (Fennell
2000). Though still rooted in this market-based economy, the concern for ethical issues and ethical conduct,
among both tourism organizations and tourists, has become a fundamental concern in the tourism industry
(Malloy and Fennell 1998). Ethics can be seen as a systematic attempt to make cohesive, rationale whole
out of individual and social moral experiences (De George 1990; Jeurissen 2000). The need to develop an
ethical code of behaviour originated from this concern, to ‘help ensure that the ways in which tourism
goods and services are marketed meet or exceed widely accepted industry standards and practices.
(Hultsman 1995, p.553).
Additionally, ethical codes represent the corporate culture and these codes serve as a means to
communicate the corporate culture both internally and externally, ‘to curb unethical conduct, to enhance
moral awareness of employees, and retain the faith of the consumer’ (Malloy and Fennell 1998, p.453-454).
As a tour operator is the intermediary between consumers and providers, and as any other business, an
organization with employees, they are highly dependent on the relationship with society and with its
employees.
Furthermore, as in the tourism industry the needs and interests of many stakeholders have to be taken into
account, the tourism industry cannot ignore ethical issues. According to Walle (1995, p.266) ‘such
considerations of the tourism profession are inherently ethical because they strive to prevent some groups
from benefiting unfairly at the expense of others’, as the local community and the local culture at the tourist
destination are also of great significance. Hultsman (1995, p.560) notes that ‘some generally understood
and basic ethicality is fundamental and necessary to the evolution of tourism as a recognized and legitimate
profession’, pointing at globally accepted ethical behaviour in the tourism profession.
9
Another significant distinction with mainstream business is that the tourism product cannot readily be
replaced or altered if it becomes undesirable. The external environment is the tourism product. For this, the
tourism industry is highly dependent on the conservation and preservation of the world’s inherent assets,
and the popularity of these places amongst the consumers. Otherwise, the future of the tourism industry is
in jeopardy (WTTC et al. 2002; Swarbrooke 1999). Furthermore, if organizations do not act voluntarily,
governments may need to regulate their activities (Swarbrooke 1999). Therefore, tourism organizations are
being encouraged to take their responsibilities.
Hence, acting in a moral and ethical manner forms the core of corporate responsibility for tourism
organizations. To emphasize the significance of ethics in the tourism industry, the WTO (1999) developed
the Global Code of Ethics for Tourism (see Box 2.1). This Code of Ethics is a comprehensive set of
principles whose purpose is to guide the stakeholders in tourism development: central and local
governments, local communities, the tourism industry and its professionals, as well as visitors, both
international and domestic.
Box 2.1 Global Code of Ethics for Tourism: Principles.
Tourism’s contribution to mutual understanding and respect between peoples and societies
Tourism as a vehicle for individual and collective fulfilment
Tourism, a factor of sustainable development
Tourism, a user of the cultural heritage of mankind and contributor to its enhancement
Tourism, a beneficial activity for host countries and communities
Obligations of stakeholders in tourism development
Right to tourism
Liberty of tourist movements
Rights of the workers and entrepreneurs in the tourism industry
Implementation of the principles of the Global Code of Ethics for Tourism
Source: WTO (1999)
The next paragraph will discuss whether acting in an ethical manner and herewith being responsible is the
best long-term strategy for an organization.
10
2.3
Corporate Social Responsibility: Good for business?
As has been discussed in the previous paragraph, responsibility is a key ethical term that has gained a
dominant significance in contemporary moral understanding, often used as the essence of ethics (Enderlee
2004). Due to the increasing interest of society in responsible behaviour of organizations, many
organizations are nowadays more concerned about values like ethical codes of conduct, human rights,
health care, labour, consumer protection and the environment (Graafland and Eijffinger 2004; CSRplatform 2004). According to the Dutch CSR-platform, ‘CSR is a process in which corporations take
responsibility for the social, ecological and economic consequences of their actions – throughout their
product and service delivery chains – making themselves accountable, and engaging in a dialogue with all
those involved’ (CSR-platform 2003, p.3). Also, the World Business Council for Sustainable Development
(WBCSD) defines CSR as ‘the commitment of business to contribute to sustainable economic
development, working with employees, their families, the local community and society at large to improve
their quality of life’ (in Cramer and Loeber 2005, p.4).
It has been acknowledged by many authors (Epstein and Roy 2003; Fleckenstein and Huebsch 1999;
McIntosh et al. 1998) that ethical guidelines and CSR standards provide organizations with a better
understanding of their role and obligations towards society, positively influencing long-term corporate
profitability. Therefore, many authors argue that ‘ethics is good for business’. Velasquesz (2001) positively
links the two principles on which Corporate Social Responsibility is based: ethical and economic
principles. He argues that ethical behaviour and herewith being responsible is the best long-term strategy
for an organization. In addition, according to De Geus (NIDO 2005) being responsible is the fundamental
condition for business success. It means that the organization as a whole stays in harmony with the society.
When this harmony is lost, the organization should change the internal organizational structure to recover
the harmony.
To the contrary, Friedman (in Walle 1995) denies that being responsible is the best long-term strategy, as
the best long-term strategy is profit maximization. But, he notes that socially responsible behaviour
ultimately benefits the organization as it can help to prevent government intervention and regulation. Also,
Jeurissen (2000) discusses the economic feasibility of CSR by questioning the space the free market offers
for CSR. Is CSR just a luxury that corporations can only afford when it is compatible with the pursuit for
profit maximization? This debate around CSR and maximizing profitability is an ongoing debate since the
sixties. Another fundamental principle in the free market that goes hand in hand with profit maximization is
the principle of competitiveness. Businesses and organizations compete to maximize their profit and they
maximize their profit to be competitive. These principles constrain the margin organizations have for CSR.
Though not a tourism organization, the Dutch coffee brand Douwe Egberts is a good example when it
comes to the economic and ethical principles not being compatible. Douwe Egberts was not capable of
solely offering coffee approved by the The Max Havelaar Foundation2, simply because the demand was not
2
The Max Havelaar Foundation strives towards fair and just relations worldwide. Central to its policy is sustainable production, trade
and consumption (Max Havelaar 2004).
11
sufficient enough to be profitable (Jeurissen 2000, p.98).
The debate concerning these issues -responsibility, profit maximization and competitiveness- is also being
held in the tourism industry. From all corners in society, like governments, NGOs and consumers, tourism
organizations are almost ‘obliged’ to take their responsibility concerning their organizational behaviour in
society and the impacts of the tourism product on the environment. The same questions apply to the
tourism organizations as to mainstream business: is it economic feasible and is there a tourism market for
responsible and sustainable tourism? The Dutch tour operator Multatuli Travel proved wrong when it
seized to exist in 2000 (Multatuli Travel 2000). The market for responsible and sustainable tourism was
missing. Due to less bookings than expected, being responsible and offering sustainable tourism was just
not economic feasible.
This shows that a delicate and stable balance must be found between the sustainable development of
tourism, that is tourism organizations operating in a sustainable manner, and the inevitable economic
growth from tourism (WTTC et al. 2002). Tourism organizations and the offered tourism product should
contribute both to the improvement of quality of life and the conservation of the social-cultural and
physical environment. Things are changing, as governments, NGOs, tourism organizations and consumers
are more and more conscious of their responsibility for the social-cultural and physical environment.
Hence, as organizations individually cannot arrive at a sustainable tourism industry, many tourism
organizations have turned to the implementation of codes of ethics in an attempt to enhance the behaviour
of both tourists and providers of tourism services, this to ensure the future existence of the tourism industry.
The next paragraph will discuss the principles of sustainability, the latest buzzword that brings together all
trends that have broadened the role of businesses in society. Although corporate responsibility emphasizes
ethical and social responsible behaviour, corporate sustainability goes one step further by emphasizing
responsive behaviour, anticipating in future developments and addressing them in forward thinking in a
proactive way (Walle 1995).
2.4
Towards sustainable tourism organizations
Although the success of tourism has traditionally concentrated in its economic dimension, ‘well preserved
environmental and cultural features are part of a quality tourism experience, and are today fundamental to
the success of the tourism sector’ (Yunis 2004, p.1). Consequently, as the core resources of the tourism
industry consist of the natural and built environment of tourism destinations and their community and
culture, impacts on the environment are extremely noticeable in the tourism industry. Because of the
constantly growing flow of tourists the pressure on the environment increases proportionally and at some
places even the natural capacity is violated (NC-IUCN 2004). So, ‘the long run prosperity of the tourism
industry depends on these resources being looked after and sustained at a level of development which does
not erode their intrinsic value’ (Middleton in Stabler 1997, p.129).
12
But as has been argued before, the emphasis on the conservation of the external environment does not
provide us with a complete picture of a sustainable organization. According to Van Marrewijk and Were,
corporate sustainability refers to ‘a company’s activities demonstrating the inclusion of social and
environmental concerns in business operations and in interactions with stakeholders (Van Marrewijk and
Were 2003, p.107). Corporate sustainability emphasizes the inclusion of economic, social and
environmental sustainability both in external operational activities as in internal operational activities. To
achieve a sustainable tourism development, the protection of the social-cultural and physical environment,
both internally and externally, must be seen as a key component of the long-term economic viability of the
organization and the tourism industry as a whole (Van Marrewijk and Were 2003).
According to Eaton (in Stabler 1997, p.117, ‘one of the very tools for achieving sustainable tourism is
business strategy itself’. He argues that the pursuit of the sustainable development of tourism can bring
competitive advantages. To be competitive in the tourism industry, differentiation of the tourism product
must be reached (Eaton in Stabler 1997). In addition, there is also a need to preserve longer-term quality of
the tourism product, which embodies sustainability as a prerequisite. This can be done by cost reductions
and improvements in resource use and efficiencies as well as making better use of capacity, e.g. recycling
of materials, usage of local recourses, energy conservation initiatives, improved recruitment and training
procedures, quality and durability of items (Eaton in Stabler 1997; Swarbrooke 1999). Consequently,
‘client loyalty increases, complaints decrease, and repeat trade increases as a result of sustainability’ (Eaton
in Stabler 1997, p.113). Therefore, tourism can be seen as a means in the pursuit of conservation of the
environment, as long as the principles of sustainability are integrated in the business strategy. These
principles will be discussed in the next paragraph.
2.4.1
The principles of sustainability
The key principles of the framework for sustainable tourism are also known as People (‘social well-being’),
Planet (‘ecological quality’) and Profit (‘economic prosperity’), or the ‘Triple Bottom Line’ (Elkington
1997) and refer to the comprehensive integration of respectively the social, physical and economic
environment in the pursuit of tourism development. Understanding the three parts and their links is the key
to understanding sustainability, as it is about understanding the connections between and achieving balance
among the three main aspects of sustainability (Hart 1998, see Figure 2.2).
Figure 2.2
A view of sustainable tourism that shows the links among its three parts: the economic part,
the social part and the environmental part.
Source: Hart (1998)
13
As has been discussed before, in tourism the principles of sustainability should both be integrated in the
internal organizational activities and be applied to the external physical and socio-cultural environment.
Enderle (2004) argues that for organizations ‘exercising corporate responsibility…is not only possible but
also necessary…’ (p.51). He notes that the three parts of sustainability are interrelated, each kind
containing its own intrinsic value. He argues that this triple involvement intrudes every aspect of an
organization: its purpose and objectives, its processes and actions, and its results. He listed several items
that specify the three parts of sustainability, mapping the responsibilities of organizations (see Box 2.2).
Box 2.2
The three parts of corporate sustainability.
Economic sustainability
- make/ maximize profit in the short and long term
- improve productivity: quality of production factors, processes, products and services
- preserve/ increase the wealth of owners/ investors
- respect your suppliers and be fair to your competitors
- regarding employees: preserve/ create jobs, pay fair wages, provide social benefits, (re-) educate
and empower employees
- serve customers
Social sustainability
- preserve and foster health
- respect the spirit and letter of laws and regulations
- respect social customs and cultural heritage
- engage selectively in cultural and political life
Environmental sustainability
- be committed to the sustainable development of the physical environment
- consume less natural resources and burden less the environment with effluents
Source: Enderle (2004)
In addition to Enderle (2004), the WTO (2004) describes the principles of sustainability in the tourism
industry as a whole (see Box 2.3). The WTO describes sustainability principles that refer to the
environmental, economic and socio-cultural aspects of tourism development, and argues that a suitable
balance must be established between these three dimensions to guarantee the long-term sustainability of the
tourism industry.
Box 2.3
The principles of sustainable tourism.
Economic sustainability (Profit):
Ensure viable, long-term economic operations, providing socio-economic benefits to all
stakeholders that are fairly distributed, including stable employment and income-earning
opportunities and social services to host communities, and contributing to poverty alleviation.
Environmental sustainability (Planet):
Make optimal use of environmental resources that constitute a key element in tourism development,
maintaining essential ecological processes and helping to conserve natural heritage and biodiversity.
Social sustainability (People):
Respect the socio-cultural authenticity of host communities, conserve their built and living cultural
heritage and traditional values, and contribute to inter-cultural understanding and tolerance.
Source: WTO (2004)
14
As it is widely known that the sustainable development of tourism is a multi-dimensional and
interdisciplinary phenomenon, combining these two descriptions of the principles of sustainability will
provide us with a good picture of an organization operating in the dynamic tourism industry.
2.4.2
Influences on the tourism activity
Besides the balance that has to be found between internal and external operational activities when pursuing
towards a more sustainable future in the tourism industry, the tourism industry and its organizations are
also being influenced by many trends and developments in the world. These trends and developments
illustrate the highly dynamic environment of the tourism industry and ask for a pro-active attitude of
tourism organizations. The WTO (1997) identified in their report ‘Tourism 2020 vision’ major
determinants and influences on tourism activity for the period 1990-2020. This report provides an insight in
the complexity of the tourism industry and especially in the complexity of realizing the sustainable
development of tourism. The major influences are outlined in Table 2.1.
Table 2.1 Major determinants and influences on tourism activity.
Economic
-
-
Continual global economic growth
Growth in importance of emerging economies
(Asian tiger economies and Eastern European
ex-communist countries)
Widening gap between rich and poor countries
Spread of harmonisation of currencies
Technology
-
Marketing
-
Use of electronic technology to identify and
communicate with the market
-
Ageing population and contracting workforces
in industrialized countries leading to more
migration from South to North
Growth of population
Political
-
Reduction or removal of barriers to
international travel
-
Increased public awareness of socioeconomical and environmental issues
Greater media reporting on major global
problems
Demographic
-
Socio-economical awareness
-
Globalisation
-
Growing power and control of multinational
companies and consequent reduction of
control of individual states
Localisation
-
-
Change from ‘service’ to ‘experience’
-
Change of focus from delivering ‘ordinary’
services to producing ‘unique’ experiences that
engage the consumer personally
IT development
Advances in transport technologies
Conflict in developing countries between
maintaining the socio-cultural identity, and
‘modern’ influences
Demand of recognition from groups
differentiated on religious, ethnical and social
grounds
Living and working environments
-
Growing urban congestion both in
industrialised and developing world
Source: WTO (1997)
As people become more sophisticated, there is an increased awareness of socio-economical and
environmental issues amongst the public that has increased the promotion of these issues in the tourism
industry. Also, an increasing number of tourism organization and destinations are using the Internet as a
means of promotion and marketing. For example, many countries in Africa are studying the development of
15
Internet sites to promote their tourism product. Adding that already developed tourist destinations are
diversifying their tourism product to encourage the generation of new tourism markets, spreading demand
away from the more traditional areas such as cities and coastal areas (WTO 1997).
The last paragraph will conclude this Chapter.
2.5
Final remarks
Regarding the many trends and developments, governments and civil society that influence the tourism
industry, changes towards a sustainable future of the tourism industry will not happen overnight and will
not easily be done. Adding that tourism organizations generally are still inexperienced in handling
sustainability issues creatively (Porter and Van der Linde 1995). To guide tourism organizations towards a
more sustainable future, tourism organizations have to adopt another way of thinking. Chuang Peck Ming
from Philips notes that ‘going green ... is, in fact, a way of innovation in the company…’ (Ming 2004, p.1).
These innovating thoughts of sustainability have to be integrated throughout the entire organization, this to
clarify to all actors and stakeholders within the organization that this new collective goal has to be reached.
The next chapter will deal with the incorporation of responsibility and sustainability in the Dutch tourism
industry, and specifically in what way Dutch tour operators have undertaken organizational actions towards
a sustainable future.
16
3.
IN TEGRATIN G SUSTAIN ABILITY IN THE DUTCH TOURISM
IN DUSTRY
3.1
Introduction
Although the Netherlands is a small country, covering 41.528 square kilometers and with 16,3 million
inhabitants (Dutch Ministry of Foreign Affairs 2004), it plays a large role in the world of tourism. Over
eighty percent of the Dutch population goes on holiday at least once a year. Totally we are looking at 19
million holidays in the Netherlands and abroad. In addition, Dutch tourists spend 9 percent of their total
expenditure on holidays and day trips (DTO-KOV 2001). In 2004, the Netherlands was expected to
generate Euro 70.3 billion (US$90.3 billion) of economic activity in tourism (total demand), which is
equivalent to 3,3% of the Gross Domestic Product. The industry’s direct impact included 233.534 jobs,
which is 3,3% of the total jobs. However, since travel and tourism touches all sectors of the economy, its
real impact is even greater. Directly and indirectly, the Dutch tourism industry accounts for 637,969 jobs
representing 9.1% of the total jobs and Euro 43.5 billion (US$55.9 billion), which is equivalent to 9.2% of
the total Gross Domestic Product (Dutch Ministry of Foreign Affairs 2004).
According to these numbers, a good picture is formed of the position of the Dutch tourism and travel sector
in the economy (WTTC 2004). Due to this large significance of the Dutch tourism industry for the Dutch
economy and economies abroad, the responsibilities for tourism policies is primarily in the hands of the
Dutch ministry of Economic Affairs. The next paragraph will provide the reader with an introduction to
tourism policy in the Netherlands.
3.2
Sustainable tourism policy in the N etherlands
In the Netherlands, the Ministry of Economic Affairs is responsible for tourism development. From the
beginning of the 80s onwards, the involvement of the ministry in tourism policy has increased and the
budget for tourism policy has almost doubled (Dahles 1998). Given that the tourism industry is largely
commercial and that it operates according to the principles of the free market, much of the argument about
tourism policy surrounded the extent to which the Dutch government should be involved (Dahles 1998).
Consequently, in the nineties the Dutch government reoriented its role towards society, and its involvement
in tourism development. This changing role was expressed in savings, decentralization, deregulation and
privatisation. For the Dutch tourism industry, this decentralisation also meant large changes. The meaning
that was ascribed to ‘tourism’ changed from the focus on realizing high-quality living conditions to the
focus on tourism as a legitimate economic industry. The aim of this newly assigned denotation of tourism
resulted in new aims for the tourism industry: to be efficient, profitable and to generate income and
employment (Berkers et al. 1997; Fayos-Sola 1996). The nation state reduced its power in favour of the
rapidly globalising business sector, tourism being a part of this, and in contrast to the past, the Dutch
17
government appealed to the lower governments, private organizations and even the citizens to take their
responsibilities (Berkers et al. 1997; Cramer and Loeber 2005).
Consequently, the issue of CSR appeared on the Dutch political agenda in the late 1990s (Cramer and
Loeber 2005). In a first reaction, the Dutch government turned to its main advisory board, the Social and
Economic Council (SER), asking for advice concerning the concept of CSR and suggestions for
governmental action. According to Cramer and Loeber (2005) the Council ‘considered corporate social
responsibility a crucial aspect of the core business of any enterprise’ (p.4). However, as the government did
not take any steps, organizations struggled with the problem of how to implement CSR. Its intention was
unclear and organizations, also tourism organizations, hardly knew how to shift their attention from solely
their financial performance to include their ecological and social performance as well (Cramer and Loeber
2005).
This problem led to several initiatives from the private sector, and in cooperation with the public sector, to
support organizations in the process of implementing CSR. For instance, the Dutch National Initiative for
Sustainable Development (NIDO) launched a major program on this subject, entitled ‘From financial to
sustainable profit’ and the Dutch CSR-platform developed a Frame of Reference for CSR, which lists the
relevant standards, agreements and operational aspects involved in CSR internationally (CSR-Platform
2003).
As several initiatives were launched to support the Dutch business sector in general while implementing
CSR, there were also several initiatives that aimed specifically at the Dutch tourism industry and its
integration of the concept of sustainability. The next paragraph will shortly discuss some of these
initiatives, before discussing the integration of sustainability in the Dutch tour operator business.
3.2.1
Dutch initiatives towards a sustainable tourism industry
In the Dutch tourism industry the Groeneveld Conference has been organized on a yearly basis since 1997,
an initiative of the IDUT (in Dutch: Initiatiefgroep Duurzaam Uitgaand Toerisme), the NHTV Centre for
sustainable tourism and transport, the ANVR and the Netherlands Committee for the IUCN (International
Union for the Conservation of Nature). This Conference is the leading Dutch platform that centralizes
knowledge exchange with regard to sustainable tourism in the field of European policy, projects and
research. The latest knowledge concerning European policy is applied to the situation in the Netherlands
and sets the sustainable tourism agenda for the Dutch government and organizations in tourism and
recreation. Participants are representatives from NGOs, the recreation and outbound tourism sector,
policymakers from different ministries, as well as lecturers and researchers from the field of tourism
education.
In 2003, during the 7th Groeneveld Conference in the Netherlands, the Dutch travel branch acknowledged
the urgency of sustainable tourism and the need for action (De Telegraaf, June 13th 2003). For example, the
18
enormous use of electricity and water by tourists and the amount of waste tourists produce enlarges the
concern for the environment (see Box 3.1).
Box 3.1 Tourists’ consumption.
-
A hotelguest produces 1,4 kilo garbage per night
At Mallorca a tourist uses 900 litres of water a day (inclusive use of pool and
watering of golf courses)
A flight from the Netherlands to Thailand costs 689 kilograms of fuel; with
this amount of energy 9 people can cook a whole year…
Source: Osté (2004)
Besides the Groeneveld Conferences, there are many Dutch, European and global initiatives that aim to
sustain the future of the tourism industry. Dialogues between stakeholders in both the private and public
sectors, have led to the establishment of local, national and global (voluntary) initiatives. These initiatives
have taken various forms and represent all sectors of the travel and tourism industry, like public-private
partnerships, codes of conducts and certification systems. It goes beyond the scope of this study to discuss
all these initiatives, but in Table 3.1 several of these initiatives have been highlighted. The next paragraph
will discuss the initiative that has been taken in the Dutch tour operating business to sustain the future of
tourism.
Table 3.1 Initiatives towards the sustainable development of tourism.
x
x
x
x
x
x
x
DUTCH IN ITIATIVES
OBJECTIVE
Cool Flying, Cool Driving and Trees for
Travel
[www.coolflying.nl] [www.cooldriving.nl]
[www.treesfortravel.nl]
Initiatief Groep Duurzaam Uitgaand
Toerisme (IDUT)
[www.idut.nl]
Stichting Retour (The Retour Foundation)
[www.retour.net]
To voluntarily compensate the damaging emission of CO2 of
travelled kilometres by tourists by planting trees.
Maatschappelijk Verantwoord Ondernemen
Platform (Platform Corporate Social
Responsibility)
[www.mvo-platform.nl]
De Vakantiespiegel (Holiday Mirror)
[www.vakantiespiegel.nl]
To advocate that companies conduct their business in
compliance with internationally agreed-upon standards, in the
areas of human rights, work, health and the environment.
Landelijk Hogeschool en Universitair Milieu
Platform (LHUMP)
[www.lhump.nl]
Nederlands Alpen Platform (Netherlands
Alpine Platform) [www.alpenplatform.nl]
De milieubarometer (Environmental
Barometer)
[www.milieubarometer.nl]
To enlarge the awareness of sustainability amongst students
and employees and to integrate sustainability in studyprograms.
A network of organizations that co-operate and strive towards
the advancement of sustainable outbound tourism
To promote REsponsible TOURism and to carry out projects,
support organizations and projects in developing countries
and lobby for sustainable tourism in international fora and to
develop new ideas.
To provide information for a sustainable holiday.
To help preserve the alpine environment by promoting
conscious and sustainable Alpine tourism.
To reward organizations that have put efforts into their
environmental management and it is a means to communicate
the environmental friendly image of the organization to others
(guests and the authorities).
19
x
x
EUROPEAN / IN TERN ATION AL
IN ITIATIVES
ECPAT –code of conduct
[www.ecpat.net]
Blue Flag – certification programme
[www.blueflag.org]
x
Tour Operators Initiative (TOI)
[www.toinitiative.org]
x
EUROPARC Federation
[www.europarc.org]
x
Green Globe 21 –certification programme
[www.greenglobe21.com]
x
PAN Parks (founded by WWF and the
Dutch tourism company Molecaten, funded
by Stichting Doen)
[www.panparks.org]
3.3
OBJECTIVE
To eliminate the commercial sexual exploitation of children.
To work towards sustainable development at beaches/ marinas
through strict criteria dealing with water quality,
environmental education and information, environmental
management, and safety and other services.
To create a platform to develop ideas and projects to address
the environmental, social, economic and cultural aspects of
sustainable development within the tourism sector.
To unite national parks, regional parks, nature parks and
biosphere reserves in 37 countries, with the common aim of
protecting Europe's unique variety of wildlife, habitats and
landscapes.
An Agenda 21-based improvement programme that provides
guidance material and a certification process both linked to
ISO standards and Agenda 21 principles, throughout the
world.
It aims to create economic incentives for nature conservation
by changing tourism from a threat into an opportunity. The
Foundation co-operates with protected area managements and
sustainable tourism businesses in order to make it possible for
people to support, preserve, enjoy Europe’s wilderness.
The implementation of the PMZ-system
Despite the abovementioned initiatives the actual development towards sustainable development hardly sets
off (Groeneveld Conference / IDUT 2004). According to the UNEP (2002) the main barrier to achieving
environmental and development goals has been the inherent fragmentation of the tourism industry, which is
dominated by small and medium-sized enterprises. This has indirectly led to a dilution of responsibilities
between the private and public sectors, leading, at an ever-increasing rate, to environmental, economic and
social problems.
But as already has been discussed, tour operators can make an important contribution to furthering the
goals of sustainable tourism development by promoting the integration of environmental and social
practices in their every day businesses (TOI 2003). The role of the tour operator is to obtain information,
make contracts with suppliers, package holidays and publish their holiday offers in brochures that are
distributed by travel agents directly to the consumer (WTTC et al. 2002). Hence, tour operators are in a
unique position to influence both corporate behaviour of suppliers and tourist behaviour, besides
integrating sustainability in their organizational structure.
In the Netherlands, tour operators are willing to make an effort to arrive at sustainable business operations
(De Telegraaf, January 11th 2003). In 1999, the Ministry of Economic Affairs and the Ministry of VROM
(environment) initiated and developed a Product and Environmental Management System (in Dutch:
Productgericht Milieuzorgsysteem/ PMZ-system), a system to help organizations to reduce the impact of
20
their product and organizational activities on the environment (VROM 2003; Jeurissen 2000). As this
system has been developed to apply to all business sectors in the Netherlands, it is also applied to Dutch
tour operators.
In the Dutch tourism industry, this PMZ-system is a collective initiative to reduce the impacts on the
environment by means of self-regulation. The PMZ system has been developed by the Dutch tourism
federation ANVR in the period 1999-2002 to guide their member tour operators in their efforts towards a
sustainable future and to oblige them to take their responsibilities. The ANVR (Algemeen Nederlands
Verbond van Reisondernemingen) is a federation that represents and promotes the collective interests of all
tourism organizations in the Netherlands and aims at reinforcing the competitive position of Dutch tourism
organizations. This federation with member association was established in 1989, originating from the in
1966 established Association of Travel Agencies. The ANVR and its member associations’ objective is '
to
bundle the forces of the affiliated members in order to promote the collective social-economic interests so
that the ANVR and its associations, as organizations, occupy a leading position, both nationally and
internationally, as a representative of the travel industry'(ANVR 2004, internet site).
The ANVR has introduced this system to their member tour operators and it contains ‘pragmatic
environmental measures that tour operators can take regarding their travel packages, travel, accommodation
and entertainment on the destination’ (ANVR 2002). As the ANVR and the Dutch government will only
guard the progress that is being made, the completion of the PMZ-system and the realisation of product
improvement is an individual responsibility of the tour operators (VROM 2003). Introducing the PMZsystem, Dutch tour operators were forced to include this PMZ-system in their organizational policies by
January 1st 2003 and they were forced to designate an environmental coordinator. It is a pragmatic
translation of what tour operators can do regarding sustainable tourism.
This PMZ-system is compulsory in such a way that it is based on accreditation; by incorporating optional
measures a tour operator can aim for a higher certification level. An example concerning the focal point:
‘Initiatives at the tourist destination’. The measure implies that for a certain percentage of trips tour
operators have to cooperate with (local) organizations, such as NGOs and governments that carry out
concrete environmental and nature activities. Another example concerns the focal point: ‘Communication
with the customer’. This measure requires the notification of the customer regarding issues like the
environmental situation at the tourist destination, and the provision of suggestions regarding do’s and
don’ts at the tourist destination. Another point of attention is the internal environmental strategy a tour
operator has, e.g. energy and water conservation, waste reduction, etc.
The implementation of the PMZ-system in the Dutch tour operator business is described on the basis of a
PMZ phase model, which is illustrated in Table 3.2 (VROM 2003). So far, between 20 and 30% of the
member tour operators are the leaders concerning the implementation of the PMZ-system and fully support
this new concept. Around 65% of the member tour operators are still sceptic about the PMZ-system. They
acknowledge the importance of sustainability in tourism, but they feel annoyed at the forced character of
21
the system. The remaining of the tour operators is opposed to the system and show no interest in dealing
with the problems tourism brings (Van Marwijk and Van der Duim 2004).
Table 3.2 The PMZ phase model.
Fase
1.
Description
Non-interest
2. Interest
3. Initiation
4.
Implementation
5.
Routine
The organization is not interested in PMZ
The organization is interested, but no action is taken because the
organization does not see the importance of PMZ.
The organization experiments with elements of PMZ
The organization has implemented parts of PMZ in the
organizational structure.
The organization has implemented PMZ.
Source: VROM 2003
It is evident that, to strive towards a sustainable future in tourism, this percentage of leaders has to increase
drastically. To offer tour operators opportunities to implement these measures and to provide them with
information, The ANVR has bundled its forces with many organizations and four Dutch Ministries.
Amongst these organizations is the Netherlands Committee of the IUCN (NC-IUCN), which has developed
the ‘Tourism for Nature, Nature for Tourism’-project. This project aims to create close co-operation
between Dutch tour operators and local nature conservation organisations and projects in the countries in
which they operate. This gives them the opportunity to financially support nature conservation with local
community involvement and to contribute to the preservation of the basis of their sole existence, nature
(Natourdata/ NC-IUCN 2004). Other organizations include the CBI (in Dutch: Centrum voor Bevordering
van Import uit ontwikkelingslanden), a centre that encourages tourism to developing countries in harmony
with the environment; the NCDO, a national commission that encourages international co-operation and
sustainable development; the Dutch Alpine Platform; etc. (ANVR 2005).
According to the above, tour operators can undertake several actions towards a more sustainable future in
tourism. Before directly going to the sustainability indicators that are used in this study to explore the
sustainability level of Dutch tour operators, several measures to incorporate sustainability in the
organizational activities that have been discussed in literature will be mentioned. For example, the Global
Reporting Initiative (GRI) and the Tour Operators’ Initiative (TOI) published a ‘Tour Operators’ Sector
Supplement’ (GRI and TOI 2002). The WTTC et al. (2002) published a report on the role and influence of
tour operators in the pursuit of sustainability. These measures, discussed by the GRI and TOI, are measures
that tour operators can take towards more sustainable operations and serve as guidance throughout the
process of implementing sustainability. These measures are divided in categories that cover actions and
decisions that tour operators make in preparation of the holiday package: the selection of tourist
destinations and suppliers, the information provision towards customers, external relations and the internal
management (GRI and TOI 2002). Next, these measures will be shortly discussed.
22
3.4.1
Supply chain management
A tour operator co-operates with many service providers in the tourism industry, such as accommodation,
transportation, local agents and tourism related service organizations (e.g. car rental), etc. In their pursuit of
sustainable tourism, tour operators are able to select those suppliers that have taken actions concerning the
physical, economical and socio-cultural environment (IUCN 2004). By choosing their suppliers and
partners and including sustainability projects in their holiday packages the tour operator takes the initiative
towards a sustainable future.
This process of choosing appropriate suppliers and partners is also known as Supply Chain Management
(SCM), which is ‘the task of integrating organizational units along a SC and coordinating materials,
information and financial flows in order to fulfil (ultimate) customer demands with the aim of improving
competitiveness of the SC as a whole’ (Stadtler 2005, p.576). Improving competitiveness is achieved by
directing the SC in a sustainable, strategic position compared to its competitors. Especially in the tourism
industry it applies that ‘to be competitive, a company must be sustainable from an environmental
perspective’ (Hudson and Miller 2005, p.133).
Incorporating sustainability in organizational activities and co-operating with organizations with the same
aim and with this supporting the conservation of the physical and socio-cultural environment can provide
several benefits for the tour operator (IUCN 2004). Benefits such as added value to the trip itinerary when a
sustainable project visit is included; support for conservation is support to the quality of the destination;
positive signal for customers and education of customers. These benefits can all result in customer
satisfaction, which will result in client loyalty and repeat trade, a very important means to achieve
competitive advantages in the tourism industry in the pursuit of sustainability.
The next paragraph will discuss the measures a tour operator can undertake to provide information to the
customer and to raise customer awareness with regard to sustainability.
3.4.2
Information provision towards the customer
Due to new developments in Information and Communication Technologies (ICT) and global
communication links, tour operators have easier access to large amounts of information, e.g. information
from suppliers, customer databases, etc., which creates a new role for them: that of intelligence-based
intermediaries (Stamboulis and Skayannis 2003; Robinson, Pemberton and Holmes 1997).
This newly assigned role of ‘intelligence-based intermediary’ assumes a more active role, ‘not limited to
exploring travellers’ tastes and matching them to available supply’ (Stamboulis and Skayannis 2003, p.39).
In an attempt to enhance the behaviour of both tourists and suppliers to ensure the future existence of the
tourism industry, this provides tour operators with a unique opportunity to communicate recommendations
and guidance concerning sustainability. Information regarding tourism destinations and tourist behaviour is
distributed by means of travel brochures, websites and tour guides. To create more awareness regarding
23
sustainability, these forms of communication should also include information with regard to tips, clothing,
photography, waste reduction, child labour, sustainability projects, etc.
Hence, a means in achieving competitive advantages in the pursuit of sustainability for tour operators
emanates from this process of knowledge-creation, or interactive learning, and the ability of tour operators
to articulate and continuously upgrade distinctive competencies and capabilities (Stamboulis and Skayannis
2003). This process of interactive learning is illustrated in figure 3.1. In interacting with the customer the
tour operator accumulates knowledge about the tourism market and the tourist. To the opposite, the
customer receives information from the tour operator concerning destinations, holiday packages, etc. By
means of this interaction the tour operator can create more awareness on environmental issues and
sustainability. Consequently, both the tour operator and the tourist receive information and with this
accumulate knowledge. With this new knowledge, the tour operator can better accommodate its product
and information distribution to the customers and herewith enhance trust and reputation. Consequently,
repeated feedback provides the tour operator with more knowledge about the tourism market and how to
address to the customers, e.g. concerning sustainability issues. This process can be seen as continuous and
circular.
Figure 3.1
The virtuous cycle of user-based interactive learning.
Source: Stamboulis and Skayannis (2003)
Therefore, distributing information concerning sustainability issues and reporting about the environmental
performance of the tour operator is being increasingly demanded by many sectors of society (Moore, Smith
and Newsome 2003; Jeurissen 2000). As the tourism product is reliant on the conservation of the physical
and socio-cultural environment, tour operators are expected to be open and transparent in their policies and
operational activities (CSR-Platform 2003). The World Travel and Tourism Council argues that tour
operators need to set goals for sustainable development against which their performance can be measured
and reported both internally and publicly (WTTC et al. 2002).
24
According to the Tour Operators Initiative (TOI 2003) open reporting, both internally and externally, about
environmental, social and economic achievements of a company generates several benefits. These benefits
are listed in Box 3.2. Most tour operators have recognized that a clean and safe environment on each
operational level, such as the work floor, local community and tourist destination, is critical to their
success. Reporting about their performance helps them to pursuit tourism development according to the
principles of sustainability and gives them opportunities to build upon them in the future.
The next paragraph will discuss how relevant knowledge can also be accumulated by means of cooperation with external relations.
Box 3.2 Benefits of sustainability reporting.
.
.
.
.
x
Improved public image. Companies with a credible
sustainability report show that they are concerned
about their impact and take their social and
environmental responsibility seriously.
Improved sales. Companies that demonstrate to
customers that their holidays will benefit local
people, protect the environment and provide a good
quality holiday may see improvements in sales
figures.
Long-term sustainability. Reporting can act as
check on whether the activities of a company are
sustainable, or whether they will need to change in
order to guarantee their long-term survival.
Reporting can act as an early warning system and
indicate priority areas for action.
Better communication and co-operation. Regular
consultation and feedback with staff and those in
destinations is necessary for gathering information
for a report and can improve communication and
co-operation in an organization.
/
Responding
to
demand
for
increased
accountability. The British Prime Minister has
recently called for the top 350 companies in the UK
to produce environmental reports. An independent
report in the UK Company Law Review (2001)
recommended that all directors report annually on
social and environmental issues. The Enron and
World.com situations have increased pressure for
financial accountability, and NGOs and customers
are increasingly wary of well-written policies that
are not backed up with practical evidence.
Monitoring and benchmarking performance.
Reporting requires regular monitoring of a
company’s performance. Companies can compare
their own performance from year to year and in
relation to other companies.
Source: TOI (2003)
3.4.2
External relations
Many firms have discovered that more value can be created and shared by cooperating with the exchange
partner than by being in an adversarial relationship (Crotts, Aziz and Raschid 1998). In the tourism
industry, co-operation is inevitable and takes on many different forms. For example, tourism partnerships
include cooperative marketing initiatives, intergovernmental coalitions, public-private partnerships and
inter-sector planning (Selin and Chavez 1995). Although in the tourism industry partnerships have existed
from the beginning, recent economic, political and social development, and in particular the notions of
sustainability, have altered perceptions of tourism development. There is a need for continuous, integrated
planning and actually achieving cooperation among government agencies, the public and private sector and
among private enterprises is a challenging task (Jamal and Getz 1995; Carey et al. 1997).
Efforts to create sustainability in tourism development by means of co-operation have mainly focused on
social sustainability and a community development approach, reflecting the increasing recognition given to
the roles played by local communities (Roberts and Simpson 1999). According to Williams and Lawson
25
(2001, p.269) ‘planners and entrepreneurs must take the views of the host-community into account if the
industry is to be sustainable in the long-term’. Jamal and Getz (1997, p.199) call for ‘participatory planning
and effective destination management’ and Gunn (1994, p.20) points out that these forms of planning
‘reflect greater sensitivity to the interests of the decision makers and those impacted by planning
directives’. As tour operators and particularly tour guides are often the first contact that local communities
have with the tourism industry, they therefore play a major role in influencing the community and its
approach to tourism. But there is a downside. Tour operators who enter local communities, for example in
developing countries, have no real prior insight into the knowledge and power-relations of that community
(Wearing and McDonald 2002). The community approach is only one example, but effective partnerships
between governments, tour operators, NGOs and the local community are highly significant, this to
optimise knowledge exchange and create win-win situations (Wearing and McDonald 2002; Winsemius
2002).
In the last paragraph the internal management of a tour operator will be discussed. This reflects all
operations and activities a tour operator can undertake internally in the pursuit of the sustainable
3.4.3
Internal environmental management
A last pragmatic measure tour operators can take towards a more sustainable management is that of internal
environmental management. Implementing the abovementioned PMZ-system into the internal operations of
tour operators means implementing a clear environmental policy in all facets of the organization (Jeurissen
2000). Energy saving measures, waste disposal and the usage of ecological and fair-trade products in the
organization will direct the organization towards a more sustainable future.
According to Van Marwijk and Van der Duim (2004), who have analysed the implementation of the PMZsystem in the Dutch tour operator business so far, most actions that have been taken in the pursuit of
sustainable tourism are allied to internal environmental care. These actions are generally easy to implement
and easy to monitor. On average, Dutch tour operators implement four actions concerning the internal
environment against two actions for accommodation, transport and entertainment. Also, on average four
actions concerning better and more information on sustainability issues towards employees and customers
have been taken (see Table 3.2).
Table 3.3 Number of actions taken by Dutch tour operator.
Item
Number of actions
Transport
Accommodation
Entertainment
Information
Internal environmental care
2,6
2,4
2,4
4,2
4,5
Source: Van Marwijk and Van der Duim (2004)
26
The majority of these actions undertaken are not only concentrated on the (internal) environmental
dimension of sustainability, the majority are ‘soft’ actions. This means that these actions are not specific
and measurable, but actions like providing information and doing research. ‘Hard’ actions would be
measurable (see Table 3.3).
Table 3.4 Nature of actions.
Planet
Profit
People
Combination
Total (n= 1710)
Soft
Hard
75,1 %
4,4 %
1,9 %
3,3 %
84,9 %
12,2 %
0,4 %
0,2 %
2,5 %
15,1 %
Total
87,3 %
4,8 %
2,1 %
5,8 %
100,0 %
Van Marwijk and Van der Duim (2004) also listed the top 10 of actions that have been undertaken by the
tour operators, which also concentrated around internal environmental care and providing information. This
list is illustrated in Table 3.4.
Table 3.5 Top-10 of actions undertaken by tour operators.
Action
The information of customers on the importance of PMZ
and environmental measures and advice
2. The separation of waste
3. Decrease in usage of paper
4. Decrease in usage of energy
5. The information and stimulation of accommodation suppliers
and agents concerning PMZ and environmental aspects
6. Preference for environment friendly hotels (e.g.
usage of checklist at purchase)
7. Decrease in distribution of brochures
8. Research on environmental effects of activities and then
offering the least impact
9. The information and education of employees
10. The stimulation of environment friendly transport to the
Airport Schiphol or place of departure
10. The usage of environmentally friendly office supplies
Item
Percentage
Information
Internal
Internal
Internal
93 %
71 %
70 %
66 %
1.
Accommodation 60 %
Accommodation 59 %
Information
57 %
Entertainment
Information
53 %
49 %
Transport
Internal
47 %
47 %
3.5
Final remarks
Tour operators are expected to live up to their social, environmental and economic responsibilities and they
are expected to do everything within their power to enable, promote and implement sustainability practices
throughout their chain(s) of operation. In the Netherlands, the introduction of the PMZ-system has been a
lengthy and complicated process, but it is a good initiative in the pursuit of sustainable development in
tourism. Although there is no standard yet to measure the way of implementation of the system, the system
has at least led to an increased awareness of environmental issues in tourism, an improved internal
environmental management, an increase in information distributed to customers and increased contacts and
27
co-operations between tour operators, NGOs and other relevant organizations (Van Marwijk and Van der
Duim 2004).
Though, there are some difficulties and limitations whilst incorporating sustainability in the tourism
industry. Firstly, as has been discussed in Paragraph 2.3, there is still a ‘missing link’ between demand and
supply of sustainable tourism products. Secondly, though in development, networks and external relations
are still weak and need to be explored. Thirdly, the usage of fair-trade products is not a worldwide
phenomenon (e.g. Max Havelaar coffee), and there are still many small tourism organizations and tourist
destinations with potential that don’t have access to the world market (Fair Trade 2005).
Even though the sustainable development of tourism has its downsides, it can be an economic and
competitive opportunity rather than an annoying cost or inevitable threat. Accordingly, as has been
discussed throughout the first three chapters, it is necessary to increase the supporting power of the
sustainable development of tourism and to increase the number of organizations that are dedicated to the
sustainable future of the tourism industry.
To what extent tour operators in the Netherlands have implemented the innovating thoughts of sustainable
development into their policies and operational activities will be outlined in this study. The next chapter
will discuss a model for measuring the sustainability level of Dutch tour operators.
28
4.
THE RESEARCH MODEL
4.1
Introduction: various levels of sustainability
Sustainability reflects concern about our world. A variety of approaches are developed that are concerned
with reducing the impacts of human action on the physical and socio-cultural environment. Forms of
tourism whereby it is hoped that tourism and nature can enter into a mutually beneficial partnership. Most
commonly used terms are ‘eco-tourism’, ‘green tourism’, ‘nature-based tourism’, ‘alternative tourism’, etc.
(Stabler 1997). Superficially, these terms are optimistic about the future of the tourism industry and can be
confusing. Tourism consumption is inevitable in current society and can damage the physical and sociocultural environment. Increasing numbers of organizations have acknowledged their responsibilities for
their legal and moral behaviour towards society, caused by external pressure or an internal sense of
responsibility (Raiborn and Paine 1990). Meadows and Randers (in Stabler 1997) suggest three different
responses to environmental problems: the environmental problems can be simply ignored, they can be
addressed in the short term or tourism organizations can acknowledge that the structure of the human socioeconomic system is currently unmanageable and that there is a need to change the structure. This implies
different attitudes towards sustainability.
According to House (in Stabler 1997, p.89), ‘the concept of sustainability is stratified in its application to
tourism development and behaviour’. He argues that opinions, policies and actions regarding sustainability
in tourism can be applied to a sliding scale, varying from ‘reformist’ and ‘structuralist’. In more detail, the
ideology and actions of reformists are essentially in keeping with the status quo, ‘reluctant to challenge the
existing social, political and economic structures that underpin tourism development and behaviour’
(Stabler 1997, p. 93). To the contrary, structuralists seek to not only challenge the methods and values of
tourism development on a fundamental level, but also the paradigms on which economic, social and
political development itself has been based.
Additionally, Swarbrooke (1999) argues that sustainability is not a single absolute standard. Instead, there
is a wide spectrum of attitudes and levels of commitment towards sustainability, ranging from a very weak
sustainability position towards a very strong sustainability position. In line with Swarbrooke, Van
Marrewijk and Werre (2003) mention six different ambition levels of corporate sustainability, reflecting
different motivations for incorporating sustainability. Also, Raiborn and Paine (1990) note that in the
pursuit of sustainable development, codes of conduct should be developed to affect the behaviour of people
within an organization. They indicated various levels of behaviour towards sustainability that determine the
content of these codes of conduct. This hierarchy consists of four degrees of achievement, ranging from not
taking part in sustainable activities to the highest potential.
Accordingly, it has been argued by many authors that businesses should recognize and acknowledge the
issue of sustainable development and the need to create awareness among employees, stakeholders,
consumers and society as a whole. This can be done on a variety of levels with different attitudes and
29
actions. Van Marrewijk and Werre (2003) note that as each corporation operates in a different context and
value system, a ‘one-solution-fits-all’ concept of corporate sustainability is not reasonable and therefore
‘each organization should choose its own specific ambition and approach regarding corporate
sustainability, matching the organization’s aims and intentions aligned with the organization’s strategy, as
an appropriate response to the circumstances in which it operates’ (van Marrewijk and Werre 2003, p.107).
This study will adopt a five-step approach to the concept of sustainability that will be illustrated in this
chapter. The next paragraph will provide the reader with an introduction to the model for measuring
sustainability. Subsequent paragraphs will set out this research model specifically for Dutch tour operators.
4.2
Measuring sustainability: an introduction to the research model
Sustainability has been measured in various ways, e.g. by means of stocks (Telos 2002) and ecological
footprints (Wackernagel et al. 1997; Jantzen and Van der Woerd 2003). But these measures result in a wide
range of data that are hard to integrate, particularly if the aim is to integrate all three dimensions of
sustainability (economic, environmental and social) into one figure. Therefore a research model has been
developed by Zoeteman of the research organization Globus to measure sustainability, not based on flow or
stock parameters, but on a higher abstraction level: the level of attitudes. Attitudes influence the way things
are perceived, experienced and thought about. According to Fishbein and Azjen (1974) attitudes do predict
future behaviour. In addition, Globus (2004) argues that ‘by measuring someone’s attitude towards
sustainable development, one cannot only predict future behaviour, it is also possible to predict how
performances will develop’. Also, a model that includes the actor’s attitude towards the concept of
sustainability ‘has the strength that it is applicable for all sustainability perspectives’ (Globus 2004).
Table 4.1 shows the definitions of the five attitudes and the connected value and behavioural aspects that
are the base for the research model on sustainability. These five attitude levels are related to normative
presumptions that underlie the notion of sustainable development (Brundtland 1987). This notion aims at a
society that increasingly integrates economic, ecological and social goals and strives for mutual voluntary
responsibilities and compassion for the present and the future needs of all (Globus 2004).
Table 4.1 The five sustainability attitudes.
Level of sustainability Values
Attitude
Behaviour
1. Very unsustainable
Self-reliant
Overruling, aggressive, possessive
Takes short term profits regardless of the impact on others.
2. Unsustainable
Elitaire
Reactive, heard behaviour
Defends own interests in a coalition of like-minded people.
3. Almost sustainable
Responsible,
efficient
Quid pro quo, calculating
Negotiates for best compromise and makes a cost-benefit analysis.
4. Sustainable
Compassioned
Proactive, innovative, embracive
Precautionary, creates win-win solutions by consensus and
through transition.
5. Beyond sustainability
Trust
Intuitive, out of border creation
Inspired pioneering through new scientific and cultural initiatives.
Source: Globus 2004
30
The abovementioned original model of sustainability by Zoeteman can be used to explore the attitudes of
three main categories, namely businesses, governments and non-governmental organizations (NGO), as
illustrated in table 4.2. Each category is characterized by a different way of corresponding to the different
sustainability levels. When applying the index to businesses, each level represents a different management
approach. As the managerial attitude develops towards higher sustainability levels the organizational
mindset evolves from resistant to anticipative towards managing the commons. The same development path
can be found in the mindsets of governments and NGOs. A government can evolve from the ad-hoc use of
power to highly developed facilitating initiatives. In order to reach sustainable existence, NGOs have to
evolve from only occupying hard actions to be a participative and initiative group.
Table 4.2 The five level index model.
Level of sustainability
Business
Attitude of societal actors
Government
NGO
1. Very unsustainable
exhaust resources
ad-hoc use of power
getting organized
2. Unsustainable
resist lawmaking
top-down lawmaking
hard actions
3. Almost sustainable
anticipates laws
voluntary agreements
join licensing process
4. Sustainable
anticipate consumer needs
broad consensus policies
initiate sustainable
enterprises
5. Beyond sustainability
manage commons
facilitation of initiatives
join business initiatives
Source: Zoeteman (2001)
Hence, each level implies a different level of understanding, or a different way of working or even a
different organization structure, and thus a different approach. These five levels of sustainability with
corresponding behaviour are based on the five-step ‘hierarchy of needs’ of Abraham Maslow. The
‘hierarchy of needs’ by Maslow (in Winsemius 2002) provides us with a framework for understanding our
needs. As societies and individuals move up through the hierarchy, all institutions, such as governments
and businesses, are affected sooner or later.
Applied to the concept of sustainability, the ‘hierarchy of needs’ is a simplification of the ‘Triple Bottom
Line’ by Elkington (1997). A corporate pyramid of needs can be developed with three edges ‘representing
the key measures of performance in satisfying stakeholders’ economic, social and environmental needs’
(see Figure 4.1) (Winsemius 2002, p.180). This framework can also be applied to the subject of this study
and explores the economic, environmental and social attitudes of tour operators towards the concept of
sustainability. For example, as tour operators ascend the pyramid and thus operate on a higher sustainability
level, they have to adopt another organization structure. But they cannot go too far ahead on one without
raising the levels of sustainability on the other two, as the aim is achieving balance among the three main
aspects of sustainability. It implies that all needs along all three edges must be fulfilled more or less
concurrently, although in reality it appears to be not that easy to achieve balance amongst the three
dimensions of sustainability.
31
Figure 4.1
The corporate pyramid of needs
true sustainability 5
self-respect 4
social belonging 3
safety and security 2
basic needs for survival 1
Environmental
Economic
Social
Source: Winsemius (2002)
The next paragraph will introduce the research model for exploring the attitude of Dutch tour operators
towards the concept of sustainability. This paragraph will also discuss the different levels of sustainability
on the economic, environmental and social dimension.
4.3
The model for measuring the sustainability of Dutch tour operators
4.3.1
The five levels of sustainability
The subject of this paper, Dutch tour operators, can be placed in the category ‘business’ as described in
Table 4.2. Therefore, the business approach will be used to put the research model for tour operators into
more detail. However, ‘business’ models used in earlier research performed by Globus cannot readily be
applied to the subject of this paper, as business organizations in different industries are not comparable
along the line. It is possible to subject several organizations to the same sustainability test, but dissimilar
industries demand different approaches and structures and therefore this will lead to different end results
(Harkink 2001).
In this study Dutch tour operators will be examined. Therefore the five sustainability levels and indicators
of the research model have to be adapted complying with the specific demands of the tourism industry. So,
the abovementioned model of Zoeteman, including the three main aspects of sustainability illustrated in
figure 4.1, is customized for Dutch tour operators. The five sustainability levels can be shortly
characterized as follows:
In the model level 1 is characterized by short-term survival of tour operators. The focus of the tour operator is
economic health, ignoring activities that do not benefit the tour operator in the short term. There is no
question of any co-operation between governmental, non-governmental organizations and tour operators, and
laws are laging or badly fulfilled.
At level 2 the tour operators are reacting on external pressure. Tour operators are forced by law to take certain
responsibilities, in which the tour operators’ activities meet certain economic, environmental and social
standards, both internally and externally.
In level 3 tour operators accept their legal requirements and societal responsibilities on sustainability.
Covenants are formed with governmental and non-governmental organizations that will lead towards a more
sustainable world, where a win-win situation is pursued.
32
Level 4 is the phase of total sustainability. Economic, environmental and social issues are equally integrated in
a long-term vision of the tour operator and consensus between all relevant parties will be pursued during the
decision-making process.
Level 5 is the phase in which the society goes beyond sustainability; this is what is aimed for in the future. All
policies made by tour operators and activities undertaken are aimed at a sustainable future and voluntarily
responsibility is taken for the conservation of the global commons. Although true sustainability will never be
met, in the pursuit of the ideal objectives of sustainability tour operators will at least come close to it.
The next paragraph will discuss the indicators that draw up the research model.
4.3.2
The sustainability indicators
The concept of sustainability will be divided into the three dimensions of sustainability. In order to explore
the attitude of Dutch tour operators towards the concept of sustainability, several indicators of sustainability
have to be included in the research model. All indicators composing the economic, social and
environmental sustainability of tour operators are distributed over the five levels and are put together in the
research model of sustainability. As has been argued before, the indicators have to be customized to Dutch
tour operators. On the one hand, several indicators used in earlier research performed by Globus also apply
to Dutch tour operators and will be used in this study, other indicators have to be replaced or altered
(Zoeteman 2001; Harkink 2002; Zoeteman and Harkink 2003; Kekalainen 2004).
On the other hand, earlier research performed by Globus has only provided limited information on the
different levels of sustainability and the corresponding behaviour, as this information is only applicable to
the subject of that particular study. Therefore, to get a complete picture of the various levels of
sustainability and to be able to complete the research model for Dutch tour operators, related literature that
has been discussed in the Chapters two and three and in Paragraph 4.1 has been consulted (Rayborn and
Payne 1990; Stabler 1997; Swarbrooke 1999; Global Reporting Initiative and Tour Operators Initiative
2002; Epstein and Roy 2003; Becken et al 2003; Van Marrewijk and Were 2003; Consumentengids 2004).
Next, the economic, environmental and social sustainability factors are discussed in more detail.
The largest interests in tourism are the economic interests, as people have to be able to take care of
themselves and as they have to be able to take care of the environment. To do so, financial resources are
needed. Economic viability is an essential and necessary precondition of sustainability, but is not in itself a
sufficient condition (Retour Foundation 2004). Tourism is a market-based activity that is mostly profit and
market-share driven and it accounts for a significant proportion of the annual disposable income of many
people (Swarbrooke 1999).
Aiming for economic sustainability means for a tour operator involving environmental protection and
maintaining the socio-cultural fabric of both the organization and the tourist destination, as a significant
element in the quality of life. Economic sustainability means that the whole organization works with the
33
same values and acts as a harmonious entity, and has the desire to serve society with special notice to its
own customers as a main goal (Harkink, 2002). The inclusion of broader groups of societal actors requires
that the organization focuses its actions on more long-term projects, as the satisfaction of several groups in
the short term is nearly impossible. Subsequently, several industry specific indicators that will represent the
economic sustainability of tour operators in this study will be discussed now.
A corporate code of conduct is of essential importance for economical sustainability (Kaplan and Norton
2001), because in principle all employees are responsible for complying with the code of conduct and its
associated corporate policies. As such, the code of conduct forms the construction of the development
within the corporation; in this study that of the tour operator. The development path of implementing the
code of conduct can be divided in five development stages, each representing a different mind-set and
behaviour. At the first level, the organization does not have an official policy. Improved behaviour is
shown when the organization does have a policy but is not communicated externally or if it does
communicate it to the public.
Integration of sustainability in the organizational structure grasps the essence of how the tour operator
includes business development and profit along a route of environmental protection and social
responsibility (Hill in Zoeteman and Harkink 2002). The integration of sustainability in the organization of
the tour operator reflects how the principles of sustainable development are brought into practice. As the
organization develops to higher levels, the sustainability issues become responsibilities. On the higher
levels the tour operator has formed specified departments or workgroups who are responsible for the
sustainable development within the organization (Harkink 2002; Zoeteman and Harkink 2002).
Another significant element of economic sustainability includes the investment policy of Dutch tour
operators in sustainable tourism development. According to Tilson (in Harkink 2002) a high level of
research and development improves an organization’s future growth opportunities and prosperity, resulting
in a more sustainable economic position. Kong et al. (2002, p.110) note that ‘changing the way a person
invests in a sense is changing individual behaviour’. Applied to tour operators, this means that changing
their organizational behaviour into more sustainable behaviour will change the way they invest in
sustainable tourism. Examples of investments by Dutch tour operators are local projects at the tourist
destination to increase awareness, charity projects, donations to small-scale projects, etc. The more a tour
operator invests in long-term projects and develops its own standards, the higher its level of economic
sustainability.
The fourth element of economic sustainability is how seriously the tour operator treats its business risk.
Risk management is the management of risk that can result in negative economic consequences for the tour
operator (Harkink 2002). Risk management for tour operators in the Netherlands is divided into risks for
consumers and risks for the tour operators themselves. In the first case, all Dutch tour operators are
collectively insured at the ‘Stichting Garantiefonds Reisgelden’ (SGR, Foundation for Guaranteed Travel
Finances) and ‘Calamiteitenfonds’ (Foundation for Calamities), for example if the holiday cannot be
34
continued due to serious illness of the customer, disasters at the tourist destination, bankruptcy of the tour
operator, etc. Although a significant element in economic sustainability, this part of risk management will
not be included in this study, as all Dutch tour operators will be at the same sustainability level and show
no inequalities. The second case is what will be explored in this study: the negative economic consequences
for Dutch tour operators themselves. Does the tour operator have a policy on how it covers its business
risks? The more a tour operator operates at a higher level of economic sustainability, the more it will have
an own risk management system, and the more its system will cover not only the interest of the internal
organization, but also the interest of relevant external stakeholders.
The last indicator of the economic sustainability of Dutch tour operators is the return of revenues gained
from tourism to the local communities at the tourist destination. Mowforth and Munt (1998) argue that local
communities, and especially those in the Third World, reap few benefits from tourism, because ‘they have
little control over the ways in which the industry is developed, they cannot match the financial resources
available to external investors and their views are rarely heard’ (Mowforth and Munt 1998, p.211). It is
argued that tourism must provide direct economic benefits to the local community, such as direct revenues
from local products sales or indirect revenues from tourist taxation or the creation of jobs. Sustainable
tourism aims to maximize tourist spending and to minimize the leakages of tourism income from the host
economy (Swarbrooke 1999). The higher the level of economic sustainability, the more a Dutch tour
operator contributes to the economy of the local community, e.g. by means of use of local accommodation,
transportation, local products, encouraging tourists to contribute to the local economy. Consequently, more
revenues gained from tourism are returned to the local community and more jobs are created there.
Insofar, the model for exploring the economic sustainability attitude of Dutch tour operators can be
presented in Table 4.4, showing the development path over the five levels from unsustainable to beyond
sustainability. In the next paragraph, the environmental aspect of sustainability will be discussed.
Table 4.3 The attitude model for the economic sustainability of Dutch tour operators.
Level 1
Very unsustainable
Level 2
Unsustainable
Level 3
Almost sustainable
*no official policy
*prevention of conflicts
*policy available to
members
Integration of
sustainability in
organizational structure
*no responsibilities
assigned
*only PR issue
*anticipation on
regulations
public
*person responsible for
sustainability activities
*following research
done by others
Investment policy in
sustainable tourism
*no specific strategy
*goal short term
survival
*basic screening
activities
*goal long term survival
*following industry
standards
Risk Management
*no risk management
*reactive attitude
towards risk
management
Revenues returned to
local community
*ignorance
*seasonal employment
of locals
*complementing risk
management and
performance
*business risks covered
*some ownership of
land and
accommodation
Level 4
Sustainable
Indicators
Corporate codes of
conduct
35
Level 5
Beyond
sustainability
*anticipation on
customer wishes
*social control over the
sector
*person responsible for
sustainability activities
*doing own research
*sustainable tourism
department
*SD represented in
higher level
management
*development of nation
wide standards
*development of own
standards
*investment in
sustainable projects
*own risk management
system
*longer term
employment of locals
*evidence of significant
benefits for community
*part of the company
philosophy
*company wide
involvement
*efforts to improve
performance of whole
sector
Environmental sustainability in the tourism industry is the aspect of sustainability that over the years has
received the most attention. Changing perceptions of landscapes, combined with the changing social and
economic conditions in the nineteenth century, presented opportunities for entrepreneurs to promote images
of the environment to the public to encourage them to travel (Holden 2000). Empirical research proved that
‘unspoilt’ environments, both physically and culturally, are of great importance for the attractiveness of a
tourist destination. To preserve these ‘unspoilt’ areas and to prevent them from destruction (overexploiting), there is a need for tourism organizations to set up guidelines towards sustainable tourism. But
as it has been argued before, this emphasis on external environmental sustainability is not sufficient. An
organization can only reach higher levels of environmental sustainability if it also places more interest on
internal sustainability, e.g. the presence of an internal environmental policy and guidelines to reduce the
impacts of internal operational activities on the physical environment. Next, the industry specific indicators
that will represent the environmental sustainability of tour operators will be shortly discussed.
The internal environmental development describes how the tour operator as a whole carries its
responsibilities towards the environment. Issues like usage of chlorine free printing paper, cartridge
recycling, usage of Fair Trade products, energy and watersavings are characteristics of an organization that
recognizes a more sustainable way of living. As the tour operator develops to higher sustainability levels,
the more projects fostering the internal environmental development will be implemented (Kekalainen
2004).
Destination environmental management describes how the tour operator operates at the tourist destination
and how it co-works with local tourism accommodations, corporations, tour guides, etc. towards a more
sustainable environment. Is it just a question of simple local improvements, e.g. advice on water and energy
savings, or does the tour operator co-operate with local organizations to improve the environment of the
locality? As the tour operator develops to higher levels, the more it will co-manage initiatives to minimize
the impacts of tourism on the local environment (Van Marrewijk and Werre 2003).
Choices for transport to travel to a tourist destination are usually associated with a large energy usage
(Becken et al. 2003). Apart from the emission of greenhouse gasses, energy use is also linked with issues
like air pollution, depletion of natural resources and resource dependency. Besides transport,
accommodation and activities are also associated with a large usage of resources, like water and land. The
higher a tour operator develops on the levels of sustainability, the more it will aim for, together with its
suppliers of transport, accommodation and activities, integration of the supply chains and co-manage
initiatives in the pursuit of less impacts on the environment (Van Marrewijk en Werre 2003).
Finally, a very significant indicator for environmental sustainability is that of information distribution
towards the customer regarding environmental issues in an attempt to change the behaviour of tourists,
such as their energy and water consumption, emissions and waste management. This indicator is concerned
with the amount of effort the tour operator puts into creating awareness amongst its customers (WTTC et
36
al. 2002). As has been discussed in Chapter 3, a tour operator has a unique position to communicate
recommendations and guidance concerning sustainability towards customers, as the tourists go on holiday
and affect the environment. As the tour operator reaches the higher levels of sustainability, it changes the
distribution of information from basic, such as brochures from the World Wide Fund for Nature (WWF), to
specific information on sustainability, but still following industry standards (e.g. information provided by
the ANVR). On the higher levels the tour operator will develop its own standards of information
distribution and it will provide more extended information on environmental issues and problems.
The attitude model for the environmental sustainability of Dutch tour operators can be presented in Table
4.5, showing the development path over the five levels from unsustainable to beyond sustainability. In the
following paragraph, the social aspect of sustainability will be discussed.
Table 4.4 The attitude model for the environmental sustainability of Dutch tour operators.
Level 1
Very unsustainable
Level 2
Unsustainable
Level 3
Almost sustainable
Level 4
Sustainable
Indicators
Environmental
sustainability
Internal environmental
development
*no official policy
*ignorance
*ad-hoc actions
*single actions
*monitoring
*consistent projects
*clear strategy
Destination environmental
management
*no local environmental
organizations involved
*exploiting environment
for short-term gain
*compliance oriented
and use of simple
improvements
Suppliers (transport,
accommodation, activities)
*‘players who try to get
to us before we get to
them’
*no specific policy
*no information
*focus on economies of
scale and vertical
integration, cost-based
contracts
*loyalty and tradition
*output control, one-way
communication
Information distribution
regarding the environment
towards the customer
*no information
distribution
*ignorance
*basic standard
information distribution,
only as a PR-issue
(ANVR brochures on
codes of conduct for the
tourist)
*local environmental
*environmental
measures must
(in)directly improve
profitability
*process control and
internal audits
*policy on (de) selection
of suppliers based on
sustainability issues
*information exchange
concerning sustainability
issues
*information distribution
according to own
standards with regard to
sustainability, but
limited to tourist that
book with the tour
operator
*implementation of
practices fostering
internal environmental
sustainability
*cooperation with local
environmental
organizations
*eco-efficiency
*minimize impacts on
environment
*strategic partnerships
(win-win)
*systematic quality
control
*information on
sustainable holiday
making integrated in
sales and promotion
Level 5
Beyond
sustainability
*company wide
involvement for further
sustainability
*co-manage initiatives
*pursuit to zero impact
on environment
*integrated supply
chains
*joint initiatives to
improve environmental
conditions
*supplier training
*sector wide information
distribution concerning
sustainability
*co-manage initiatives to
optimise information
distribution
In tourism, the social dimension of sustainability concerns the tour operator’s impacts on the social systems
within which it operates. The social dimension has been given less attention than the environmental
dimension, perhaps because the socio-cultural impacts of tourism usually occur slowly over time and in an
unspectacular fashion (Swarbrooke 1999). Adding that social impacts are largely invisible and intangible.
The focus of the social dimension has normally been upon the ‘host community’, to protect them from
negative tourism impacts. But it has to be acknowledged that all stakeholders in tourism should be given a
fair treatment, and there should be equal opportunities for both the employees involved in tourism and the
tourist (Swarbrooke 1999).
37
At first, it can be argued that a tour operator benefits directly from sound internal social relationships and
structures as the work atmosphere and employee motivation improve (Annen 2002). But not only sound
internal relationships with stakeholders and employees improve the social sustainability of tour operators.
Social sustainability of tour operators also means a sound relationship with its customers, as the tourist
knows what he wants and expects a good price/quality relationship. If a tour operator does not behave in
the interest of the public and meet their expectations, a slump in the buyers market could be a possible
reaction. Furthermore, the principle of social sustainability signifies the maintenance of the social fabric of
the tourist destination, namely the preservation of the social patterns and beliefs that characterize the place
and the community, defining the culture of that area (Holden 2000). Accordingly, a sound external social
relationship with the public and the local community is of great importance.
Several industry specific indicators representing the social sustainability of tour operators will be shortly
discussed.
Transparency over the activities, policies and practices is the key to social sustainability. According to
several authors open reporting about the economic, social and environmental factors can already been seen
as a positive signal to a better sustainability performance (TOI 2004). If a tour operator recognizes its
obligations and responsibilities towards its customers and the whole society, it will provide the public with
information about its practices (Van Marrewijk and Werre 2003). As the tour operator reaches a higher
development level, the communication becomes more and more open. Instead of periodically, the tour
operator publishes yearly up-to-date information about its organizational activities.
Employee development, professionality and overall employee equality is also of great importance. The fast
changing local and international regulations and economic environment require investments from the tour
operators in their employees. Education programs are needed to keep the staff well educated and informed
on current issues in the tourism industry. The recognition of the need for employee development is a
valuable asset and a component of greater sustainability (Annen 2002). On the higher sustainability levels
the incorporation of employee development and professionality, as well as the importance of having
women in the higher management positions are integrated in the organizational mind-set (Van Marrewijk
and Werre 2003).
Involvement of Non-Governmental Organizations (NGOs) often reduces the gap between the top of society
and the bottom, by deliberately having the poorest population segments as their subject. According to Kong
et al. (2002) confrontational approaches are still common for NGOs in pointing out problems to businesses.
But more strategic ways are being developed by NGOs to force businesses to listen, such as partnerships
between the NGO and businesses. In tourism, NGOs are of great significance in the implementation of
more sustainable practices, such as environmental preservation and conservation (Liburd 2004). Many
NGOs have developed a sophisticated understanding of environmental problems, and co-operation between
a tour operator and NGOs can be a tool in securing the future of the tourism industry. NGOs that are
currently acting at the forefront of the tourism industry in the Netherlands, creating awareness (especially
38
amongst tour operators) of the urgency of sustainable development of tourism, are for example ECPAT3,
IDUT (Initiatiefgroep Duurzaam Uitgaand Toerisme), TOI (Tour Operator Initiative), WWF (World Wide
Fund for Nature), Green Globe 21 (path to Sustainable Travel and Tourism), Coolflying and Cooldriving.
On the higher levels of sustainability the Dutch tour operator co-operates with one or more of these NGOs,
or is a member of these NGOs. On the higher levels both tour operator and NGOs are involved in common
problem solving towards a sustainable future in tourism.
At the tourist destination, it is of great importance that the local community is given the opportunity to
decide on the direction of tourism development. Participation of the local community in tourism
development cannot be denied in current planning strategies for tourist destinations. If the tourism industry
aims to be sustainable in the long term, views of the host community must be taken into account (Williams
and Lawson 2001; Mowforth and Munt 2003). But to include the local community in planning practices
and to make the right decisions, locals have to obtain the knowledge and information to fully understand
the world of tourism. Through information distribution, education, professional training and assistance,
sustainable projects, etc., by the Dutch tour operator (and for example in its cooperation with NGOs), local
communities are offered opportunities to support community tourism development. As tour operators move
up the levels of sustainability, more opportunities are offered to local communities, such as professional
training, and local communities will participate in a more interactive way. In Table 4.6 the development
path of social sustainability of Dutch tour operators is presented.
Table 4.5 The attitude model for the social sustainability of Dutch tour operators.
Level 1
Very unsustainable
Level 2
Unsustainable
Level 3
Almost sustainable
Level 4
Sustainable
Indicators
Level 5
Beyond
sustainabilty
Transparency and
accessibility of
activities, policies and
standards
*no information to
receive
*not taking part on
official publications
*law-required reporting
*informing about
activities
*extended reporting
*openly informing about
the situation of the tour
operator
*quarterly reporting
including ratios,
indexing
*up to date, real time
information with
governmental actions
and research
Employee development,
professionality and
overall employee
equality
*no education possible
*discriminative attitude
towards women and
minorities
*work related education
*law required employee
equality
*education programs
*1-2 women in
management positions
*minorities represented
NGO relations
*ignorance
*keep NGOs satisfied
*some contact with
NGOs
*education for company
wide integration of
sustainable tourism
*50% of board is women
*all minority groups
represented
between NGO and tour
operator
Participation of local
community at tourist
destination
*ignorance
*educational assistance
*projects to increase
local involvement in
tourism development
*fair treatment of local
community
*continuous
development of
human and intellectual
capital
*1-2 woman present in
board
*cooperation with NGOs
at international level
*participation of NGOs
in decision making
process
*educational
development and
professional training
*local involvement in
decision making process
*housing/medical
assistance
3
*contributes to sector
wide investment for
personal development
The ECPAT acronym stands for ’End Child Prostitution, Child Pornography and Trafficking of Children for Sexual Purposes’.
39
4.3.3
The model of this study
Based on the discussion above, the research model for exploring the attitudes of tour operators towards
economical, environmental and social sustainability is presented in Table 4.7. This research model will be
used to explore the position of 20 well-known Dutch tour operators. The tour operators will be judged on
their dedication towards each of the indicators outlined in the research model, resulting in an average level
of sustainability. The methodology of this research will be discussed in Chapter 5.
It is expected that the 20 tour operators show dissimilarities in the level of sustainability they are currently
operating on. Yet perhaps the tour operators operate on similar levels of sustainability. This study is a
means to explore the level of sustainability of Dutch tour operators and the possible (dis)similarities
between these levels. The next paragraph will discuss potential causes of these similarities or differences
before arriving at the research questions that will clarify the central question.
40
Table 4.6 The research model for Dutch tour operators.
Levels
Level 1
Indicators
Very unsustainable
Level 2
Unsustainable
Corporate codes of
conduct
*no official policy
*prevention of conflicts
members
Integration of
sustainability in
organizational
structure
*no responsibilities
assigned
*only PR issue
Investment policy in
sustainable tourism
*no specific strategy
*goal short term survival
*basic screening activities
*goal long term survival
Risk Management
*no risk management
*reactive attitude towards
risk management
Local community
*ignorance
*seasonal employment of
locals
Level 3
Almost sustainable
*anticipation on
regulations
*policy available to public
(mission
statementprinciples and
guidelines)
*person (someone within
organisation) responsible
for sustainability activities
*following third party
research
*following industry
standards
*supporting Non-Profit
Organizations
*complementing risk
management and
performance
*business risks covered
*some ownership of land
and accommodation
Level 4
Sustainable
Level 5
Beyond sustainability
*anticipation on customer
wishes
*social control over the
sector
*sustainable tourism
department
*doing own research (eg.
customer feedback,
stakeholder consultation)
*development of own
standards
*investment in sustainable
projects
*own risk management
system
*SD represented in higher
level management
*destination selfassessment
*longer term employment
of locals *evidence of
significant benefits for
community
*development of nation
wide standards
*part of the company
philosophy
*company wide
involvement
*efforts to improve
performance of whole
sector
Internal
environmental
development
*no official policy
*ignorance
*ad-hoc actions
*single actions
*monitoring
*consistent projects
*policy available to public
Destination
environmental
management
*no local environmental
*exploiting environment
for short-term gain
*compliance oriented and
use of simple
improvements
Supply Chain
Management
(transport,
accommodation,
activities)
*‘players who try to get to
us before we get to them’
*no specific policy
*no information
*focus on economies of
scale and vertical
integration, cost-based
contracts
*loyalty and tradition
*output control, one-way
communication
Information
distribution
regarding the
environment
towards customer
*no information
distribution
*ignorance
*basic standard
information distribution,
only as a PR-issue (ANVR
brochures on codes of
conduct for the tourist)
*local organizations
involved in env. Improvements, e.g. advice
*env. measures must
(in)directly improve
profitability, e.g. quality
improvement
*process control and
internal audits
*policy on (de) selection of
suppliers based on
sustainability issues
*information exchange
concerning sustainability
issues
*information distribution
according to own standards
with regard to
sustainability, but limited
to tourist that book with
the tour operator
Transparency and
accessibility of
activities, policies
and standards
Employee
development,
professionality and
overall employee
equality
*no information to receive
*not taking part on official
publications
*law-required reporting
*informing about activities
*no education possible
*discriminative attitude
towards women and
minorities
*work related education
*law required employee
equality
NGO relations
*ignorance
*keep NGOs satisfied
*some contact and
cooperation with local
NGOs
Participation of
local community at
tourist destination
*ignorance
*educational assistance
*projects to increase local
involvement in tourism
development
*fair treatment of local
community
*implementation of
practices fostering internal
environmental
sustainability
*cooperation with local
environmental
organizations
*eco-efficiency
minimize impacts on
environment
*company wide
involvement for further
sustainability
*pursuit to zero impact on
environment
*strategic partnerships
(win-win)
*systematic quality control
*integrated supply chains
*joint initiatives to
improve environmental
conditions
*supplier training
*information on
sustainable holiday making
integrated in sales and
promotion
*sector wide information
distribution concerning
sustainability
*co-manage initiatives to
optimise information
distribution
*quarterly/annually
reporting (including
revenues, ratios)
*up to date, real time
information with
governmental actions and
research
*education for company
wide integration of
sustainable tourism
*50% of board is women
*all minority groups
represented
between NGO and tour
operator
*extended reporting
*openly informing about
the situation of the tour
operator
*education programs
*1-2 women in
management positions
*minorities represented
41
*continuous development
of human and intellectual
capital
*1-2 woman present in
board
*cooperation with multiple
NGOs at international level
*participation of NGOs in
*educational development
and professional training
*local involvement in
*housing/medical
assistance
*contributes to sector wide
investment for personal
development
4.4
Similarities and differences between the Dutch tour operators
Earlier research performed by Globus has found dissimilarities in the sustainability levels with regard to the
subjects of those studies. Therefore, it is expected that the Dutch tour operators will also operate on
different levels of sustainability. But what can be found behind these differences or just similarities? What
are the potential causes?
Dissimilarities between Dutch tour operators with regard to sustainability can be caused by the
characteristics of a tour operator. According to several authors (Van Marwijk and Van der Duim 2004;
Swarbrooke 1999) the size of the organization can influence the attitude towards sustainability, as the
larger tour operators are likely to have more time and resources available to implement the concept of
sustainability. Moreover, larger tour operators also offer a wide range of tourism products and are likely to
co-operate with innumerable interested parties. But how can the size of a tour operator be defined?
The size of the international tourism market and tourism growth is expressed in tourism arrivals (WTO
internetsite). Accordingly, an important element to indicate the size of a tour operator is the number of
tourists that are booked yearly. Furthermore, size can be expressed in business turnover and market share
(De Reus 2004). These numbers of the Dutch tour operating business (turnover, number of tourists and
market share based on both elements) are published on a yearly basis by the Dutch specialist travel journal
DIT (De Reus 2004). Only the top 50 of travel agencies and the top 40 of tour operators, based on turnover
and number of tourists booked, are published.
These independent variables will be included in the study to reveal potential causes of dissimilarities
between Dutch tour operators. For example, a large turnover and a large market share do not necessarily
mean that the tour operator is operating at the higher levels of sustainability. Maybe just the small,
specialised tour operators with a small market share operate at a higher level of sustainability, and not the
large tour operators. Additionally, perhaps a large number of tourists booked only refers to a mass-market
tour operator, still rooted in a market-based economy operating according to the principles of short-term
survival.
So, in addition to the turnover and number of tourists booked as indicators of size, turnover per tourist
could also relate to the level of sustainability. Turnover per tourist will indicate the price level of the tour
operator, thus the average price that is being paid for a holiday. Perhaps just the expensive tour operators
have more (financial) resources available to operate according to the principles of sustainability. The
characteristics of the Dutch tour operators can be found in Appendix I.
Another potential cause that can be linked to the abovementioned indicators of size and that is also being
argued in literature is the influence of the type of the tour operator (Swarbrooke 1999). Large-scale massmarket tour operators are in a high-volume, low profit margins business, so they need guaranteed high
42
volumes of tourists. These tour operators use their power to negotiate with suppliers at the tourist
destinations so that tourists are ensured of the lowest price. Consequently, economic benefits to the local
community are minimal, leakages high and the impacts on the physical and socio-cultural environmental
are also high (Swarbrooke 1999). To the contrary, specialist tour operators that offer a small-scale tourism
product to developing countries, operate in a low volume business. Holidays are offered based on groups
no larger than 20 or 25 tourists and the interest in the physical and socio-cultural environment of the tourist
destination is high. These tour operators negotiate with local suppliers to ensure a good quality local
product, so that the tourist interacts with the local community and environment. Economic benefits for the
local community are high and leakages low. Impacts on the physical and socio-cultural environment are
also low (Swarbrooke 1999). The perceived differences between these two types of tour operators are
illustrated in table 4.8. The next paragraph will introduce the research questions.
Table 4.7 The perceived differences between large scale mass market operators and small scale specialist
operators.
Large-scale mass market operator
Small-scale specialist operator
Environmental impact
* High
* Low
Economic impact
* Low per head expenditure
* Benefits relatively few enterprises
* High leakage from community
* High
* Formal
* Institutionalized
* Low
* Generally insensitive
* Disinterested in destination specifically
* High per head expenditure
* Benefits spread quite widely through community
*Low leakage from community
* Low
* Informal
* Personal
* High
* Generally sensitive to/ interested in destination
specifically
Socio-cultural impact
Host community relations
Commitment to destinations
Types of tourists
Source: Swarbrooke (1999)
4.5
Research questions
The central question of this study has been presented to the reader in paragraph 1.3 and has guided the
outline for the theoretical frame in the Chapters two, three and four. Again, this central question is as
follows:
To what extent is the concept of sustainability internalized into the policies and operational
After reviewing the relevant literature in the previous chapters, several research questions can be
formulated in order to clarify the central question:
1.
What is the dominant attitude and position of tour operators in the Netherlands regarding the
concept of sustainable development?
a.
What is the dominant attitude and position of tour operators in the Netherlands with
regard to economic sustainability?
b.
regard to environmental sustainability?
43
c.
regard to social sustainability?
d.
How are the three dimensions of sustainability related? Does each Dutch tour operator
individually have the same attitude and position on the three dimensions of
sustainability?
2.
What are the (dis)similarities between tour operators in the Netherlands regarding the concept of
sustainability and what causes this?
3.
What is the possible development path of Dutch tour operators and what are the recommendations
for these tour operators towards a sustainable future of the tourism industry?
The next chapter will outline the methodology and the analysis of this study.
44
5.
METHODOLOGY AN D AN ALYSIS
5.1
Methodology
This study will follow earlier similar studies performed by Globus (Harkink 2002; Zoeteman and Harkink
2002; Kekalaïnen 2004) that have successfully applied qualitative research methods to analyse the
sustainability attitude of different organizations. These studies have been conducted by means of data
collected from publicly available material. As is argued by many authors (Harkink 2002; Zoeteman and
Harkink 2002; Kekalaïnen 2004; GRI and TOI 2002) transparent reporting about the three dimensions of
sustainability can already be seen as a positive signal for a better sustainability performance. Therefore, the
qualitative approach is fully appropriate to this research. Also, the study of Dutch tour operators will be
descriptive in such a way that it aims to explore and describe the attitude of Dutch tour operators towards
the concept of sustainable development.
To collect data for this study and to explore the presence of the sustainability indicators, two qualitative
research methods were intended to be used: content analysis and in-depth interviews. But due to a negative
response on the request towards the tour operators to participate in in-depth interviews, these interviews
could not take place. Therefore, the collection of data for this study has been limited to content analyses. A
content analysis is based on available data, such as written materials, visual or recorded material, or
artefacts that are in the interest of the researcher (Baker 1999). Content analysis is required to have three
things in common: content analysis has to be objective, systematic and it must posses generality (Holsti
1969; Baker 1999). Therefore, carefully designing the research is a must when conducting a qualitative
research (Baker 1999; Kekalaïnen 2004). This will be done by means of a systematic analysis process and a
structured process for transcribing and interpreting the data (Holsti in Baker 1999). So, steps have been
taken to ensure objectivity, increase reliability and validity. Another significant characteristic of content
analysis is the development of categories or frameworks under which the contents of available data are
sorted and grouped, so that the meaning of the content can be uncovered.
The next paragraph will introduce the sample of this study and this paragraph will also discuss the data
collection.
5.2
Sample and data collection
5.2.1
The sample
In the Netherlands there are over 650 tour operators officially registered at the federation with member
associations:
the
Algemeen
Nederlands
Verbond
van
Reisondernemingen
(ANVR).
It goes beyond the scope of this study to explore all Dutch tour operators on their dedication towards the
concept of sustainability. Therefore, a selection has been made of 20 Dutch tour operators being listed in
Table 5.1.
45
Yearly, over 80% of the Dutch population goes on holiday and over 7 million bookings are being made
through tour operators and travel agencies registered at the ANVR (TRN 2004). Most of these 7 million
bookings are being made through the all-round travel agencies. To include both large and small tour
operators, mass-market and specialist tour operators, and to include to most well-known tour operators in
the Netherlands, the selection of 20 Dutch tour operators is firstly based on a check on tour operators that
sell through the all-round travel agencies. This is done by means of personal visits of the writer of this
study to all-round travel agencies. Secondly, to also include other well-known specialist tour operators that
do not sell through the all-round travel agencies, but are known for their dedication towards sustainability,
the selection is based on personal communications³. The selected 20 tour operators are registrated at the
ANVR and belong to the 40 largest tour operators in the Netherlands (De Reus 2004). Only the specialist
tour operator Sawadee is an exception, as this tour operator is too small to be included in the Top 40 of tour
operators. Sawadee is included in this study, as it is known that this tour operator has implemented the
principles of sustainability to a great extent³.
As the selected tour operators all stand for quality, credibility and reliability, it is in the interest of the longterm survival of these tour operators to sustain their reputation. For this it is expected that they will strive
towards a sustainable future in tourism and that they will operate according to the principles of
sustainability. The selection of Dutch tour operators is listed in Table 5.1. The characteristics of each of the
Dutch tour operators can be found in Appendix I.
Table 5.1 The sample of this study.
Dutch tour operators
Baobab Reizen B.V.
Buro Scandinavia B.V.
De Jong Intra Vakanties B.V.
ER-Travel Group B.V.
FOX vakanties / Aerofun Travel B.V.
Holidaybreak Camping Nederland B.V.
Hotelplan Nederland B.V.
HTC Reizen B.V.
Koning Aap / KAT- groep B.V.
Kuoni Travel Nederland B.V.
5.2.2
My Travel Nederland B.V.
OAD Reizen B.V.
Olympia International Vakantiereizen B.V.
Sawadee Reizen B.V.
Sudtours Reisorganisatie B.V.
Thomas Cook Nederland B.V.
Transalpino Reisorganisatie B.V.
TUI Nederland N.V.
Vacansoleil B.V.
Van Nood Reizen B.V.
Data collection3
The abovementioned sample of 20 tour operators has been studied with regard to available written material
on sustainability. Only official published written materials, like the Internet site of the tour operator, tour
guides, annual reports, environmental plans, written policies, newspapers, travel magazines, etc., have been
used for the content analysis. To explore the tour operators’ awareness of the significance of sustainable
tourism, these written materials have firstly been explored on key words like ‘sustainability’, ‘sustainable
3
Personal communication during the Conference of the Nationale Jeugdraad 2004: Sustainable tourism: Big money of Big problems?
Also, personal communication with a travel agency office manager.
46
tourism’, ‘environmental plan’, ‘tourism policy’, ‘people, planet, profit’, etc., or a combination of these
words. Secondly, to explore to what extent a tour operator has internalized the concept of sustainability into
its policies and operational activities, these written materials have been explored on the presence or absence
of the research indicators illustrated in the research model of this study. Accordingly, the presence or
absence of the research indicators have indicated to what extent a tour operator is involved in measures to
strive for a sustainable future of tourism. The next paragraph will discuss the analysis of the collected data.
5.3
Analysis
5.3.1
The assignment of the level of sustainability
To explore the attitude of the 20 tour operators the research model presented in Chapter 4 has been used. In
this study the concept of sustainability is structured along the three dimensions: economic, social and
environmental sustainability. Each dimension of sustainability has been divided into a number of
sustainability indicators. Each indicator possesses characterizations of the five levels of sustainability, as
each level implies a different approach.
According to the presence or absence of these indicators in the tour operator’s publicly available material,
the dominant attitude and position of tour operators in the Netherlands with regard to sustainability has
been determined. Furthermore, each tour operator has received a score according to the level they are
operating on. When studying the research model presented in Paragraph 4.5, from sustainability level 1 to
5, a development path from ‘very unsustainable’ to ‘beyond sustainability’ can be observed. Each level
represents the score that can be gained when a tour operator reaches that particular level of development.
This way, the maximum score on one indicator is 5, representing the level ‘beyond sustainability’, and the
minimum score is 1, representing the level ‘very unsustainable’. If a tour operator does not mention a
certain indicator in its publicly available material like policies, annual reports, web sites and tour guides,
the ignorance level (level 1) is supposed to be representative to the tour operator with regard to this
indicator.
Although the aim is to achieve balance amongst the three aspects of sustainability, which is operating at
similar levels of sustainability (Winsemius 2000), in reality this appears to be a difficult task. From earlier
research performed by Globus it appeared that organizations individually operate at different levels of
sustainability with regard to the three dimensions, and note that a balance amongst the three dimensions is
hard to achieve (Harkink 2002; Kekalaïnen 2004). Therefore, it is possible that one tour operator will
receive different scores on the different sustainability indicators, thus operating on different levels, as a tour
operator can have different attitudes on different indicators. The justifications of the appointed levels of
each of the tour operators will be put together in a table, as can be seen below (this is an example).
47
Table 5.2
The justification of the indicators: an example.
TUI Nederland N.V.
Score
Integration of sustainability in
4
Presence of a person that is responsible for the division Sustainable Tourism
3
Presence of a clear strategy and projects for internal environmental
sustainability
2
Information on the internet site and in brochures is standard and limited.
Text in brochures refers to the internet site but subsequently the documents
are not available.
Internal environmental development
5.3.2
Weighing of the indicators
The overall sustainability is based on the economical, environmental and social sustainability. As has been
discussed earlier, the three dimensions of the overall sustainability are in their turn composed of several
indicators. In earlier research performed by Globus (Harkink, 2002; Harkink and Zoeteman, 2002), each
indicator of the economical, environmental and social dimension is expected to have a weight. Also in this
study, in order to judge the overall development, each indicator has been given a weight. The studies of
Globus have two systems of weighting; in the study of the Oil and Gas industry (Harkink, 2002) all the
parameters are expected to have equal weight, while in the study of Dairy industry (Harkink and Zoeteman,
2002) and Pension Funds (Kekalainen 2004) the parameters are weighted differently. This thesis uses the
system that weighs all parameters equally, the weighing system of this thesis is thus in line with the study
of Harkink (2002).
The given weights are purely based on assumptions made on the basis of the reviewed literature and
discussions with professor Zoeteman from Globus. Reviewed literature indicates that the three dimensions
of sustainability in tourism are of equal importance, though environmental sustainability has received the
most attention (WTO 1996; Swarbrooke 1999; GRI and TOI 2002; WTTC et al. 2002). Due to the fact that
this study has the character of a pilot study, there are no scientific grounds for the weighing system. The
weighing system will only be used to calculate the averages of the tour operators on the three dimensions
separately and the overall sustainability, which includes all dimensions and indicators.
The three dimensions of sustainability will account for one third of the overall sustainability. For the
economic sustainability the indicators are 1/5 of the total, for the environmental sustainability this will be
1/4 and for the social sustainability this will be also 1/4. The weighing system is illustrated in Table 5.2.
48
Table 5.3 Weighing of the sustainability indicators.
Weighing
Corporate codes of conduct
Integration of sustainability in organizational structure
Investment policy in sustainable tourism
Risk Management
Local community
Destination environmental management
Supply chain management (transport, accommodation, activities)
Information distribution regarding the environment towards customer
Transparency and accessibility of activities, policies and standards
Employee development, professionality and overall employee equality
NGO relations
Participation of local community at tourist destination
5.3.3
0,20
0,20
0,20
0,20
0,20
0,25
0,25
0,25
0,25
0,25
0,25
0,25
0,25
The interpretation of the levels of sustainability
According to the above, each of the tour operators has received a score on each of the indicators that
represent the three dimensions of sustainability. The tour operators have also received a score on the
economic, environmental and social dimension and on the overall sustainability. The results of this part of
the study will provide an answer on Research Question 1 (see paragraph 4.6).
Consequently, as has been argued in Chapter 4, it is expected that these scores will result in differences or
perhaps similarities between the tour operators. The analysis of these (dis)similarities in sustainability
scores can provide an answer on Research Question 2 (see paragraph 4.6). The aim of this analysis is to
reveal and discuss the potential causes behind these (dis)similarities, outlined in paragraph 4.5. The results
of the analyses will be discussed in the next chapter.
5.4
Limitations of the study
The goal of this study is to explore the position and attitude of Dutch tour operators towards the concept of
sustainability. The sample of this study includes 20 Dutch tour operators that are a member of the ANVR.
These include both large and small tour operators, mass-market and specialist tour operators.
Some limitations of this study have to be taken into account. Firstly, the sample only consists of 20 Dutch
tour operators, which is a small amount of the total of tour operators operating in the Dutch tourism
industry. Due to a lag of time, only a sample of 20 tour operators has been included. As has also been
acknowledged in earlier research done by Globus, this may form a bias (Kekalaïnen 2004), as the
development of many small Dutch tour operators has not been studied. Another bias is formed, as this study
is limited to the usage of content analysis to collect the data. The usage of only content analysis could
perhaps influence the research results, as written material can provide a nicer picture than reality.
49
Additionally, according to Baker (1999) issues of validity and reliability become of central concern in
studies on already available data. Also, as has already been discussed, the use of qualitative data analysis
permits subjectivity (Baker 1999; Holsti in Baker 1999). Subjectivity can be reduced by carefully selecting
research material. Therefore, only material published by the tour operator or officially recognized
organizations has been recorded. Also, this usage of multiple sources of evidence, such as newspapers,
travel magazines and Internet sites, can be used to reduce the level of subjectivity (Kekalaïnen 2004). In
addition, replication of the research should have similar research results, which will also increase
reliability. Therefore, the analysis process of this study has been carefully structured and written down and
can be found in Appendix II, III, IV, V and VI. Appendix II contains the research results of the 20 tour
operators and appendix III contains the average scores on the three dimensions of sustainability and the
overall sustainability. Appendix IV contains a summary of the sustainability levels of the Dutch tour
operators and Appendix V contains the justifications of the sustainability scores of the 20 tour operators.
Appendix VI contains the sources of the data that have been collected that have enabled the completion of
the research. Finally, to increase validity a careful balance between the content being studied and the
questions being asked needs to be considered (Baker 1999). In this study, the content that has been studied
has addressed the central question and the research questions. In the next chapter the research results will
be presented and discussed.
50
6
THE FIN DIN GS OF THE STUDY
6.1
Introduction
The research model, described in Chapter 4, which explores the attitude of Dutch tour operators towards
the concept of sustainable development, forms the basis of this study. In this chapter the findings of the
study, conducted during February and March 2005, will be presented. This chapter will firstly discuss the
findings on the three dimensions of sustainability. Consequently, the findings on the overall sustainability
of Dutch tour operators will be described. Appendix II, III, IV and V contain an overview of the individual
scores of the tour operators and the justifications of these scores.
6.2
Considering the economic sustainability of Dutch tour operators, the studied tour operators reached an
average of 2.05, which is barely over the transition point of level 1 to level 2. This level represents the level
on which the tour operators are reacting on external pressure. Tour operators are forced by law to take
certain responsibilities, in which the tour operators’ activities meet certain economic standards, both
internally as externally. Integration of sustainability in the organizational structure seems to be only a PRissue.
From all three dimensions of sustainability, the lowest average is that of economic sustainability. This can
be understandable, considering the fact that the tourism industry operates in a highly dynamic environment.
Especially in the last couple of years Dutch tour operators have seen their turnover shrink (De Reus 2004).
For example, the terrorist attack on the World Trade Center and more recently the tsunami disaster are of
major influence on the economic development of the tourism industry worldwide and can cause major
uncertainties amongst tourism organizations. Currently, the main focus of tour operators is the fight for the
customers (De Reus 2004). This economic focus can restrain the commitment towards the sustainable
development of tourism, as this could become a concern for later. In figure 6.1 the findings of the study
with regard to the economic sustainability of Dutch tour operators are illustrated.
Unsatisfactory, the research results indicate that 11 out of 20 studied tour operators (55%) operate
according to the principle of short-term survival, which is level 1. At this level the tour operator is selfreliant, focusing on economic health and ignoring activities that do not benefit the tour operator in the short
term. The highest level of economic sustainability is reached by TUI Netherlands (3.40), followed by
Thomas Cook (3.20), Kuoni (3.00) and Holidaybreak Netherlands (3.00). These tour operators are all
subsidiaries of a large international tour operator. They operate at a level on which tour operators accept
their legal requirements and societal responsibilities. They can thus be seen as the leaders with regard to the
economic sustainability.
51
Figure 6.1 Economic sustainability of Dutch tour operators.
4,00
3,00
Economic Sustainability
Average 2.05
2,00
1,00
D
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Sample of Dutch tour operators
When looking at the averages of the economic indicators (see table 6.1), large differences can be
recognized among the five indicators. Firstly, the average of the indicator ‘integration of sustainability in
the organizational structure’ is much higher than that of the other indicators. This is due to the fact that 13
out of the 20 tour operators (65 %) reached level 3 or higher on this indicator (see Appendix II), which
indicates the nomination of a person or a department within the organization responsible for sustainability
issues. These differences can partly be explained by the introduction of the PMZ system for tour operators
(discussed in Chapter 3, paragraph 3.3). The introduction of the PMZ system more or less obliged the tour
operators to integrate the concept of sustainability into their organizational activities, for this assigning an
environmental coordinator. As all studied tour operators have taken this responsibility and as all studied
tour operators show a certain dedication towards the integration of sustainability in the organizational
structure, all tour operators received a minimum score of level 2 on this indicator. The largest contributors
to the average of 2.95 on this indicator are Sawadee, Kuoni, Baobab, Holidaybreak, Thomas Cook and
TUI; each assigned level 4 (see Appendix II). For example, Sawadee notes that ‘employees that are
involved in itinerary selection, selling and guiding a holiday will receive extensive information on
sustainability’ (see Appendix V). Furthermore, Sawadee is doing its own research, e.g. in co-operation with
NGOs, local organizations and enquiries amongst tourists and tourist guides, in the pursuit of more
sustainable holidays. Holidaybreak, for example, has an established internal organizational structure with
clearly defined lines for responsibility and accountability. These tour operators can be seen as the leaders
considering the integration of the concept of sustainability; they have dedicated their entire operational
structure to the principles of sustainability.
52
Table 6.1 Tour operators’ averages on the economic sustainability indicators.
Integration of sustainability in organizational structure
Risk Management
Local community
Average
1.75
2.95
2.25
1.70
1.65
Another way to show dedication to the economic sustainable development of tourism is by means of
investing in it. Of the 20 studied tour operators, 10 tour operators received a level 3 or 4 score, which is
‘almost sustainable’ or ‘sustainable’. At level 3 the tour operator supports one or more NGOs and industry
standards are followed, at level 4 own standards are developed and investments are made directly in
sustainability projects. The tour operators that received a level 3 or 4 score are TUI, Thomas Cook, OAD
and My Travel (based on turnover and number of tourists booked, see Appendix I), and also specialist tour
operators that offer holidays to developing countries, such as Sawadee, Baobab, Kuoni and Koning Aap.
For example, OAD supports ‘GIFT for AID’, a charitable development organization that provides the
tourist with an opportunity to get familiar with local projects in Nepal. TUI has been registered at the
Internet platform ‘www.sustainable-investment.org’, to improve the transparency of sustainable
investment. Furthermore TUI invests in and supports many projects that aim for a sustainable future.
Sawadee and Baobab note that they invest in sustainable tourism projects by means of e.g. supporting
projects to increase quality of life in developing countries and encouraging tourists to contribute to these
projects and the local community. In addition, also one of the smaller tour operators in the Netherlands, but
a subsidiary of one of the largest camping-holiday tour operators in Europe, Holidaybreak, receives level 3.
This organization notes that it ‘has a responsibility to support the development of the communities in areas
where they have a local impact’ (see Appendix V). The remaining 10 tour operators all received a score 1,
ignorance, as these tour operators did not mention anything with regard to investing in the sustainable
A possible explanation for the tour operators reaching a sustainability level 3 or 4, is that large tour
operators have more (financial) resources and time available to invest in sustainable tourism. Also,
according to Tilson (in Harkink 2002), a high level of research and development improves an
organization’s future growth opportunities, which results in a more sustainable economic position. As these
tour operators are the largest tour operators in the Netherlands, their aim is to sustain their head position, or
even enlarge it. Additionally, as sustainability and being responsibility is currently a hot item, by means of
investing in sustainable tourism, the tour operators acknowledge their responsibilities towards society as a
whole. To the contrary, specialist tour operators directly invest in local communities and the sustainable
development of these communities. These tour operators are highly dependent on the conservation of these
local environments and traditional cultures, as the commitment with and the interest in these physical and
socio-cultural environments is high. The experience with these environments forms the tourism product.
Without this experience, there is no tourism product.
53
The averages on the other indicators are shocking. Regarding ‘corporate codes of conduct’, only three large
international tour operators, that is TUI, Thomas Cook and Kuoni, reached level 3. These large tour
operators are a subsidiary of international tour operators and by means of formulating a mission statement,
principles and guidelines, the international organization as a whole is working in the same direction. As
large tour operators have business units, offices and employees spread out over Europe and the rest of the
world, it is more likely for these international tour operators to define corporate codes of conduct as it is for
example for small tour operators with only one office and 20 employees. According to Kaplan and Norton
(2001), codes of conduct form the construction of the development within an organization and therefore
they are of essential importance for economic sustainability. All other studied tour operators did not have
an official policy or noted that their organization followed guidelines established by the ANVR, although
these guidelines were not openly publicized.
Also on the indicator ‘risk management’, only the large international tour operators, TUI, Thomas Cook,
Kuoni, Holidaybreak and My Travel, reached level 3 or higher, indicating the presence of a risk
management system. With this the tour operators openly inform about the process that is established for
identifying, evaluating and managing the significant risks of the tour operator. Possibly this is because large
tour operators have more widespread business risks and appear to be more sensitive to changes in the
tourism market. In 2004, the traditional large Dutch tour operators saw a slump in the buyers market, as
smaller new tour operators caught up with the large tour operators. These ‘newcomers’ were more flexible
and adjusted their business operations to the tourism market, e.g. creating opportunities for customers to
make bookings through the Internet (De Reus 2004). The traditional tour operators saw, and still see, more
difficulties in adjusting to the changing tourism market, compared to the ‘flexible’ tour operators, and
therefore these risks are included in their business operations. As Table 6.1 shows, the other studied tour
operators did not have any public material available on this indicator, resulting in a level 1 score.
Finally, the specialist tour operators that offer adventurous holidays to developing countries, that is
Sawadee, Baobab and Koning Aap, are the only tour operators that acknowledge the economic contribution
to the local community at the tourist destination and reached level 3 on the indicator ‘local community’.
Similar reasons can be given compared to the high sustainability levels of these tour operators on the
indicator ‘investment in sustainable tourism’. The interest of these tour operators in the tourist destination
is high. The interaction with the local community and the environment is at the forefront and contributions
to the local community are encouraged. In contrast to the high levels of sustainability amongst the large
tour operators on the indicator ‘investment in sustainable tourism’, these large tour operators lag behind on
the indicator ‘local community’. Large tour operators note that they invest in sustainable tourism, but this is
being done by means of investing in and supporting NGOs instead of directly investing in the local
community. These tour operators seem to hardly take the direct benefits for the local community, which
can be gained from tourism, into consideration. Although, it has been mentioned frequently that large tour
operators aim at co-operating with the local community and treat them fairly. However, this does not
indicate that they will actively contribute in an economic sense to the quality of life of the local community
at the tourist destination.
54
Accordingly, putting these results on the economic sustainability of Dutch tour operators together, a
noticeable difference in the level of sustainability can be found between the large international tour
operators, the specialist tour operators and the smaller mass-market tour operators. The large international
and specialist tour operators score above the average for economic sustainability and the remaining tour
operators far below the average. The smaller mass-market tour operators only reach a high level of
sustainability considering the integration of sustainability in the organizational structure. But the other
indicators of economic sustainability do not suggest to a large extent that these tour operators actually
operate in an economic sustainable manner. Therefore their score is far below the average.
Additionally, as has occurred from the averages on the individual indicators, very little attention is paid to
the indicators ‘corporate codes of conduct’, ‘risk management’ and ‘economic benefits to the local
community’. Large international tour operators reach a high level of sustainability considering ‘corporate
codes of conduct’ and ‘risk management’, but lag behind on ‘economic benefits to the local community’.
To the contrary, specialist tour operators reach a high level of sustainability on ‘economic benefits to the
local community’, but lag behind on the other two indicators. Consequently, the low scores on these
indicators diminish the average score on economic sustainability. The next paragraph will discuss the
results on the dimension of environmental sustainability.
6.3
The position of the studied Dutch tour operators towards environmental sustainability reaches an average of
2.35, which means that they operate in between the level of ‘unsustainable’ and ‘almost sustainable’.
Although also at level 2, compared to the averages of economic sustainability, the studied tour operators
pay more attention to environmental than economic measures in their pursuit of sustainable operations. At
level 2 tour operators undertake ad-hoc actions regarding the internal environmental development.
Operations at the tourist destination in the pursuit of environmental sustainability are compliance oriented
and simple improvements are used. With regard to suppliers the focus is on economies of scale, loyalty and
tradition and the information distribution towards the customer is standard and limited.
As has also been argued in the literature, much emphasis is placed on the conservation of the environment.
The natural and build environment are the core resources of the tourism product and need to be sustained in
such a way that future generations can also enjoy the beauty of it all. The results of this research do support
the literature, as amongst the studied Dutch tour operators the most attention is paid to sustaining the
environment, both internally and externally.
Figure 6.2 illustrates the findings of this study with regard to environmental sustainability. It illustrates that
16 of the 20 tour operators, which is 80%, operate at a level 2 or higher. This indicates that the majority of
the studied tour operators does take measures to improve their performance on environmental
sustainability, whether under external pressure (50% of the tour operators operates at level 2) or voluntarily
accepting their legal requirements and societal responsibilities (25% operates at level 3).
55
Figure 6.2 Environmental sustainability of Dutch tour operators.
4.00
3.00
Environmental Sustainability
Average 2.35
2.00
1.00
D
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T
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0.00
Again, this can be explained by means of the introduction of the PMZ-system. Dutch tour operators
implementing this system are obliged by the coordinating body ANVR to introduce an official
environmental policy, in which measures concerning transportation, accommodation, entertainment,
information and internal operations are included (Van Marwijk and Van der Duim 2004). Half of the
studied tour operators that operate at level 2 have met the minimal requirements, opposed to them by
external pressure of the PMZ-system, but they undertake no further measures. The tour operators operating
at level 3 go one step further by introducing an environmental policy and adopting it to the organization as
a whole. The tour operators that can be seen as the leaders on environmental sustainability are again the
specialists Sawadee, Kuoni and Baobab, and the large internationals TUI and Holidaybreak.
When looking at the averages of the environmental indicators separately, illustrated in table 6.2, no large
differences can be traced. Amongst the studied tour operators most attention is paid to informing the
customer about environmental issues (2.60, ‘evolving to be almost sustainable’) and secondly to internal
environmental development (2.35). These results are in line with the study performed by Van Marwijk and
Van der Duim (2004) (discussed in Chapter 3, paragraph 3.4.3). They have conducted research concerning
the introduction of the PMZ-system in the Dutch tour operator business. The result of their study was that
the number one measurement taken by Dutch tour operators was informing the customer, followed by
measures concerning internal operational activities (see table 3.3 in paragraph 3.4.3). These measures are
relatively easy to take, as they are ‘soft’ and tour operators have easy access to these measures, in
comparison to ‘hard’ actions (Van Marwijk and Van der Duim 2004; Jeurissen 2000).
The specialist tour operators Kuoni, Sawadee, Baobab and Koning Aap pay the most attention to informing
the customer. This is due to the fact that the interaction with the physical and socio-cultural environment is
high and consequently, customers are pointed at information concerning sustainable holidaymaking and the
56
conservation of the environment. For example, Sawadee promotes its holidays as ‘respectful to the physical
and cultural environment and close to the local community and its way of life’ (see Appendix V). Kuoni
makes constant efforts to encourage greater movements towards ‘greener’ vacation planning through its
various information channels. The Kuoni staff has also access to the ‘Quality First Manual’, which contains
‘details and advice on environmentally minded behaviour that must or should be included when advising
the customer’ (see Appendix V). Also, as the tourist destinations are different from Western society, much
attention is paid to codes of conduct for the tourist regarding the environment and local culture. Lastly,
information days are being organized to give personal information to the customer. The other tour operators
only distribute standard information through the travel agency, and usually this information includes
brochures from the ANVR (e.g. ‘Wijs op Reis’, ‘Reiswereld en de zorg voor het milieu’) and the WWF.
Table 6.2 Tour operators’ averages on the environmental sustainability indicators.
Suppliers (transport, accommodation, activities)
Information distribution regarding the environment towards customer
Average
2.35
2.25
2.20
2.60
Accordingly, providing information towards the customer is relatively easier compared to measures taken
concerning the tourist destination and suppliers. These measures are much more difficult as many
organizations, stakeholders, governments, etc., have to be taken into account. Many of the studied tour
operators note that they make use of simple improvements with regard to the tourist destination, such as
focusing at more spreading of the holiday season to decrease the impacts of tourism on the destination or
water and energy savings (this is level 2). Notable is that just those tour operators that offer holidays
characterized with a high interaction with the environment operate at a high level of sustainability (level 3
or 4). Again, these tour operators are the specialists Sawadee, Kuoni and Baobab, and the camping holiday
specialists Holidaybreak and Vacansoleil. These tour operators are highly dependent on these local
environments being sustained, as these environments form the tourism product and the tourism experience.
For example, Vacansoleil and Holidaybreak note that owners of camping-sites are pointed at measures
concerning environmental improvements and are given advice. Furthermore, both tour operators encourage
the usage of public transport to the tourist destinations. Environmental measures are demanded to increase
the quality of swimming pools and environmental checklists are being used. Also, Sawadee has chosen
those tourist destinations that pay attention to the conservation of the physical and socio-cultural
environment; 50% of its holidays include a visit to a sustainability project and there is a possibility to
contribute to the local environment. Also the large international tour operator TUI operates at level 3, as the
brand ‘De Boer en Wendel’ (part of TUI) only offers holidays that are concerned with the environment.
Including suppliers in the pursuit of the environmental sustainable development of tourism is not an easy
task too. Especially the way of transportation, which in itself is an immense industry, is hard for a tour
operator to exert influence on. But as tour operators are dependent on the suppliers of transportation in a
great sense, they do aim at decreasing the impact on the environment. The majority of the studied tour
operators have taken several measurements to influence the development of more sustainable
57
transportation. For example, by the deployment of certified transportation and the deployment of airline
companies that use the latest generation of clean engines. Also, the majority of the tour operators encourage
the customer to compensate the emission of CO2 by means of the voluntarily programs ‘Cool Flying’ or
‘Trees for Travel’. Other tour operators have their own fleet of busses or even airplanes. Concerning
accommodation and entertainment, the majority of the studied tour operators aim at involving these
suppliers in their pursuit of sustainability. Again, the specialist tour operators (Sawadee, Kuoni and
Baobab) and the largest tour operators in the Netherlands (TUI, OAD and Holidaybreak, except Thomas
Cook) operate on a higher level of sustainability than the other studied tour operators. They operate at level
3, which means that they aim at exerting influence on suppliers by means of giving advice concerning more
sustainable operations.
Recapitulating the results with regard to the environmental dimension of sustainability, again differences in
the levels of sustainability have been found. The specialists (with exception of Koning Aap) reach the
highest level of sustainability, followed by the large tour operators and the smaller mass-market tour
operators. Explanation of this recurring division could be that, as has also occurred from the results on the
economic dimension, the first two groups of tour operators have already adopted a corporate strategy
towards sustainability. The specialist tour operators that offer holidays to remote vulnerable places are
highly dependent on the conservation of these places, as the interaction with the environment is high
(Swarbrooke 1999). These tour operators co-operate in close personal contact with small-scale local
organizations at the tourist destination and they are better able to influence the operations of local
organizations and suppliers (Swarbrooke 1999). In addition, the large tour operators, that are the leaders in
the Dutch tourism market, aim at sustaining a high market share and a high quality tourism product. As
they are the largest tour operators in the Netherlands, pressure from governments, NGOs and society as a
whole is exerted on them to take their responsibilities concerning the environment. Also, these tour
operators can use their power to direct and support suppliers towards a more sustainable future in tourism.
This in contrary to the smaller mass-market tour operators, which seem to only focus on economies of
scale, cost-based contracts and short-term survival. These tour operators operate in an unsustainable
manner.
The next paragraph will discuss the results from the studied tour operators on the social dimension of
sustainability.
6.4
With regard to the attitude towards social sustainability, the studied Dutch tour operators reach an average
of 2.18, which is just over the transition point of level 1 to level 2. At this level the tour operators are hardly
transparent, education is work-related, relations with NGOs are scarce or only focused on keeping the
NGOs satisfied and the local community is hardly involved in the sustainable development of tourism. The
tour operators TUI and Kuoni reach the highest level of social sustainability (both 3.50), followed by
Holidaybreak (3.25), Baobab, Sawadee and Koning Aap (all three level 3.00). In figure 6.3 the findings of
the study with regard to social sustainability are presented. In line with the results on economic
58
sustainability, only 10 out of the 20 tour operators (50%) reach level 2 or higher. Strikingly, this means that
the other half of the studied tour operators are still rooted in a market-based economy, where the main
concern is to stay in business, not wanting to discuss ethical issues (Fennell 2000).
Figure 6.3 Social sustainability of Dutch tour operators
4.00
3.00
Social Sustainability
Average 2.18
2.00
1.00
Tr
an
D sal
Bu e Jo pin
ro n g o
Sc In
an tra
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Su via
dt
Va ou
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Va Noo
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o
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With regard to the indicators of the social dimension of sustainability (see Table 6.3), a clear division can
be found on the average score between the first three indicators and the last one. The average scores of the
first three indicators are between level 2 and 3, representing the stage in which the tour operators are
‘evolving to be almost sustainable’. The indicator that is strongly lagging behind is the ‘participation of the
local community’. Its average can be found between level 1 and 2, that is the level of ‘very unsustainable’.
Table 6.3 Tour operators’ averages on the social sustainability indicators.
Average
Transparency and accessibility of activities, policies and standards
Employee development, professionality and overall employee equality
NGO relations
Participation of local community at tourist destination
2.45
2.20
2.45
1.60
Looking at the indicator ‘transparency and accessibility’, the studied tour operators receive on average a
score of 2.45. This sustainability level is the highest, together with ‘NGO relations’, of the four indicators
of social sustainability. This is satisfactory, as many authors and sustainability organizations (TOI 2004;
Van Marrewijk and Werre 2003) argue that transparency and accessibility with regard to activities, policies
and standards is the key to sustainability. All studied tour operators publish information concerning their
organizational activities (level 2). Only the large tour operators (Holidaybreak, Kuoni, TUI, Thomas Cook,
OAD and My Travel) publish facts and figures concerning the situation of their organization on their
59
Internet site (level 3) or in annual reports (level 4). Kuoni even notes that it ‘conducts an open policy with
regard to the general public and the financial markets’. It is the only tour operator that reports quarterly
about its (financial) situation and sustainability issues (see Appendix V). Furthermore, these tour operators
are all a subsidiaries of large international tour operators. They internationally report annually about the
Group’s (financial) performance, adding that some of these tour operators have a stock exchange notation.
The tour operators that reach level 2 only notify that facts and figures will not be published due to
competitive considerations (personal contact with the tour operators through e-mail and telephone).
Considering the indicator ‘employee development’ only a few tour operators (Transalpino, De Jong Intra
and Olympia) did not mention anything. Consequently, they received a level 1 score. The remainder of the
tour operators noted that employees receive at least a work-related education; especially those employees
that are tour guides (level 2). Only the tour operators that are in high interaction with the environment and
the local culture (Sawadee, Kuoni, Baobab, Koning Aap and the camping specialist Holidaybreak) reach
level 3. They acknowledge that employees and especially tour guides ‘play a crucial role in transferring
knowledge and therefore they must be extensively involved in developments in the field of sustainable
tourism’ (see Appendix V). These tour operators also aim at deploying locals as tour guides, as these locals
have the most extensive knowledge with regard to the physical environment and the local culture. Also TUI
and Thomas Cook operate at level 3, as these tour operators note that they aim at including sustainability in
their daily business operations, e.g. by means of improving the commitment amongst employees, raising
awareness of sustainable tourism and providing training and education opportunities.
The average on the indicator ‘relations with NGOs’ is 2.45, which represents the level at which the tour
operator keeps NGOs satisfied and shows no own initiative towards co-operation with some NGOs. As this
average is around 2.50, it can be said that the studied tour operators are ‘evolving to be almost sustainable’.
More and more relations and co-manage initiatives are being established between the tour operator and
NGOs, whether under external pressure (level 2) or voluntarily (level 3 and higher). This is in line with
Kong et al. (2002), who note that confrontational approaches are still common for NGOs in pointing out
problems to business, in this case the tour operators. But several of the studied tour operators reach a higher
level of sustainability on this indicator. The large tour operators, OAD, Thomas Cook, TUI and
Holidaybreak, and the specialists Sawadee, Kuoni, Baobab and Koning Aap reach level 3 or 4, as these tour
operators form partnerships with international, national and local NGOs in their pursuit of the sustainable
development of tourism. For example, Holidaybreak supports Light Force International by donating
unwanted tents and equipment to charity. So far the tents have housed 1300 people in Albania, Serbia and
Ukraine. Koning Aap co-operates with the TV-channel National Geographic, as this tour operator offers
holidays to those places that have been broadcasted in National Geographic programs. Also FOX receives a
level 3 score, as this tour operator has founded a project in co-operation with NGOs to support some local
communities in Sri Lanka, who have lost all their possessions during the tsunami disaster in December
2004 (see Appendix V).
60
The degree to which the studied tour operators involve local communities at the tourist destination in the
sustainable development of tourism is worrying. The average level is only 1.60 and represents the level at
which the local communities are just simply ignored. As has been argued in Chapter 4, the participation of
the local community cannot be denied in the pursuit of the sustainable development of the tourism industry,
as the views of the host community must be taken into account (Williams and Lawson 2001; Mowforth and
Munt 2003). Similar to what has been found on the economic indicator ‘economic benefits to the local
community’, only the specialist tour operators Sawadee, Kuoni, Baobab and Koning Aap acknowledge the
importance of the local community in their pursuit of social sustainable development. Sawadee for example
involves the local community by means of using local transportation, local hotels, tour guides, etc., and
provides them with information and aid to improve quality and living standards. Kuoni supports various
projects at tourist destinations, ranging from education and information campaigns to animal and nature
conservation. Kuoni also notes that ‘at the heart of these activities are the drive and the desire to preserve
the environment and improve living standards for the local population’ (see Appendix V). In addition, also
TUI has initiated many projects in co-operation with international, national and local NGOs to increase the
participation of the local community in tourism development. Furthermore, Holidaybreak and Thomas
Cook note that they have the responsibility to support the development of the communities in areas where
they have a local impact (see Appendix V). They are assigned level 2, as this responsibility has not been
specified. Again, the remainder of the tour operators does not mention anything concerning the
involvement of the local community and received a level 1 score.
With regard to the results on the social dimension of sustainability an almost similar division can be found
compared to the economic dimension. On this economic dimension of sustainability the large
(international) tour operators reached a high level of sustainability with regard to the indicators that
represent the internal corporate organization, such as the presence of corporate codes of conduct and a risk
management system. But these large tour operators lagged behind on an important external factor: the
‘local community’. It was just the other way around for the specialist tour operators. They lagged behind on
the indicators that represent the corporate organization, but received a high score on ‘local community’.
When studying the results on the social dimension of sustainability, again only the large (international) tour
operators receive a high score with regard to the indicator that represents the internal corporate
organization, which is ‘transparency and accessibility’. The other tour operators, both the specialists and
smaller mass-market tour operators, are hardly transparent, due to the fact that these tour operators do not
aim to be transparent because of competitive considerations. Also, the averages on the indicators
concerning the local community (‘economic benefits’ and ‘social participation’) are almost equal, that is
respectively 1.65 and 1.60. The next paragraph will discuss the overall sustainability of the tour operators.
6.5
Overall sustainability
The average level of the overall sustainability of the studied tour operators is 2.16. This average barely
passes the level at which the tour operators are in a reactive stage, reacting on external pressure. Figure 6.4
illustrates the research findings for the overall sustainability. In the case of the studied tour operators, this
external pressure is primarily the PMZ-system introduced by the ANVR. This system is still in its
61
developing stage, but it is a good initiative to pressure tour operators to include the concept of sustainability
in their operational activities. The forced character of the PMZ-system has made the Dutch tour operators
more aware of the impacts of the tourism product and operational activities on the environment (Van
Marwijk and Van der Duim 2004).
Figure 6.4 Overall sustainability of Dutch tour operators.
4,00
3,00
2,00
Overall Sustainability
Average 2.16
1,00
D
eJ
on
g
Bu Tra I nt
ro nsa ra
Sc lpi
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Although the average overall sustainability is low and the studied tour operators are far from reaching the
level of ‘almost sustainable’, amongst the tour operators are several ‘frontrunners’. The highest level with
regard to the overall sustainability has been achieved by TUI (3.38) followed by Kuoni (3.33), Sawadee
(3.10) and Holidaybreak (3.08). These tour operators are currently operating at the pro-active level, which
indicates that these tour operators have taken up the challenge to internalize the concept of sustainable
development in their organizational structure. Also, the tour operators Thomas Cook and Baobab have
almost reached this stage of pro-activity, as their average is respectively 2.82 and 2.95. The research results
of the overall sustainability can also be found in table 6.4.
Remarkably, 11 out of the 20 Dutch tour operators (55%) are currently operating at level 1, which is the
level of ‘very unsustainable’. This is extremely worrying, as at this level the tour operators are still
operating according to the principal of short-term survival, not wanting to discuss ethical issues and their
responsibilities towards society. However, due to the forced character of the PMZ-system, awareness
concerning sustainability issues has been created amongst the tour operators and they have indicated to aim
at integrating sustainability in their organizational structure (level 2 or higher). 5 Tour operators are
operating between level 2 and 3, reaching out to become ‘almost sustainable’ and 4 tour operators are
‘evolving to be sustainable’. Accordingly, only 9 of the 20 studied tour operators have acknowledged their
responsibilities towards society as a whole and more or less adjusted their organizational activities in the
pursuit of a more sustainable future in tourism.
62
Earlier research performed by Globus (Harkink 2002; Kekalaïnen 2004) noted that there exists a statistical
significant relation between the size of the organization and the overall sustainability. Both studies found
this relationship to be statistical significant. Because the sample of this study is too small, it is
impracticable to perform a statistical analysis. But it can be noted that the tourism industry is another story.
First of all, three out of the four tour operators that reach an overall sustainability of level 3 or higher fall
outside the Top 10 of Dutch tour operators (De Reus 2004; see Appendix I: B and C). These three tour
operators are Kuoni, Holidaybreak and Sawadee and have each a market share of 2,1% or lower. Sawadee
is even too small to be included in the Top 40 of Dutch tour operators with a market share of below 0,1%
based on passengers (De Reus 2004). On the contrary, TUI has a market share of 19,1% based on turnover
and 12,7% based on passengers and also reaches a sustainability level of 3 or 4 (see Appendix I: B and C).
The other two large tour operators in the Netherlands, Thomas Cook and OAD, both operate between level
2 and 3 (respectively 2.38 and 2.82). Hence, with regard to the findings of this study, it is likely that there is
no clear relation between the size of the tour operator and its overall sustainability.
Table 6.4 Research results: the overall sustainability of Dutch tour operators.
Tour Operator
De Jong Intra
Transalpino
Buro Scandinavia
Olympia
Sudtours
Van Nood Reizen
Hotelplan
ER-Travelgroup
HTC Reizen
FOX
Vacansoleil
My Travel
OAD
Koning Aap
Thomas Cook
Baobab
Holidaybreak
Sawadee Reizen
Kuoni
TUI
1,23
1,30
1,47
1,57
1,63
1,72
1,72
1,72
1,78
1,85
1,95
2,28
2,38
2,56
2,82
2,95
3,08
3,10
3,33
3,38
Level of Sustainability
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
But as has been discussed in the earlier paragraphs, on the indicator level several recurring divisions have
been found between the sustainability attitude of large, specialist and small tour operators. It is apparent
that the large tour operators reach a relatively high level of sustainability with regard to the indicators that
represent the corporate organization, such as a clearly defined risk management system, corporate codes of
conduct and transparency towards society. To the contrary, the specialist tour operators reach a relatively
high level of sustainability with regard to the indicators that represent the tourist destination, such as
economic benefits to and participation of the local community, destination environmental management and
supply management. The smaller mass-market tour operators do not reach a high level of sustainability;
they sporadically reach the level of ‘almost sustainable’. The next and final Chapter will discuss the
conclusions of this study and the Chapter will also go into recommendations for further research.
63
7
CON CLUSION S AN D RECOMMEN DATION S
7.1
Introduction
Organizations operate in the middle of society and therefore they have a responsibility concerning their
organizational behaviour. Also, due to the increasing interest of society -governments, stakeholders, NGOs
and customers- in responsible behaviour of organizations, many organizations are today more concerned
with values and ethical issues such as human rights, codes of conduct, consumer protection, the
environment, etc. (Jeurissen 2000; Holden 2000; Malloy and Fennell 1998; Swarbrooke 199). This
responsibility towards society has gained a dominant importance in contemporary moral understanding.
Organizations must be accountable for the economic, environmental and social consequences of their
actions (CSR-platform 2003; Cramer and Loeber 2005). Several authors have even argued that taking
responsibility is a fundamental condition for business success (Nido 2005; Epstein and Roy 2003;
Fleckenstein and Huebsch 1999; McIntosh et al. 1998).
Especially in the tourism industry, impacts of the tourism activity on society are highly noticeable, as the
physical and socio-cultural environment is part of the tourism product. As the interests of many
stakeholders have to be taken into account and as the tourism industry is highly dependent on the
conservation of the environment and its popularity amongst customers, values and ethical issues cannot be
ignored (Hultsman 1995; Malloy and Fennell 1998). One of the mayor players in the tourism industry is the
tour operator. Tour operators are the intermediaries between the tourist and the provider and therefore they
play a crucial role in current society. They can influence the choices of consumers, the practices of
suppliers and the development patterns of destinations (Carey et al. 1997; Mowforth and Munt 1998;
Swarbrooke 1999; Stear 2003). Consequently, also tour operators are being encouraged to take their
responsibilities and to contribute to the sustainable development of the tourism industry. Because of this,
the tour operator has been chosen as the subject of this study. The researched tour operators included the
largest tour operators in the Netherlands (or make part of international tour operators), specialist tour
operators and small mass-market tour operators (see Appendix I).
To explore to what extent the researched tour operators have internalized the concept of sustainability into
their organizational structure and activities, a research model has been developed, presented in Chapter 4.
Chapter 5 has described the research methods of this study and the previous Chapter has illustrated and
discussed the findings of the study, namely the attitude and position of the 20 researched Dutch tour
operators towards the concept of sustainability. This final Chapter will discuss the conclusions of the study.
First, the research questions presented in Chapter 4, paragraph 4.5, will be answered. Then, based on these
research questions, an answer to the central question will be given. To conclude this Chapter and at the
same time to conclude this study, suggestions for further research will be given.
64
7.2
The research questions
In Chapter 4, paragraph 4.5, several research questions were formulated after reviewing the relevant
literature in Chapter 2 and 3, and after explaining the research model in Chapter 4. The first research
question was as follows:
1.
What is the dominant attitude and position of tour operators in the Netherlands regarding the
concept of sustainable development?
As the concept of sustainability can be divided into three dimensions, which is economic, environmental
and social sustainability, and as these three dimensions are mutually related, the first research question can
be divided into four sub questions. The research findings presented in Chapter 6 have already provided an
answer to these questions. Below these findings will be summarized in order to answer the central
questions.
a.
regard to economic sustainability?
With respect to economic sustainability, the researched tour operators reached an average of 2.05,
representing a position at the ‘unsustainable’ level. The dominant attitude that is associated with this
sustainability position is that the tour operators are forced by law to take their responsibilities. As the
researched tour operators have barely passed the transition point to level 2, on average the tour operators
are still rooted in a market-based economy focusing on short-term survival rather than creating long-term
win-win situations. It seems that the commitment towards economic sustainability has been restrained by
this focus on economic survival and that the integration of sustainability was only a PR-issue.
Although this average level on economic sustainability is unsatisfactory, there are several tour operators
that can be seen as ‘frontrunners’. These tour operators are the large tour operators (or a subsidiary of a
large international tour operator) TUI, Thomas Cook, Kuoni and Holidaybreak, tour operators that have
established a well-known reputation in the Netherlands, Europe and beyond. They received high scores on
the indicators that represent the internal corporate organization, such as the presence of ‘codes of conduct’
and a ‘risk management system’. These large international tour operators are more likely to have corporate
codes of conduct and a risk management system, compared to small Dutch tour operators and specialist
tour operators. This is due to the fact that these large tour operators include more business units and offices
spread over Europe, and with this they have more business risks to cover and more people in the
organization to convince to collectively operate in a more sustainable manner. Several authors argue that in
order to affect the behaviour of people within an organization in the pursuit of sustainable development,
organization wide codes of conduct should be developed to indicate the attitude and level of commitment
towards sustainability (Kaplan and Norton 2001; Raiborn and Paine 1990; Swarbrooke 1999). The other
researched tour operators ignored these indicators.
65
Above, a positive picture has been drawn for the large tour operators and a less positive picture for the
specialist and small mass-market tour operators. But the results on the economic indicator, ‘the local
community’, do change this picture to some extent, especially for the specialist tour operators. It has been
argued by several authors that tourism should provide economic benefits to the local community, but
nowadays local communities still reap few benefits from tourism (Mowforth and Munt 1998; Swarbrooke
1999). From the researched tour operators, only the specialist tour operators that are in high interaction
with the physical and socio-cultural environment mention economic benefits for the local community that
can be gained from tourism. They also mention that leakages of tourism income should be minimized and
therefore local spending is being encouraged. These specialist tour operators did not reach a high level on
the indicators that represent the internal corporate organization, but they do reach a high level with regard
to the local community and investing in the sustainable development of tourism.
Although the integration of sustainability in the organizational structure seems to be only a PR-issue for the
majority of the tour operators, all studied tour operators have mentioned that they will aim for it. The
forced character of the PMZ-system introduced by the ANVR has played a crucial role in creating
awareness concerning the importance of more sustainable operations to ensure the future existence of the
tourism industry. The large tour operators and the specialist tour operators are several steps ahead on the
small mass-market tour operators, as the integration of sustainability is not only a PR-issue anymore, but
also a means to truly contribute to the sustainable development of tourism (Kong et al. 2002). These tour
operators have established for example sustainable tourism departments and investment funds to indicate
that they are willing to contribute to the sustainable development of tourism.
But these two types of tour operators have different aims with regard to sustainability. It appears that the
large international tour operators mainly focus on the internal organization in order to create a positive
image and reputation that will distinguish the organization from other tour operators. The specialist tour
operators mainly focus on the tourist destination by means of directly contributing to the sustainable
development of tourism and directly contributing to the local economy. The other researched tour operators
seem to be self-reliant, focusing on economic health and short-term survival. Although not at all fronts, the
large and specialist tour operators have notified to a larger extent than the small mass-market tour operators
that they understand their role and obligations as an organization towards society in the pursuit of
sustainability.
b.
regard to environmental sustainability?
With regard to the environmental dimension, the researched tour operators reached the average level of
2.35. This position in between the level of ‘unsustainable’ and ‘almost sustainable’ is the highest amongst
the three dimensions. On this sustainability level, the dominant attitude is that tour operators undertake adhoc actions that are compliance oriented. Considering suppliers, the focus is on economies of scale, loyalty
and tradition and the information distribution towards the customer is standard and limited. Also, in
66
literature the most emphasis is placed on the conservation of the environment at the tourist destination.
Logically, as ‘unspoilt’ environments are of great importance for the attractiveness of the destination and as
beautiful images of the environment are promoted to the public to encourage them to travel (Holden 2000).
The external environment forms a source of income. But as has been argued before, this emphasis on the
external environment is not sufficient, as the tour operator as an organization also carries its responsibilities
towards the environment.
According to the findings of this study, tour operators pay the most attention to the internal environmental
management and to inform the tourist about environmental issues. The least attention is paid to the tourist
destination and suppliers. This is in line with the research performed by Van Marwijk and Van der Duim
(2004), who noted that most measures undertaken by tour operators in the pursuit of sustainability involve
information distribution and internal management. Internal measures are relatively easy, as tour operators
are independent in their choice when it concerns the usage of for example environmental friendly office
supplies, energy and water. Also, informing the tourist is an attempt to enhance the behaviour of the tourist
and create awareness with regard to environmental issues (WTTC et al. 2002).
To the contrary, measurements to contribute to the sustainable development of tourist destinations or
measurements to improve the performance of suppliers are less frequent, as tour operators will always be
dependent on third parties, such as governments, local organizations, suppliers and not to forget, the tourist.
The studied tour operators notify that they do aim at decreasing the impacts of tourism on the environment
and improving the operations of suppliers, but currently their operations are compliance oriented (e.g.
environmental laws) and simple improvements are used. However, the specialist tour operators and two
large tour operators, TUI and OAD, are tour operators that have set up standards and policies on the
selection of suppliers and even tourist destinations based on sustainability issues. In this study, the
specialist tour operators that are in high interaction with the environment reached the highest level of
environmental sustainability.
c.
regard to social sustainability?
The position of the studied tour operators with regard to social sustainability is 2.15, which is also in
between the ‘unsustainable’ and ‘almost sustainable’ level. The dominant attitude of the tour operators is
that they are hardly transparent with regard to their situation, employees are not offered extensive
education, NGOs are kept satisfied and involvement of the local community in the sustainable development
of tourism is minimal. It is argued in the literature that the social dimension has been given little attention,
as the socio-cultural impacts of tourism usually occur slowly over time (Swarbrooke 1999). Because of
this, it is argued that the local community at the tourist destination should be involved while planning and
developing tourism (Williams and Lawson 2001; Mowforth and Munt 2003). While communities often
want the benefits of tourism, they may lag a realistic understanding of what is involved in achieving
sustainable tourism development and the impacts of tourism. It is argued that the more the local community
67
benefits from tourism, the more they will be motivated to protect the natural environment and cultural
heritage and to support tourism activities (Wearing 2003).
The findings of this study with regard to the social dimension support the literature, as amongst the
researched tour operators very little attention is paid to the participation of the local community. Only the
specialist tour operators that operate in high interaction with the local community acknowledge the
importance of this interaction, in order to be in harmony with the socio-cultural environment. Additionally,
only the specialist tour operators, and TUI and Thomas Cook, acknowledge the importance to educate
employees as they play a crucial role in transferring knowledge with regard to sustainable tourism. The
remainder of the researched tour operators ignored the local community and paid little attention to the
education of employees.
The specialist tour operators paid less attention to the transparency of the corporate organization towards
society than the large tour operators, though several authors note that open reporting and transparency can
be seen as a positive signal to a better sustainability performance (TOI 2003; Jeurissen 2000; Moore et al.
2003). Hence, different pictures can be formed. Specialist tour operators are (almost) sustainable with
regard to the participation of the local community and employee education, but very unsustainable with
regard to transparency. Large tour operators are (almost) sustainable with regard to transparency, but lag
strongly behind what concerns the participation of the local community. This difference in sustainability
levels on the different indicators can be compared to the research results on the economic dimension. On
the dimension level both specialist and large tour operators seem to operate on similar levels of
sustainability, both on a higher level than the smaller tour operators. On the indicator level specialist and
large tour operators appear to have different interests with regard to sustainability. The remainder of the
researched tour operators paid little attention to all social indicators.
Lastly, with regard to the findings of the study, it is also evident amongst the researched tour operators that
NGOs and tour operators are developing more and more strategic ways in the pursuit of sustainable
development. Tour operators acknowledge that NGOs can be of great importance concerning knowledge of
environmental and sustainable issues, herewith creating awareness (Kong et al. 2002; Liburd 2004). NGOs
are also able to reduce the gap between the tour operator and governments, tourist destinations, local
environmental organizations, local communities, etc. Amongst the tour operators only the large and
specialist tour operators have established partnerships with NGOs, the other tour operator note that they
support the activities of a certain NGO. Although only a small number of partnerships have been formed,
these contacts can form a base to extend the co-operation with NGOs in the future.
d.
How are the three dimensions of sustainability related? Does each Dutch tour operator
individually have the same attitude and position on the three dimensions of
sustainability?
68
As has been argued in the literature, sustainability refers to the comprehensive integration of the economic,
physical and social environment in the pursuit of tourism development (Hart 1998; Swarbrooke 1999;
Winsemius 2000). To understand the concept of sustainability, the key is to understand its three parts and
their links. As the aim of sustainability is to achieve balance amongst the three dimensions, an organization
cannot go too far ahead on one dimension of sustainability without raising the levels of sustainability on the
other two dimensions. It implies that the needs along the three dimensions must be fulfilled more or less
concurrently (Winsemius 2002).
In this study, the three parts are related in such a way that all indicators composing the three dimensions
refer to the organizational activities of the tour operator, both internal as external. Regarding the findings of
this study, several links between three dimensions can be found with regard to the position and attitude of
the studied Dutch tour operators. On average, the tour operators that reach high levels on the economic
dimension also reach high levels on the environmental and social dimension. Some exceptions have been
found, as some tour operators individually only reach a high level of sustainability on the environmental
dimension, while the other two dimensions strongly lag behind. This exception is in line with literature and
earlier discussions, that is that the environmental dimension has received the most attention over the years.
Another link between the three dimensions is that tour operators that received a high score on economic
indicators that represent the internal corporate organization also received high scores on social indicators
relating to the internal environment. In addition, the specialist tour operators received high scores on the
economic and social indicators that represent the local community. The remainder of the studied tour
operators scarcely reached the level of ‘almost sustainable’. It can be said that, approximately, the studied
tour operators have achieved balance amongst the three dimensions, whether at the lowest level of
sustainability or at the levels of ‘almost sustainable’ and ‘sustainable’.
2.
What are the (dis)similarities between tour operators in the Netherlands regarding the concept of
sustainability and what causes this?
The average of this study (2.16) barely passed the transition point to the re-active stage, which indicates
that the tour operators are forced by law to take their responsibilities and meet certain economic,
environmental and social standards. In the Dutch tourism industry this external pressure is placed upon
them by means of the PMZ-system, a collective initiative introduced by the ANVR to help tour operators to
reduce the impact of the tourism product and their organizational activities on the environment (VROM
2003; Jeurissen 2000; ANVR 2002). All studied tour operators mentioned the significance of operating
towards a more sustainable future in tourism. But a large number of tour operators do not show any further
initiative and are on an average stuck between level 1 and 2. As has also been argued in earlier research by
Globus ‘they talk the talk – but that’s as far as it goes’ (Kekalaïnen 2004).
Other studied tour operators have already reached the pro-active stage instead of re-acting on external
pressure. Similar to the findings of the study of Van Marwijk and Van der Duim (2004), this study has
found a higher level of sustainability amongst the larger (international) tour operators. Van Marwijk and
69
Van der Duim (2004) argue that large tour operators have more time and resources available to implement
sustainability, in addition to the wide range of tourism products and the co-operation with many
stakeholders. They also argue that the type of tourism product offered does not influence the commitment
of tour operators to sustainability. Remarkably, the findings of this study do indicate that the type of
tourism product can be seen as a cause of the level of sustainability. Swarbrooke (1999) has argued in his
book that specialist tour operators operate in a low volume business, in contrast to large-scale mass-market
tour operators, and that their interest in the physical and socio-cultural environment is high. It is perceived
that the impact of this type of tourism is low and the commitment towards the sustainable development of
tourism high. In this study, the (smaller) specialist tour operators reach the highest levels of sustainability,
as opposed to the smaller mass-market tour operators. Here, size is not an issue. Though of similar size, the
specialist tour operators operate on a higher level of sustainability.
It seems that both size and type of the tour operator can be seen as a cause of the level of sustainability, as
dissimilar tour operators have dissimilar corporate aims with regard to sustainability. Although these causes
of similarities and differences in the sustainability levels are presumable in this study, it goes beyond the
scope of this study to perform further research to obtain more insight in these causes. Therefore, the
findings of this study and the causes for (dis)similarities cannot be generalized. For this, further research is
needed.
3.
What is the possible development path of Dutch tour operators and what are the recommendations
for these tour operators towards a sustainable future of the tourism industry?
Though the research findings have been disappointing at some points, it has become evident that the
researched tour operators have been made aware of the importance to take their responsibilities towards
society. In this study, the large (international) tour operators TUI, Thomas Cook, Holidaybreak and the
specialist tour operators Sawadee, Kuoni and Baobab are the frontrunners with regard to sustainability.
These tour operators are very close to ‘almost sustainable’ or evolving from ‘almost sustainable’ to
‘sustainable’. These tour operators understand their responsibilities towards society and the need for an
attitude change towards a sustainable future in tourism. Other large and specialist tour operators, OAD, My
Travel and Koning Aap, are operating between level 2 and 2.5, slightly behind the tour operators that can
be seen as the ‘frontrunners’. Amongst these abovementioned tour operators the shift towards a more
sustainable manner in operational activities is already visible.
The sustainability level of the remainder of the tour operators is strongly lagging behind on the
frontrunners. These tour operators are currently operating between level 1 and 2 on all three dimensions of
sustainability, though these tour operators reach a slightly higher sustainability level on the environmental
dimension. In order to evolve to higher levels of sustainability and create win-win situations for the longterm, these tour operators have to undergo a major shift in attitude, where the frontrunners have already set
the path for the future development in sustainable tourism. These ‘very unsustainable’ tour operators have
to change their attitude from re-active to pro-active, from being forced by law to take certain
70
responsibilities towards accepting their legal requirements and societal responsibilities on sustainability. As
tour operators operate in a highly dynamic environment, continuously reshaped by current situations and
developments, and as evolving to operate in a more sustainable manner takes up time and resources, it is
unlikely that these ‘very unsustainable’ tour operators will catch up with the ‘almost sustainable’ tour
operators in the short term (Kekalaïnen 2004).
In order to encourage the Dutch tour operator business to take a more pro-active attitude on sustainable
tourism, the tour operators that lag behind need to be persuaded to operate more responsible in the future.
According to the findings of this study, the large tour operators that have already taken a pro-active attitude
account for approximately 35% to 40% of the Dutch tourism market (see Appendix I). The specialist tour
operators only account for approximately 5% of the market. These tour operators should bundle their forces
and knowledge on sustainable operations and persuade the tour operators that strongly lag behind. Also, the
large tour operators can learn from the specialist tour operators and vice versa, as, according to the findings
of the study, both types of tour operators seem to have a different focus with regard to sustainable tourism.
The introduction of the PMZ-system by the ANVR is also a step in the right direction, as all studied tour
operators have mentioned to implement this system. Therefore it is significant to enhance and broaden the
PMZ-system, this to enlarge its decisiveness. A task of the ANVR is to further guard this implementation
amongst the tour operators. The ANVR should encourage and guide knowledge exchange within the
tourism industry, but also with other businesses and industries, this to optimize the development towards
more sustainable operations amongst all Dutch tour operators.
Also, as it is a difficult task for tour operators to influence the activities of third parties, such as
governments, NGOs, suppliers, etc, it is of great importance that co-manage initiatives are formed to
collectively minimize the impacts of tourism on the environment. NGOs can play an essential role in
furthering the goals of sustainability, as they have knowledge with regard to local organizations and
communities, aid to developing countries and experience in their field. Amongst some of the studied tour
operators such initiatives have already been launched, but this is minimal. More organizations, e.g. NGOs,
should be integrated in the tourism network, this to support tour operators in the development of new
sustainable products and measurements towards a more sustainable tourism industry.
Additionally, the findings of this study showed that many tour operators pay attention to informing the
customer on sustainability issues. Commonly, this information is only distributed in a standard form, such
as a standard text on the Internet and in brochures. Only the specialist tour operators extensively inform the
customer on sustainability issues. As the tour operator is in a unique position to communicate information
on sustainability issues and as people become more sophisticated, this way of creating awareness should be
much more exploited, e.g. the information should be presented in a more distinctive fashion. Also,
corporate information should become more publicly available. Also, as has been discussed before,
transparency is a positive signal of a higher sustainability performance.
71
Finally, it must be said that, as each tour operator operates in a different context, it should choose its own
ambition and approach regarding sustainability, matching the organization’s aims and intentions aligned
with the organization’s strategy, as an appropriate response to the circumstances in which it operates.
7.3
The central question and research purpose
The purpose of this study was to explore the attitude of 20 Dutch tour operators with regard to the concept
of sustainability. This purpose has been reached, as this study has determined the attitude and position of 20
Dutch tour operators towards the concept of sustainability and as it has provided a picture of their current
situation. As such, this study aims to answer the following central question:
To what extent is the concept of sustainability internalized into the policies and operational
The sustainability levels reached by the Dutch tour operators suggest that the tour operators are not yet
ready to fully fulfill their responsibilities towards society as a whole. In line with Malloy and Fennell
(1998), it is in the opinion of the writer of this thesis that the tour operators are still rooted in a marketbased economy, where, regarding the highly dynamic environment the tour operators operate in, the main
concern is to stay in business. Though under pressure of governments, NGOs, the ANVR, other businesses
and customers, tour operators are obliged to take their responsibilities to ensure the future existence of the
tourism industry, and with this, the future existence of the tour operators themselves. Only several tour
operators have already taken a clear shift to focus on the long-term economic survival and by this
contributing to the sustainable development of tourism. The 4 tour operators that were found to be ‘almost
sustainable’ and the 5 tour operators that are ‘evolving to be almost sustainable’ are the large (international)
tour operators and the specialist tour operators. As such it seems that these tour operators have committed
their organization to a larger extent towards the sustainable development of tourism, compared with the
smaller mass-market tour operators. This became evident as the concept of sustainability formed an integral
part of their policies and written documents and as their operational activities were to a great part focused
on the contribution towards the sustainable development of tourism. By operating in a responsible way,
these tour operators can sustain the future of the tourism industry and they can make a significant
contribution to persuading other tourism organizations to also become more sustainable.
7.4
Suggestions for further research
The research model of Zoeteman, specifically developed in this study for tour operators, has been a first,
and successful, attempt in exploring the attitude and position of 20 Dutch tour operators with regard to the
concept of sustainability. The findings of this study have revealed the position and dominant attitude of 20
Dutch tour operators with regard to the concept of sustainability. As such, it is a study in line with earlier
research performed by Globus. This research model has also been developed to gain experience with the
usage of the research method of Zoeteman, but applied to a different sector than earlier research performed.
72
The basis of the several studies, that have already been performed and that will be performed in the future
using Zoeteman’s research model, is similar and this basic research model can be applied to different
organizations in different industries. This enlarges the utility of the research model. Also, much has already
been published with regard to indicators of sustainability in the tourism industry and specifically for tour
operators, which facilitated the completion of the research model used in this study. However, as this was
the first attempt in exploring the attitude of tour operators using this particular research model, not much
information was available, e.g. in literature, on the completeness of this research model. Therefore, more
research is needed to confirm (or disconfirm) the findings of this study as well as to develop and improve
the research model and its indicators of sustainability.
For time and resource reasons, only 20 Dutch tour operators have been included in the study. Further
research should include more tour operators that will provide a more extensive and complete picture of the
Dutch tour operator business and its attitude towards sustainability. Additionally, due to the usage of only
one qualitative research method, that is content analysis, a bias is possibly formed. Performing a research
solely based on written material might provide a more positive picture of the level of sustainability on
which the tour operators are currently operating, than in reality. This is shocking, as the findings of this
study are not to such an extent promising. To optimize the correspondence with reality, further research
should include multiple research methods, adding for example in depth interviews. These in depth
interviews can be of great importance, as more information with regard to organization activities could be
revealed. The information that cannot be gained from policies and written materials is for example
problems that have been experienced while internalizing the concept of sustainability. For example,
problems with regard to lag of knowledge, sources, time, opportunities, etc., and problems with regard to
inability and incapacity.
As the research has been carefully designed, repeating the research in the short term should result in similar
research findings. In the long term, results could be similar or even better, as it is possible (and hopeful)
that over time the tour operators have developed to a higher level of sustainability. Also, in this study
subjectivity has been reduced through a prudent selection of written material and a structured process for
the registration and interpretation of the data. However, further research including more extensive
resources, such as in depth interviews with the tour operators, could reduce the subjectivity to a minimum.
Finally, further research could be performed only including those tour operators that can be seen as the
frontrunners with regard to sustainability. Or further research can be performed with only those tour
operators that strongly lag behind with regard their level of sustainability. This kind of research could
provide more in depth information in problems, or opportunities, that are experienced amongst the tour
operators while changing towards more sustainable operations. Research on the possibilities and limitations
of the development of sustainable operations amongst tour operators is required to get the tourism industry
as a whole to a higher level of sustainability. Nevertheless, organizations should always understand their
role and obligation towards society as a whole and act in a responsible manner in the pursuit of a
sustainable future.
73
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* Duurzaam Hoger Onderwijs (DHO)
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* My Travel Nederland B.V.
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* Kuoni Travel Nederland B.V.
* OAD Reizen B.V.
* Olympia International Vakantiereizen B.V.
* Sawadee Reizen B.V.
* Sudtours Reisorganisatie B.V.
* Thomas Cook Nederland B.V.
* Toerisme en Recreatie Nederland (TRN)
* Tour Operators Initiative (TOI)
* Transalpino Reisorganisatie B.V.
* TUI Nederland N.V.
* UNEP
* Vacansoleil B.V.
* Van Nood Reizen B.V.
* World Trade Organization (WTO)
* WTTC
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www.baobab.nl
www.buroscanbrit.nl
www.mvo-platform.nl
www.dejongintra.nl
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www.er-travelgroup.nl
www.fox.nl
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www.globalreporting.org
www.holidaybreak.nl
www.hotelplan.nl
www.htcreizen.nl
www.idut.nl
www.iucn.nl
www.koningaap.nl
www.vrom.nl
www.mytravel.nl
www.nido.nu
www.specialtraffic.nl
www.oad.nl
www.olympia.nl
www.sawadee.nl
www.sudtours.nl
www.thomascook.nl
www.holland.com
www.toinitiative.org
www.transalpino.nl
www.tuinederland.nl
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79
APPENDIX I:
A.
THE TOUR OPERATORS’ CHARACTERISTICS
Type, brands and destinations of the researched tour operators
TOUR OPERATOR
TYPE
BRAN DS
DESTIN ATION S
TUI N ederland
Allround
Many countries all over the world.
Thomas Cook
N ederland
OAD
Allround
De Jong Intra Vakanties
Hotelplan
Transalpino
Allround
Allround
Allround
FOX Vakanties
ER Travel Group
Allround long distant
Allround (Mediterrenean)
Holland International, Arke,
De Boer& Wendel,
Discovery, Group &
Incentive Travel, Isropa
Reizen, KRAS Stervakanties,
Panta reizen, Rijn Moezel
Kompas, Robinson,
Zeetours Cruises.
Neckermann, Vrij Uit,
Belvilla
Oad, Bex Reizen, SRCCultuurvakanties, Sindbad
Wandelvakanties, Cycletours
De Jong Intra
Hotelplan
Do It Vakanties, Travel
Expres, TentOtel, Balkan
Express, Edelweiss Reizen,
Bolsjoj Reizen, Jambo
Safarireizen, Viking
Vakanties, TraX
FOX, Pharos
Evenements Reizen, DReizen, Vaya. All part of
VCK Travel
Sudtours
Allround Mediterrenean
Sudtours
My Travel
Allround Long distant
Travel Trend, NBBS
Vacansoleil
Camping Europe
Vacansoleil
Holidaybreak N ederland
Camping Europe
Eurocamp, Easycamp,
Keycamp
Olympia
Specialist countries
Olympia
HTC Reizen
Specialist Turkey
HTC Reizen
Allround
80
Over 60 countries in the world.
39 Countries in the world.
26 Countries in the world.
46 Countries in the world
VCK: many countries in the
world.
Evenementsreizen and D-Reizen:
Canarian Islands, Cyprus, Egypt,
Greece, Malta, Portugal, Spain and
Turkey.
The Mediterranean: Greece, Spain,
Portugal, Canarian Islands, Turkey
and Italy.
Argentina, Brazil, Bolivia, Chile,
Cuba, Costa Rica, Ecuador,
Guatemala, Belize, Mexico, SouthAfrica, Australia, Thailand,
Vietnam, Cambodja, Canada and
the USA.
300 Camping-sites in: France,
Spain, Italy, San Marino, Croatia,
Slovenia, Switzerland, Austria,
Hungary, Germany, Belgium,
Czech, Luxemburg, Netherlands,
Denmark, Britain.
178 destinations in Spain,
Netherlands, Luxemburg,
Germany, France, Italy, Croatia,
Austria en Switzerland.
Turkey, Greece, Gambia and Sri
Lanka.
Turkey.
Buro Scandinavia
Van N ood Reizen
Specialist North-West
Europa
Specialist City trips
Buro Britain, Buro
Scandinavia, Big Ben Tours
Van Nood
Baobab
Specialist Adventure
Baobab
Kuoni Travel N ederland
Special Traffic, African
holidays
Koning Aap
Koning Aap, Avontuur.nu
Sawadee
Sawadee
81
Britain and Scandinavia.
Antwerp, Berlin, Budapest, Bruges,
Bruxelles, Disneyland, Dublin,
Edinburgh, Gent, Glasgow,
Istanbul, Copenhagen, Krakau,
London, New Castle, New York,
Paris, Prague, Rome, Stockholm,
Warschau, Wien, York.
74 countries in North, Central and
South America, Europe, Africa,
Middle-East, Asia and Oceania
Canada, USA, Central-America,
Mexico, Caribbean, Africa, Sri
Lanka, Maldives, Mauritius, Dubai,
China, Far East, Australia and
New Zeeland
Over 80 countries in Europe, Asia,
Africa, Australia and the America’s
Latin-America, Africa, MiddleEast, Central en South-Asia,
South-East Asia en New Zeeland.
B.
Top 20 of researched tour operators based on TURNOVER
1. TUI Nederland
2. Thomas Cook Nederland
3. OAD
4. Sudtours
5. My Travel
6. De Jong Intra Vakanties
7. Hotelplan
8. ER Travel Group
9. Vacansoleil
10. Kuoni Travel Nederland
11. Olympia
12. FOX Vakanties
13. Baobab
14. Transalpino*1
15. HTC Reizen
16. Koning Aap
17. Eurocamp*2
(Holidaybreak Nederland)
18-20 Van Nood
18-20 Buro Scandinavia
18-20 Sawadee
Turnover 2003
( POQ
Market share
ALL passengers
2003 (%)
651
483,9
359
117,8
113
103,5
91
83
80
56
39,8
36,9
25,6
25,3
25
21,2
20,5
(24)
-
19,1
14,2
10,5
3,4
3,3
3,0
2,7
2,4
2,3
1,6
1,2
1,1
0,7
0,7
0,7
0,6
0,6
(-)
-
Market share
N umber of
OUTBOUN D
employees
passengers 2003
2003
(%)
24,5
683
18,2
435
13,5
438
4,4
70
4,3
164
3,9
114
3,4
108
3,1
98
3,0
83
2,1
67
1,5
30
1,4
38
1,0
39
1,0
45
0,9
20
0,8
39
0,8
35
(-)
(-)
13
17
Source: De Reus (2003)
Turnover 2003
(0132 4*5
700
600
500
400
Turnover
300
200
100
Th
om TUI
as
Co
ok
O
A
Su D
dt
ou
r
M
yT s
D
r
a
eJ
v
on el
gI
nt
E R H o ra
Tr telp
lan
av
el
G
ro
u
Va
ca p
ns
ol
eil
K
uo
ni
O
lym
pi
a
FO
X
Ba
ob
Tr
a
b
an
sa
lp
H
TC ino
R
K eize
on
n
in
gA
H
ol
id ap
ay
br
ea
k
0
*1 Numbers only available from the Road Air Travel Group, which besides Transalpino includes Road Air Travel.
*2 Numbers available from de Reus (2004) include only Eurocamp. Numbers from the website of Holidaybreak also include
Easycamp and Keycamp. These numbers are listed below the numbers from de Reus, between brackets.
82
C.
Top 20 of researched tour operators based on PASSENGERS 2003
2. TUI Nederland
3. OAD
4. Vacansoleil
6. My Travel
7. Sudtours
8. Hotelplan
9. ER Travel Group
10. Olympia
11. Transalpino*1
12. Eurocamp*2
13. HTC Reizen
14. Van Nood Reizen
16. FOX Vakanties
17. Koning Aap
18. Baobab
19-20 Sawadee
N umber of
passengers
2003
Market share
ALL passengers
2003 (%)
1.540.480
1.205.000
702.000
381.000
265.000
234.000
220.000
141.674
134.000
80.600
72.500
72.000
(108.300)
71.000
45.936
41.000
32.000
16.591
13.950
(-)
(-)
16,2
12,7
7,4
4,0
2,8
2,5
2,3
1,5
1,4
0,8
0,8
0,8
(1,1)
0,7
0,5
0,3
0,3
0,2
0,1
< 0,1
< 0,1
Market share
OUTBOUN D
passengers 2003
(%)
20,9
16,3
9,5
5,2
3,6
3,2
3,0
1,9
1,8
1,1
1,0
1,0
(-)
1,0
0,6
0,6
0,4
0,2
0,2
< 0,2
< 0,2
Source: De Reus (2003)
Number of passengers 2003
(x1000)
1600
1400
1200
1000
N umber of passengers
800
600
400
200
Th
o
m
as
Co
o
k
TU
I
O
Va AD
c
D anso
eJ
on leil
gI
M ntra
yT
ra
v
Su el
dt
ou
E R Ho rs
Tr telp
av
l
el an
G
ro
up
O
ly
Tr mp
an ia
sa
lp
E u ino
ro
H ca
Va TC mp
n
N Reiz
oo
en
d
Re
ize
n
K
uo
ni
K FO
on
X
in
gA
a
Ba p
ob
ab
0
83
D.
Top 20 of TURNOVER PER TOURIST
1. Baobab
3. Koning Aap
4. FOX Vakanties
5. Hotelplan
6. ER Travel Group
7. TUI Nederland
8. Sudtours
9. OAD
10. Olympia
11. My Travel
13. HTC Reizen
14. Transalpino*1
16. Eurocamp*2
17. Vacansoleil
18-20 Van Nood
18-20 Sawadee
Turnover per
tourist 2003
( 1835,13
1365,85
1277,80
1153,13
642,32
619,40
540,25
535,45
511,40
493,80
482,91
390,57
352,11
348,97
314,12
284,72
(221,61)
209,98
-
Turnover 2003
( POQ
N umber of
tourists 2003
25,6
56
21,2
36,9
91
83
651
117,8
359
39,8
113
103,5
25
25,3
483,9
20,5
(24)
80
-
13.950
41.000
16.591
32.000
141.674
134.000
1.205.000
220.000
702.000
80.600
234.000
265.000
71.000
72.500
1.540.480
72.000
(108.300)
381.000
45.936
-
Turnover per tourist 2003
( ¼
2000
1800
1600
1400
1200
Turnover per tourist
1000
800
600
400
200
TU
Su I
dt
ou
rs
O
AD
O
lym
M pia
yT
D
e J rave
l
on
gI
H
n
TC tra
Re
Tr izen
an
Th salp
om ino
as
C
H
ol ook
id
ay
b
Va reak
ca
ns
ol
eil
K
K
Ba
ob
ab
uo
n
on
in i
gA
ap
FO
ER Ho X
Tr telp
lan
av
el
G
ro
up
0
84
APPENDIX II:
Investment policy in sustainable
tourism
Risk Management
Local community
development
management
Information distribution regarding
the environment towards customer
Transparency and accessibility of
activities, policies and standards
professionality and overall
employee equality
NGO relations
Participation of local community at
tourist destination
tourism
Risk Management
Local community
development
management
employee equality
NGO relations
tourist destination
RESEARCH RESULTS
Hotelplan
Holidaybreak
OAD
ER-Travelgroup
Sawadee
1
2
2
4
2
3
1
2
2
4
2
3
3
1
4
1
1
4
2
2
2
1
2
1
3
2
3
3
2
3
2
3
2
2
4
2
3
3
2
3
2
3
2
2
4
2
4
3
2
2
2
3
2
2
3
2
1
4
2
3
1
2
1
4
3
Kuoni Travel
Baobab
HTC Reizen
Sudtours
Koning Aap
3
4
2
4
1
3
2
2
2
3
3
4
1
1
3
3
2
1
3
1
2
1
1
1
3
4
3
2
2
1
3
3
2
2
2
3
3
2
2
2
4
4
2
2
4
4
2
2
2
2
3
3
2
2
3
4
3
4
3
2
1
1
1
4
3
85
tourism
Risk Management
Local community
development
management
employee equality
NGO relations
tourist destination
tourism
Risk Management
Local community
development
management
employee equality
NGO relations
tourist destination
Transalpino
Vacansoleil
TUI
My Travel
Van Nood
1
2
2
3
3
4
2
3
1
3
1
1
4
3
1
1
1
1
1
4
2
4
1
1
1
1
3
4
3
3
2
3
3
2
2
1
2
3
2
2
2
3
3
2
2
2
2
4
3
2
1
2
3
2
2
1
1
1
1
4
3
2
1
1
1
Buro Scand.
De Jong Intra
Olympia
FOX/ Pharos
Thomas Cook
2
2
1
2
1
2
1
3
3
4
1
1
1
3
4
1
1
1
1
1
1
1
1
3
2
1
1
2
1
3
1
1
2
2
2
2
1
2
2
3
2
2
2
2
3
2
2
2
2
3
2
1
1
2
3
1
1
1
1
2
1
3
1
3
2
86
APPENDIX III:
Total sustainability
AVERAGE SCORES ON THE THREE DIMENSIONS
Hotelplan
Holidaybreak
OAD
ER-Travelgroup
Sawadee
1.40
2.00
1.75
1.72
3.00
3.00
3.25
3.08
2.40
2.50
2.25
2.38
1.40
2.00
1.75
1.72
2.80
3.50
3.00
3.10
Kuoni Travel
Baobab
HTC Reizen
Sudtours
Koning Aap
3.00
3.50
3.50
3.33
2.80
3.25
3.00
2.95
1.60
2.00
1.75
1.78
1.40
2.00
1.50
1.63
2.40
2.25
3.00
2.56
Transalpino
Vacansoleil
TUI
My Travel
Van Nood
1.20
1.50
1.20
1.30
1.60
2.75
1.50
1.95
3.40
3.25
3.50
3.38
2.60
2.25
2.00
2.28
1.40
2.25
1.50
1.72
Buro Scand.
De Jong Intra
Olympia
FOX/ Pharos
Thomas Cook
1.40
1.50
1.50
1.47
1.20
1.25
1.25
1.23
1.20
2.00
1.50
1.57
1.80
1.75
2.00
1.85
3.20
2.50
2.75
2.82
87
APPENDIX IV:
THE SUSTAINABILITY LEVELS OF DUTCH TOUR OPERATORS
Tour Operator
De Jong Intra
Transalpino
Olympia International Vakanties
Buro Scandinavia and Britain
Sudtours
Van Nood Reizen
Hotelplan
ER-Travelgroup
HTC Reizen
Vacansoleil
FOX/ Pharos (ANWB)
Koning Aap
OAD
My Travel
Baobab
Sawadee Reizen
Holidaybreak (Eurocamp)
Kuoni / Special Traffic
Thomas Cook
TUI
1.20
1.20
1.20
1.40
1.40
1.40
1.40
1.40
1.60
1.60
1.80
2.40
2.40
2.60
2.80
2.80
3.00
3.00
3.20
3.40
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
Tour Operator
De Jong Intra
Transalpino
FOX/ Pharos (ANWB)
Sudtours
Hotelplan
ER-Travelgroup
HTC Reizen
Van Nood Reizen
My Travel
Koning Aap
OAD
Thomas Cook
Vacansoleil
Baobab
TUI
Sawadee Reizen
1.25
1.50
1.50
1.75
2.00
2.00
2.00
2.00
2.00
2.25
2.25
2.25
2.50
2.50
2.75
3.00
3.25
3.25
3.50
3.50
88
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
Tour Operator
Transalpino
De Jong Intra
Sudtours
Van Nood Reizen
Vacansoleil
Hotelplan
ER-Travelgroup
HTC Reizen
FOX/ Pharos (ANWB)
My Travel
OAD
Thomas Cook
Koning Aap
Baobab
Sawadee Reizen
TUI
1.20
1.25
1.50
1.50
1.50
1.50
1.50
1.75
1.75
1.75
2.00
2.00
2.25
2.75
3.00
3.00
3.00
3.25
3.50
3.50
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
1.23
1.30
1.47
1.57
1.63
1.72
1.72
1.72
1.78
1.85
1.95
2.28
2.38
2.56
2.82
2.95
3.08
3.10
3.33
3.38
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Very unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Unsustainable
Almost sustainable
Almost sustainable
Almost sustainable
Almost sustainable
Tour Operator
De Jong Intra
Transalpino
Sudtours
Van Nood Reizen
Hotelplan
ER-Travelgroup
HTC Reizen
FOX/ Pharos (ANWB)
Vacansoleil
My Travel
OAD
Koning Aap
Thomas Cook
Baobab
Sawadee Reizen
TUI
89
APPENDIX V:
JUSTIFICATION OF THE SCORES
Hotelplan Nederland B.V.
Score
1
2
Investment policy
2
Risk Management
1
Local community
1
2
2
Suppliers (transport, accommodation,
activities)
2
Information distribution regarding the
environment towards customer
2
2
Employee development, professionality
and overall employee equality
NGO relations
2
tourist destination
1
2
No official policy available
A statement of the environmental policy is publicized on the internet-site, though
not distinctly on their site. There is no information on a sustainable department at
Hotelplan Nederland.
Again, no information available on the Dutch internet site, but on the internet site
of Hotelplan SA it is noted that Euro 350.000 has been invested in sustainability
projects in 2003. Therefore level 2 is assigned.
No official policy available on the Dutch internet site. Hotelplan notes that they
cannot be held responsible for excursions and activities at the tourist destination,
though these can be booked through Hotelplan employees.
No information available on the contribution of tourism towards the local
economy. Hotelplan also sends out own employees to the destinations.
Limited information available on the Dutch internet site, though the Swiss internet
site shows extensive information on reducing pollution of internal activities. Again,
level 2 is assigned.
No information available on the Dutch internet site on e.g. local organizations
involved. Though the Swiss internet site shows extensive information on e.g.
involvement of local organizations and the Hotelplan Environmental Award, an
award for sustainable hotels.Again, level 2 is assigned.
No extensive information available on the Dutch internet site, though it is noted in
the Hotelplan Group environmental report that it is aimed for high quality
suppliers that are also concerned for the environment and actively operate towards
a more sustainable future. Again, level 2 is assigned, as Hotelplan Nederland does
not show any link towards this information.
Hotelplan Nederland does note that they aim at extensively informing the tourist
on sustainable tourism, but little information is found. Basic information is
provided to the tourist, such as brochures from the ANVR and WWF together
with the travel documents.
Information on the internet site and in brochures is limited and disorderly. Text in
brochures refers to the internet site of the ANVR and not to the Hotelplan internet
site. In brochures Hotelplan notes that they aim at extensively informing the tourist
on sustainable tourism, but little information is found. Hotelplan SA does publish
an annual report, mainly concerning the Swiss part of the Group. Though the
financial annual report concerns the whole Group. This English report can only be
found going to a German or French internet site. Therefore level 2 is assigned.
Hotelplan does offer education programs, but especially for tour guides and
hostesses that are send out to tourist destinations. Education is thus work-related.
No information available on the Dutch internet site concerning contact with
NGO’s. Though, Hotelplan Group joined the Tour Operators Initiative (discussed
in Chapter 3) and co-operates and supports several NGO’s.
Hotelplan does note that at not all tourist destinations Hotelplan tour guides are
hosted. Then tourists are referred to a local agent in case of emergency. Though no
information available on local community involvement.
Holidaybreak Camping N ederland (Eurocamp, Easycamp, Keycamp)
Score
2
4
No publicly available material on codes of conduct, but it is mentioned that
Holidaybreak complies with the decisions and codes of conduct concerning
sustainable tourism formulated by the ANVR .
Many measures are taken to integrate sustainability into all facets of the
organization. There are persons responsible for the purchase of high quality
camping-sites and locations, information distribution on sustainability issues etc.
For the Group Holidaybreak (not only Camping Nederland) the Group Chief
Executive, Richard Atkinson, is responsible for the Group’s Corporate Social
Responsibility (CSR). The Group has an established internal organization structure
90
Investment policy
3
Risk Management
4
Local community
2
3
3
activities)
3
3
4
3
NGO relations
4
tourist destination
2
with clearly defined lines of responsibility and accountability. The Group
furthermore places considerable value on the involvement of its employees and
keeps them informed on matters affecting them as employees and on the various
factors affecting the performance of the Group. This is achieved through formal
and informal meetings, regular briefings, the Company newsletter and circulation of
results announcements and important public statements.
During the year 2004 the Group contributed a total of £29,000 (2003 - £32,000) to
charities. Furthermore the Holidaybreak Group notes that it has a responsibility to
support the development of the communities in areas where they have a local
impact. Each subsidiary company has also developed a range of community
involvement initiatives that best meet local needs and suit their business strengths.
These can extend from providing in-kind support and donations to encouraging the
charitable efforts of its staff.
It is noted in the annual report of the Group (which includes the Camping
Division): ‘The Board is responsible for the Group's system of internal control and
for reviewing its effectiveness. Such a system is designed to manage rather than
eliminate the risk of failure to achieve business objectives, and can only provide
reasonable and not absolute assurance against material misstatement or loss. It is
necessary to take commercial risks in the course of the management of the Group’s
operations but those risks are fully evaluated as part of the decision making
process’. A continuous process is established for identifying, evaluating and
managing the significant risks the Group faces.
Camping holidays in Europe are seasonal; this is unavoidable. Holidaybreak
encourages tourists to make use of local products, transportation and activities.
Seasonal contribution to bike-shops, restaurants, supermarkets, public transport
etc. is encouraged by the organization. There is no information on creation of jobs
for locals at the destination, as Dutch employees are recruited and send out the
camping-sites (although not sustainable, this contributes to the quality of the
product, as Dutch tourists have a Dutch employee to address to).
Many different measures are taken to reduce the impact on the environment, e.g.
encourage employees to use public transport; waste separation; all memos,
reference books, internal newsletters, education programs and actual information
are digitalized; less packaging material is used for travel documents etc.
Owners of camping-sites are pointed out at measures concerning environmental
improvements and are given advice. Use of public transport towards and at
destination is being encouraged. Accommodation, interior design and cleaning
products are according to European environmental laws. Celebrating holiday
outside is encouraged; no media is available in tents and mobile homes, which
means low usage of electricity.
Only high quality camping-sites at desirable location are chosen and monitored on
(environmental) quality. Only branded transportation (by air, land and water) is
used. Two new initiatives will be introduced in 2005 to improve the supply chain –
projects in conjunction with AITO (Association of Independent Tour Operators)
to improve suppliers’ understanding of responsible tourism issues and with
Tourism Concern to develop the first Labour Audit to monitor and improve
working conditions in the travel industry.
Customers are informed on environmental issues (environmental declaration and
program, tips for sustainable holiday making) by means of a separate internet site
(80% of the customers has visited this site). In brochures and travel documents
customers are pointed at this internet site, though not distinctly present in the
brochures.
Extensive and orderly information on destinations, about the organization and its
policies. An annual report is published in the corporate website.
Own employees get an extensive training program to be able to offer a high quality
tourism product. Two women in Camping Division Board. Furthermore, the
Group notes that all Group companies are committed to an active policy of equal
opportunities throughout.
In the Netherlands: supporting of De Opkikker, an organization of chronic ill
children. Internationally Holidaybreak supports LightForce International by
donating unwanted tents and equipment to the charity. The tents have so far
housed 1,300 people in Albania, Serbia and Ukraine. Holidaybreak will continue to
work with charitable organizations by providing tents and equipment where
appropriate opportunities arise. Furthermore there are links to the NGO’s Blue
Flag and Trees for Travel.
No publicly available material on the involvement of locals in tourism
development. Though it is noted that the Group has a responsibility to support the
development of the communities in areas where they have a local impact.
91
OAD Reizen B.V.
Score
2
3
Investment policy
3
Risk Management
2
Local community
2
3
2
activities)
3
2
OAD has started 4 projects to improve internal environmental sustainability:
decrease in paper use for copy/ printing, brochures and the usage of chlorine free
paper. Also, a bicycle plan is initiated for employees.
The environmental declaration is integrated in all contracts with suppliers.
Accommodations with an active environmental policy are preferred, but no further
information is available on this indicator.
OAD only deploys bus companies that comply with the legislation of ‘Stichting
Keurmerk Busbedrijf’ (OAD was one of the founders of this legislation). Only
those air companies are deployed that use the latest generation of clean motors
(Martinair and Transavia). The environmental declaration is integrated in all
contracts with suppliers, therefore suppliers are encouraged to take measures to
decrease impacts on the environment. Activities that could harm the environment
are not offered by OAD.
Many bookings are being made through the travel agencies using brochures.
Though no information on the environmental declaration is found in some
brochures, other brochures do contain information. Little information is found in
the price supplement, but no link to the internet site. But all information on
environmental issues (environmental declaration and program, tips for sustainable
holiday making) and many links to internet sites on sustainable tourism are on the
internet site of OAD.
3
NGO relations
2
tourist destination
1
No publicly available material on codes of conduct, but it is mentioned that OAD
complies with the decisions and codes of conduct concerning sustainable tourism
formulated by the ANVR.
An environmental coordinator is designated and herewith responsible for the
pursuit of sustainable tourism. OAD also encourages employees to think about
sustainability projects and propose new ideas. The best idea will be rewarded with
the ‘OAD environmental price’. Lastly OAD will continue to participate in branch
consultation concerning the field of sustainable tourism.
OAD supports GIFT for AID, a charitable development organization that provides
the tourist with an opportunity to get acquainted with local projects in Nepal and to
contribute to the improvement of the quality of life of the local community. A great
initiative, but Nepal is just one country out of the over 60 OAD offers.
No publicly available material on an own risk management system. Level 2 is
assigned, as OAD does note on their internet site that the organization possesses a
responsibility and accountability insurance.
OAD encourages tourists to make use of local products, transportation and
activities. Seasonal contribution to tourism (shops, restaurants, souvenirs, etc.).
OAD also sends out own employees to the destinations.
OAD publishes information concerning their organization (limited annual facts and
figures), environmental declaration and program, destinations, news archive etc., on
their internet site, but no annual report is found.
OAD does offer education programs, but especially for tour guides and hostesses
that are send out to tourist destinations. Education is thus work-related.
OAD supports GIFT for AID and ECPAT. Furthermore there are 41 (!) links to
internet sites that provide information on sustainable tourism, like the NGO’s Blue
Flag, Trees for Travel, CoolFlying.
development.
3
ER-Travel Group
Risk Management
Local community
Score
1
2
1
1
2
No publicly available materials on codes of conduct
Information on internet site is limited and appears to be only a PR-issue.
No information available.
ER-Travel Group notes that they aim at co-operating with local organizations and
guides as much as possible. Furthermore, Dutch tourists going on holiday is mostly
a seasonal happening, thus a seasonal contribution to tourism (shops, restaurants,
souvenirs, etc.).
92
2
2
activities)
2
2
2
NGO relations
2
tourist destination
1
2
ER-Travel Group notes on their internet site (of VCK Travel) and in their
brochures that they will work towards less impacts on the environment, but no
further specifications.
No specific information on environmental measures at tourist destinations in
brochures or internet, but they are links to internet sites that inform tourists on
sustainable holiday making at the destination.
ER-Travel group demands of their suppliers of accommodation high quality and a
certificate of safety measures. No information available on environmental measures
taken. Furthermore the Group has mainly deployed an air company that uses the
latest generation of clean motors (Transavia). Though other carriers are deployed
too.
Only basic information distribution through the travel agency, brochures from the
ANVR and the internet site.
Information on the internet site and in brochures is standard and limited. Text in
brochures refers to the internet site but subsequently the documents are not
available.
ER-Travelgroup does offer education programs and to increase the service and
customer friendliness the Group co-operates with the Aerdenhoutse Consultancy
Group. ACG is a partner in the field of training and corporate advice, both
internally and externally. Education is thus work-related.
There are some links to internet sites of NGO’s, but no signs of co-operation with
any NGO.
Ignorance, except that it is noted that a tourist should respect the local
environment and culture.
Sawadee Reizen
Score
2
4
4
Risk Management
Local community
1
3
3
4
activities)
3
4
A policy of codes of conduct for the tourist is available to the public and it is
mentioned the organization as a whole complies to codes of conduct as well,
though not specificated.
Employees of Sawadee that are involved in itinerary selection, selling and guiding a
holiday will receive extensive information on sustainability. Knowledge exchange
and communication within the team is highly significant. They are doing their own
research, e.g. in co-operation with NGO’s, local organizations, feedback from
tourists and own tourist guides, in the pursuit of more sustainable holidays.
Sawadee invests in sustainable tourism projects by staying overnight with the locals
in many countries on purpose, herewith investing in the local economy.
Furthermore Sawadee supports several projects, e.g. for blind children in Tibet, to
build schools and orphanages in Ethiopia, etc. Sawadee provides opportunities for
tourists to visit these projects and herewith to contribute to the projects.
No information available
As much as possible Sawadee makes use of local hotels with local owners, local
restaurants, local shops and markets. Sawadee also employs locals for example as
tour guides and cooks. Trips made by Sawadee are a contribution to the local
economy. But as trips to the countries offered are bound to the season of best
travel (tourism is seasonal), locals are employed seasonally.
Several measures are taken to reduce the impact of the internal organization on the
environment: paper recycling, energy savings, waste reduction, transport of own
employees by train and bicycle as much as possible, use of Fair Trade products
such as coffee from the Green Development Foundation.
Sawadee has chosen those destinations that pay attention to the conservation of the
physical and socio-cultural environment; 50 % of all holidays offered by Sawadee
include a visit to a sustainability project and the possibility to contribute to the local
environment. For this Sawadee co-operates with local (environmental)
organizations to make sure the contributions go back into the community and
contribute to the conservation of the environment. Furthermore Sawadee makes
sure the impacts of transport used for their holidays will be minimalized.
Sawadee aims at purchasing accommodations that are sustainable and have an
environmental program. But due to the many different accommodations in use and
small-scale operations this is a lengthily process. Transport to the destinations,
which is long-haul flights, is not sustainable, therefore tourists and employees are
encouraged to neutralized negative impacts, e.g. Trees for Travel, Cool flying.
Sawadee holidays can only be booked through their internet site or their main
office. Their internet site offers extensive information concerning sustainable
holidaymaking and the conservation of the environment, adapted to the country of
93
the holiday and the itinerary. Customers are pointed at this information. It seems
that sustainability forms the red line throughout their information distribution.
Also, information days are organized to give personal information to the potential
tourist.
Holidays are promoted as respectful to the physical and cultural environment and
close to local community and its way of life. Also, these holidays offer
opportunities to contribute to the local culture and environment, herewith aiming
at a sustainable future.
2
3
NGO relations
4
tourist destination
3
Sawadee publishes information concerning their environmental declaration and
program and extensive information is given about destinations on their internet
site. But no facts or figures and no annual report are found.
Sawadee argues that employees, and especially their tour guides, play a crucial role
in transferring knowledge. Therefore they must be extensively involved in
developments in the field of sustainable tourism. To comply with these demands,
they receive an extensive education program. Furthermore local employees at the
destinations also receive education and fair wages and human rights are beared in
mind.
Sawadee supports and co-operates with many NGO’s, both national and
international NGO’s (e.g. Stichting Nederlandse Vrijwilligers (SNV, Foundation
Dutch Volunteers), NC-IUCN, ECPAT, SOS Children Villages) as with local
NGO’s at the tourist destination (e.g. NACOBTA, Foundation Runa Tupari,
Uganda Community Tourism Association (UCOTA), etc.). E.g local
accommodations, activities and excursions at the tourist destinations are included in
the travel packages in consultation with local communities and organizations.
At the destinations offered by Sawadee the local involvement in tourism
development is increased by involving locals, eg. local hotels, transportation, guides,
etc.
Kuoni Travel Nederland (Special Traffic)
Score
3
4
3
Risk Management
3
Local community
2
4
3
activities)
3
Mission statement and environmental principles and guidelines (corporate codes of
conduct) are available to the public.
The Kuoni Travel Group is one of the first tour operators to receive the highly
significant ISO 14001 certificate, which is a framework that inspires and channels
the creativity of all members of an organization, making them active agents of
change promoting environmental protection, resource conservation and improved
efficiencies. Kuoni aims at providing all employees appropriate education and
information concerning sustainable tourism. An environmental Eco-committee is
established and environmental care is seen as a management responsibility. Own
research by means of customer feedback is being done. It appears that
sustainability forms the core business of Kuoni Travel.
Kuoni supports and invests in many projects to conserve the environment and
local culture.
Business risks are covered and included in operations. There is one person in
higher management responsible for ‘risk management’.
Holidays to the countries offered are bound to the season of best travel, thus a
seasonal contribution to tourism (shops, restaurants, souvenirs, etc.). Kuoni does
note that they aim at co-operating with local organizations and guides while treating
the local communities fairly.
environment: paper recycling, energy savings, waste reduction, and transport of
own employees by public transport as much as possible. Kuoni has developed a
internal environmental management system and extensively reports on these
measures. Kuoni’s regular efforts to sensitize all staff to ecological concerns and
the continuous control of the workflows have helped them improve their
environmental performance.
Kuoni supports and invests in many projects that aim at conserving the
environment at the destination, for this co-operating with local environmental
organizations.
Kuoni expects from their suppliers to adopt a healthy attitude towards the
environment. Kuoni developed the Green Planet Award; the distinction they
bestow on beach resort hotels that meet certain ecological standards specified by
Kuoni Switzerland and also practice their own environmental management. Kuoni
ensures that all excursion activities are as ecofriendly and socially responsible as
possible. As Kuoni Nederland is specialized in long-haul holidays –which is not
94
sustainable- Kuoni has also equipped Edelweiss Air, its own in-house charter
airline, with the highly advanced Airbus A320-200 and A330-200 aircraft whose
engines – the Trent 772 and the CFM56-5B4/ 2P – produce the fewest pollutant
emissions.
Kuoni Travel makes constant efforts to encourage greater movement towards
‘greener’ vacation planning through its various information channels. These
include: the Kuoni website; ‘Travel Tips’: guides for each destination included with
the travel documents; special enclosures; information brochures and oral advice
from the local Kuoni representative on arrival; showbooks available at hotel
information desks; an information video shown on all Edelweiss Air flights to
tropical and subtropical destinations; waste bags provided on Edelweiss Air flights
to the Maldives. In addition to the above, Kuoni staff also have access to the
Quality First Manual at their sales office. The manual contains details and advice on
environmentally minded behaviour that must or should be included when advising
the customer.
4
4
3
NGO relations
4
tourist destination
3
Kuoni Travel conducts an open information policy with regard to the general
public and the financial markets. Kuoni Travel reports quarterly about its (financial)
situation and reports extensively about sustainability.
Kuoni puts its employees centrestage in all its actions and activities. Kuoni also
meets all its obligations in terms of social security contributions, employment
conditions and similar legal requirements. All Kuoni employees enjoy equality of
opportunity. Over 24 nationalities are represented in the workforce. In future,
environmental concerns are to be given an even greater emphasis in staff training
than they are at present.
Kuoni has co-operated with SOS Children Villages for over 6 years. It supports
ECPAT. Kuoni cultivates its contacts with various charitable organisations
such as Helvetas and PanEco. Kuoni’s environmental network will be further
developed and enhanced in the months and years ahead. This work will include
further collaborations with international organizations active in development work,
environmental protection and nature conservation.
Kuoni supports various projects at individual destinations, ranging from education
and information campaigns to animal and nature conservation. At the heart of
these activities are the drive and the desire to preserve the environment and
improve living standards for the local population. And all these endeavours are
translated into active and sustainable action. Kuoni will continue to put a prime
emphasis on promoting sustainable tourist activity, and will continue to actively
involve the local population at its destinations.
Baobab Reizen
Score
2
4
4
Risk Management
Local community
1
3
3
No publicly available material on codes of conduct, but it is mentioned that Baobab
complies with the decisions and codes of conduct concerning sustainable tourism
formulated by the ANVR. Also, Baobab has formulated 5 objectives concerning
sustainability towards which they will strive.
Sustainability is integrated throughout the whole organization. Especially because
most travel offered by Baobab is travel to developing countries, employees (guides)
of Baobab and tourist will be confronted with a different way of life of local
communities and impacts tourism has on the environment. Feedback is requested
from tourists and the guides on issues like the destinations and tips for sustainable
tourism, etc.
Baobab invests in sustainable tourism projects by staying overnight with the locals
in many countries on purpose, herewith investing in the local economy.
Furthermore Baobab supports many projects to increase the quality of life in
developing countries and providing them with a chance to a human life. Baobab
also encourages their tourists to contribute to these projects and to the local
community.
As much as possible Baobab makes use of local hotels with local owners, local
restaurants, local shops and markets. Boabab also co-operates with local
organizations (e.g. transport) and employs locals for example as tour guides and
cooks. Trips made by Baobab are a contribution to the local economy. But as trips
to the countries offered are bound to the season of best travel (tourism is seasonal),
locals at the tourist destination are employed seasonally.
environment: paper recycling, energy savings, waste reduction, re-use of boxes, use
95
3
activities)
3
4
2
3
NGO relations
4
tourist destination
3
of mugs in stead of plastic cups, use of decomposable plastic, use of public
transport by own employees.
Baobab co-operates with local (environmental) organizations and the local
communities, to make sure revenues from tourism go back into the community and
contribute to the conservation of the environment. Baobab furthermore stimulates
their tourists to reduce waste and dispose it at appropriate places. Baobab travels in
small groups, which has a small impact on the environment. Furthermore Baobab
makes sure the impacts of transport used for their holidays will be minimalized.
Baobab aims at including suppliers that have an environmental program. Transport
to the destinations, which is long-haul flights, is not sustainable, therefore tourists
and employees are encouraged to neutralized negative impacts, e.g. Trees for
Travel, Cool flying.
NOTE: Baobab argues that in some cases the social-cultural aspects are chosen
superior to environmental aspects, as it is difficult to implement Dutch
environmental policies in Third World countries. This is due to the fact that for
example local hotel owners are dependent on travel groups of Baobab and
environmental measures usually come along with costs. Baobab therefore continues
to include small local hotels in their itinerary, as this is a contribution to the local
community (economic and social sustainability). Baobab will also bring
environmental measures to the attention and supporting/ advising local
organizations in implementing these measures.
Most tourists that choose to travel with Baobab are already concerned for the
environment and on purpose choose Baobab, as they offer a quality product, close
to the environment, local culture and community, etc. Baobab holidays can only be
booked through their internet site or their main office. Their internet site offers
extensive information concerning sustainable holidaymaking and the conservation
of the environment, adapted to the country of the holiday and the itinerary.
Furthermore on the internet site there is a ‘links’ page to internet site concerning
sustainability. With travel documents a WWF folder and an enquiry form will be
added for feedback and ideas, e.g. on sustainable holidaymaking. Also, information
days are organized to give personal information to the potential tourist. Lastly,
Baobab publicizes a monthly magazine ‘Reis’, a magazine full with travel stories and
news items.
Baobab publishes information concerning their environmental declaration and
program and extensive information is given about destinations on their internet
site. But no facts or figures and no annual report are found.
Baobab also argues that employees, and especially their tour guides, play a crucial
role in transferring knowledge. Therefore they must be extensively involved in
developments in the field of sustainable tourism. To comply with these demands,
destinations receive work related education.
Baobab supports and co-operates with many NGO’s, both national and
international NGO’s (e.g. NC-IUCN, ECPAT, Stichting AAP) as with local NGO’s
at the tourist destination (‘Tibet to school’ in Longdun Dechen, Tibet, Bandung
Market Project, Mith Samlanh Friends in Phnom Penh, Cambodja and many more)
At the destinations offered by Baobab local communities are supported that
increase their involvement in tourism development, e.g. local hotels, transportation,
guides, etc. Baobab also initiated 10 local projects worldwide.
NOTE: see ‘Suppliers’
HTC Reizen
Risk Management
Local community
Score
1
3
1
1
2
No publicly available materials on codes of conduct.
pursuit of sustainable tourism. HTC Reizen notes that within technical and
economic boundaries they will aim at sustaining their tourism product. Initiatives of
own employees towards sustainable tourism will be stimulated.
HTC Reizen strongly recommends local food, shops, culture, etc., to contribute to
96
the local economy. No further information available.
2
2
activities)
2
NGO relations
2
tourist destination
HTC Reizen notes on their internet site and in their brochures that they will work
towards less impacts on the environment, mentioning less brochures and separating
waste.
HTC Reizen encourages their tourists to limit their use of water and electricity. No
further information available
HTC Reizen encourages their tourists to compensate the emission of CO2 by
airplanes, suggesting doing so by contributing to the organization Trees for Travel.
Checking accommodations on environmental criteria formulated by the ANVR,
though no information available on these criteria and examples of accommodations
that comply with these criteria. Furthermore HTC Reizen notes that they will not
offer activities harmful for the environment, again no examples.
Only basic information distribution through the travel agency, brochures from the
ANVR and information on the internet site.
2
2
Education for HTC employees is work-related, concentrated around tour guides
send out to Turkey to receive tourists and to be a contact person.
HTC Reizen supports ECPAT and Trees for Travel. Furthermore they support the
TEMA Foundation, whose primary goal is to raise public awareness about the
dangers of desertification resulting from widespread soil erosion within Turkey.
Though no information is found on the TEMA internet site about HTC Reizen.
No publicly available material on the involvement of locals in tourism development
2
1
Sudtours
Score
2
2
Sudtours complies with the decisions and codes of conduct concerning sustainable
tourism formulated by the ANVR.
Risk Management
Local community
1
1
1
economy.
2
2
activities)
NGO relations
tourist destination
2
Sudtours does note that they will take measures concerning the internal
environment, though not specificated.
Sudtours notes that they aim at decreasing the impact of their tourism product at
the destination, though not specificated.
Sudtours notes that they aim at choosing those suppliers that have the least impact
on the environment, though not specificated.
Only basic and limited information distribution through the travel agency
(brochures from the ANVR, WWF), their internet site and brochures.
2
2
2
Education for Sudtours employees seems to be work-related, concentrated around
tour guides send out to tourist destinations.
No publicly available material on relations and co-operations with NGO’s.
1
1
Koning Aap Reizen
Score
2
3
No publicly available material on codes of conduct, but it is mentioned that Koning
Aap Reizen complies with the decisions and codes of conduct concerning
sustainable tourism formulated by the ANVR.
pursuit of sustainable tourism.
97
3
Risk Management
Local community
1
3
1
2
activities)
2
4
2
3
NGO relations
4
tourist destination
3
Koning Aap Reizen supports several NGO’s that aim at getting the quality of life in
developing countries at a higher human level.
Koning Aap Reizen makes use of local hotels with local owners, local restaurants,
local shops and markets. Koning Aap Reizen also co-operates with local
organizations (e.g. transport) and employs locals for example as tour guides and
cooks. Trips made by Koning Aap Reizen are a contribution to the local economy.
But as trips to the countries offered are bound to the season of best travel (tourism
is seasonal), locals at the tourist destination are employed seasonally.
Koning Aap Reizen encourages their tour guides and tourists to decrease impacts
on the environment. Koning Aap Reizen offered working-holidays, in which
tourists volunteer in a project in a local community. But this is just a small part of
the total offer.
Koning Aap Reizen demands of their suppliers of accommodation high quality and
a certificate of safety measures. No information available on environmental
measures taken. Transport to the destinations, which is long-haul flights, is not
sustainable; therefore tourists and employees are encouraged to neutralize negative
impacts, e.g. Trees for Travel. Furthermore Koning Aap Reizen notes they have a
reliable local network of agents, e.g. local transportation.
Customers are informed on environmental issues (environmental declaration) by
means of their internet site. Their internet site offers extensive information
concerning sustainable holidaymaking and the conservation of the environment,
adapted to the country of the holiday and the itinerary. Also, as the destinations
offered by Koning Aap Reizen are different from western society, much attention
is payed to codes of conduct for the tourist regarding the environment and local
culture.
Koning Aap Reizen publishes information concerning their environmental
declaration and program and extensive information is given about destinations on
their internet site. But no facts or figures and no annual report are found.
Koning Aap Reizen argues that employees, and especially their tour guides, play a
crucial role in transferring knowledge. Therefore they must be extensively involved
in developments in the field of sustainable tourism. To comply with these demands,
destinations also receive education and fair wages and human rights are beared in
mind.
Koning Aap Reizen co-operate with several NGO’s, e.g. ECPAT, Trees for Travel,
National Geographic Nederland, Tropenzorg, De Reisdokter, Habitat for
Humanity, AMREF Flying Doctors, African Challenge, Max Havelaar.
At the destinations offered by Koning Aap Reizen the local involvement in tourism
development is increased by involving locals, eg. local hotels, transportation, guides,
etc. Koning Aap Reizen notes they have a reliable local network of agents.
Transalpino
Risk Management
Local community
Score
1
2
1
1
1
No publicly available materials on codes of conduct.
Information on internet site is limited and appears to be only a PR-issue and
focused on the behaviour of the tourist.
economy.
1
2
activities)
1
2
Transalpino does not offer products and activities at the destinations that
unacceptably harm the physical and cultural environment. Though no further
information available.
(brochures from the ANVR, WWF), their internet site and brochures. Though
98
there are several links to sites that focus on sustainable tourism and holidaymaking.
activities, policies and standards towards
customer
NGO relations
tourist destination
2
1
1
1
No publicly available material on relations with NGO’s.
Vacansoleil
Score
2
3
Risk Management
Local community
1
1
1
Vacansoleil complies with the decisions and codes of conduct concerning
sustainable tourism formulated by the ANVR. Also, Vacansoleil has formulated 8
objectives concerning sustainability towards which they will strive.
An environmental coordinator and a supporting environmental team is designated
and herewith responsible for the pursuit of sustainable tourism. Vacansoleil also
encourages employees to think about sustainability projects and propose new ideas.
economy.
3
3
activities)
2
3
use of sustainable building materials for new head office, waste separation, energy
saving measures, environmental friendly office supplies,
Vacansoleil notes that they aim at decreasing the impact of their tourism product at
the destination. Owners of camping-sites are pointed out at measures concerning
environmental improvements and are given advice. Use of public transport towards
and at destination is being encouraged. Environmental measures are demanded to
increase the quality of swimming pools. Use of environmental checklist.
Tourist will mostly travel to the destination by own transport (car or public
transport), they will be pointed at measures to decrease the impact of transport on
the environment. Suppliers are pointed at measures to increase environmental
performance. In the future Vacansoleil aims at co-operating towards a more
sustainable future.
Customers are informed on environmental issues (environmental declaration) by
means of their internet site and text in brochures. Environmental tips (standard) are
placed on the internet site adapted to the holidays of Vacansoleil.
customer
2
2
NGO relations
tourist destination
1
1
Vacansoleil publishes information concerning their environmental declaration and
program and extensive information is given about destinations on their internet site
and by means of a tv-programme ‘Campinglife’. But no facts or figures and no
annual report are found.
Education for Vacansoleil employees is work-related, concentrated around camping
employees send out to the camping-sites to receive tourists, to be a contact person,
and to entertainment..
No publicly available material on relations with NGO’s.
No publicly available material on the involvement of the local community.
TUI
Score
3
4
Mission statement and environmental principles and guidelines (corporate codes of
conduct) are available to the public.
TUI Nederland has a sustainability department responsible for the integration of
sustainability. Furthermore, TUI Deutschland has also received the highly
significant ISO 14001 certificate, which is a framework that inspires and channels
99
4
Risk Management
4
Local community
2
the creativity of all members of an organization, making them active agents of
change promoting environmental protection, resource conservation and improved
efficiencies. TUI AG has established a corporate environmental management
system and it gives a particularly high strategic priority to the integration of
environmental quality standards – and their active implementation in all of the
Group’s activities. It has also been actively involved for many years in promoting
in-depth stakeholder dialogue through the TUI Environmental Network of the
Group Companies.
TUI AG has been registered at the independent internet platform www.sustainableinvestment.org since December 2003. This website was developed under the
auspices of UNEP to improve transparency for sustainable investment in
Europe. Furthermore they invest and support many local, national and international
projects that aim for a sustainable future.
TUI has developed an own risk management system in which business risks are
identified, described and monitored.
Tourism is a mostly seasonal contribution to the local community and TUI does
invest in the local community by means of projects. But no further information
available on the contribution of the tourism product to the local economy or
creation of jobs.
4
3
activities)
3
3
TUI introduced an in-house environmental management system. Environmental
performance indicators have been established to reduce the impact of the internal
organization on the environment: paper recycling, energy savings, waste reduction,
transport of own employees etc.
Several destinations have been chosen that solely offers a sustainable tourism
product that is concerned with the conservation of the physical and socio-cultural
environment. For this, TUI co-operates with local environmental organizations that
are concerned with these issues. The brand under TUI ‘De Boer en Wendel’ only
offers holidays that are concerned with the environment. These destinations are
just a small part of the total of tourist destinations, but it is a step in the right
direction. Furthermore, TUI aims at monitoring the environmental performance of
destinations.
TUI makes use of an environmental checklist for its suppliers. TUI also encourages
the use of CO2 compensation for transportation. TUI Airline Management
introduced systematic environmental monitoring for all TUI AG airlines in 2003. If
opportunities arise for more sustainable forms of transport, these will be
encouraged. Activities that could harm the environment are excluded. TUI aims at
establishing a database for accommodations and their (environmental)
performances, but this is a lengthy process.
Travel agencies employees and hosts at destinations play a crucial role in
transferring knowledge on sustainability and are trained to inform the tourist on
sustainable holidays.
customer
4
3
NGO relations
4
tourist destination
3
TUI Group openly informs about its situation, including annual environmental
reports, annual financial reports (quarterly facts), inclusive revenues and ratios. This
is being done by means of the completely reworked www.tui-environment.com
website, which has included comprehensive up-to-date information on
environmental activities throughout the Group since 11/ 2003.
Education programs have been developed for employees. All employees that are
concerned with purchasing, selling and guiding the tourism product, will be
informed on the integration of sustainability in their tasks. E.g. product managers
will be trained every year, new employees will be informed and updated around the
tour operators situation, policies, objectives etc. Also, in the magazine ‘Travel
Together’ will be informed about sustainability issues. Furthermore, travel agencies
employees, hosts at destinations etc. will be trained and informed on sustainability.
TUI co-operates on an international level with the Tour Operators Initiative
(UNESCO, UNEP and WTO). At national level TUI co-operates with the ANVR
workgroup sustainable tourism, IDUT and the NHTV. Furthermore TUI supports
many NGO’s like WWF, ECPAT, Blue Flag, Cool Flying and Driving,
Vogelbescherming Nederland etc. TUI also supports many local sustainability
projects in co-operations with NGO’s.
Many projects in co-operation with international, national and local NGO’s have
been developed to increase the participation of the local community in tourism
development.
100
My Travel N ederland (part of My Travel Group)
Score
2
3
3
Risk Management
4
Local community
1
It is noted in the Annual Report that the Group has a Code of Corporate
Governance, though not specificated in the report.
My Travel Nederland notes that they have a person responsible for the internal
sustainability. My Travel Group has established in 2004 a Health, Safety and
Environmental Committee, to monitor and review policies on Health, Safety and
the Environment. Not specifically a sustainable tourism department. Furthermore
as part of the on-going commitment to making a positive impact on society and
minimize the effect on the environment of the Group’s operations, the Group
continues to review its corporate social responsibility (CSR) programme, but this
programme is not specificated.
Bearing in mind the Group’s financial performance, charitable support has been
significantly reduced during the period, and donations have been restricted to
honouring pre-existing commitments. The Group made charitable donations of
£5,000 in the 13 month period to 31 October 2004. The Group has established a
UK charitable trust. Currently the Trustees have determined that they will look
more favourably on support for cases or projects aimed at assisting children,
families and health related issues. Therefore the Group joined Business in the
Community (BITC) in which they are committed to corporate responsibility and
working with partners to support local communities through a range of BITC
sponsored initiatives. Not specificated, e.g. investment in sustainable tourism.
The Board of My Travel Group recognizes its ultimate accountability for
maintaining an effective system of internal control that is appropriate in relation to
both the scope and the nature of the Group’s activities. The responsibility for
managing risk on a day-to-day basis through the design and operation of a risk and
control infrastructure lies with the Executive Directors. The Board recognizes that
such systems are designed to manage and monitor rather than to eliminate the risk
of failure to achieve business objectives and can only provide reasonable, and not
absolute, assurance against material error or loss. The Risk Management
Committee, which is chaired by the Group Finance Director, is responsible for
recommending risk management strategies, assessing the effectiveness of the risk
management process, and assessing the effects of new risks on the corporate risk
profile. The Committee reports directly to the Audit and Risk Management
Committee, whose role it is (among other things) to review and monitor the
Group’s risk management strategy; and to review and monitor the effectiveness of
the system of internal control.
No information available. My Travel only notes that tourists should respect the
local culture.
3
2
activities)
2
2
A person is responsible for the internal sustainability and several measures have
been taken to reduce impacts on the environment, e.g. saving energy, paper, waste
separation and reduction, savings on brochures.
My Travel does not offer products and activities at the destinations that
unacceptably harm the physical and cultural environment. Furthermore they aim at
saving energy and water at the destination, and to reduce waste e.g. on the streets.
Transport to the destinations, which is long-haul flights, is not sustainable;
therefore tourists and employees are encouraged to neutralize negative impacts, e.g.
Cool Flying. Use of public transport to the airport in the Netherlands is
encouraged. During negotiations with suppliers of transport environmental criteria
are taken into account. Further no information available.
customer
3
2
NGO relations
tourist destination
2
1
My Travel publishes information concerning their environmental declaration and
program and extensive information is given about destinations on their internet site
and in brochures. Also, the Group’s financial annual report is publicized on the
corporate internet site, though not specificated for My Travel Nederland.
The Group places considerable value on the involvement of its employees and has
continued to keep them informed of matters affecting them as employees and on
the various factors affecting the performance of the Group. This is achieved
through formal and informal meetings and through employee newsletters and
regular news bulletins. Education is work-related.
My Travel actively supports ECPAT. Further no information available.
No publicly available material on the involvement of the local community.
101
Van N ood Reizen
Risk Management
Local community
Score
1
3
1
1
1
The managing director is responsible for integrating sustainability in the
organization.
3
2
activities)
2
2
waste reduction and separation, energy savings, digital brochures available on the
internet site, etc.
Van Nood aims at ‘greening’ the offer of the tourism product, e.g. use of ecolabels,
advise towards local local accommodations concerning more sustainable
operations. No further information available.
Van Nood only deploys certified bus agencies and encourages the use of local
public transportation (less impact on the environment). Furthermore it is aimed for
to improve the efficiency of take-off places for busses in the Netherlands.
customer
NGO relations
tourist destination
2
2
1
1
Van Nood publishes information concerning their environmental declaration and
program and information is given about destinations on their internet site and
brochures. But no facts or figures and no annual report are found.
By means of internal communication employees are informed about the situation
of the tour operator and about measures concerning the integration of sustainability
in the organization. Education is work-related.
Buro Scandinavia/ Britain
Score
2
Risk Management
Local community
2
Buro Scandinavia has formulated 7 objectives concerning sustainability towards
which they will strive, but no further information available.
1
1
1
1
1
2
Buro Scandinavia notes that they will include the environment as one of the criteria
while selecting suppliers, though not specificated.
activities)
2
customer
NGO relations
tourist destination
2
2
1
1
Buro Scandinavia publishes information concerning their environmental declaration
and information is given about destinations on their internet site and brochures.
But no facts or figures and no annual report are found.
Employees of Buro Scandinavia are seen as experts on these destinations.
Education is work-related.
102
De Jong Intra
Score
Risk Management
Local community
1
2
1
1
1
1
1
1
2
2
Information on the internet site and in brochures is standard and limited, though
some facts have been found.
1
2
1
De Jong Intra actively supports ECPAT. Further no information available.
activities)
customer
NGO relations
tourist destination
Olympia International Vakantiereizen
Score
Risk Management
Local community
1
2
1
1
1
2
2
activities)
2
2
Olympia notes on their internet site and in their brochures that they will work
towards less impacts on the environment, mentioning less brochures and separating
waste, environment friendly cleaning products, re-use of several office supplies etc.
Olympia encourages their tourists to limit their use of water and electricity. No
further information available. Furthermore they aim at decreasing the impact of
their product on the local environment.
Olympia notes that they aim at choosing those suppliers that have the least impact
on the environment. They will provide advice to suppliers of accommodation in the
field of sun panels, environment friendly cleaning products and waste reduction.
No further information available.
(brochures from the ANVR, WWF) and brochures. Furthermore information on
internet sites concerning sustainability and related issues can be found on their
internet site.
customer
NGO relations
tourist destination
2
1
2
1
Olympia publishes information concerning their environmental declaration and
information is given about destinations on their internet site and brochures. But no
facts or figures and no annual report are found.
Olympia supports ECPAT, the Sea Turtle Protection Society of Greece and
Stichting Aap. Further no information available.
development.
103
FOX / Pharos (AN WB)
Score
1
3
3
Risk Management
Local community
1
1
FOX (ANWB) does aim for the improvement of the quality of the environment by
means of integrating these aims in the organizational structure.
FOX does invest in local projects and furthermore they initiated a plan to help the
communities in Sri Lanka that were destroyed during the seaquake in December
2004.
1
2
activities)
2
2
No information available on internal environmental development.
The mother organization ANWB fights for the improvement of the quality of the
environment, but mainly these efforts are aimed at the Netherlands (domestic
tourist destinations). In the Netherlands the ANWB and its organizations (FOX,
Pharos) have a strong position in this field. But no information is available on
measurements taken to improve the environment outside the Netherlands (foreign
tourist destinations)
FOX demands of their suppliers of accommodation a good quality price relation
and great service, which is checked twice a year. Transportation by means of quality
buses and airplanes. Furthermore no information available on environmental issues.
(brochures from the ANVR, WWF) and brochures. Further is information
specifically concerning sustainable tourism lacking, the only information concerns
the local projects FOX supports.
customer
NGO relations
tourist destination
2
2
3
1
Much standard information is available through the internet site and a annual
report is found, but this is only for the ANWB Group, not specified for the tour
operator. No further information available on policies.
Education is work-related.
FOX aims at contributing to the less wealthy people and communities in the world,
therefore they support several local projects and NGO’s (Dutch initiatives), like
Child Right, Villa Pardoes, Los Ninos Project in Peru and Don Bosco Boys Home
in Negombo. In addition, FOX aims at co-operating with a NGO at Sri Lanka to
support the rebuilding of local communities.
Thomas Cook
Score
3
4
4
Thomas Cook’s mission is to: Perfect the Personal Leisure Experience. As part of
this mission the company is committed to working towards developing, operating
and marketing business in a sustainable manner i.e. in a way that makes a positive
contribution to the natural and cultural environment, which generates benefits for
the communities in which the company operates, and which does not put at risk
the future livelihoods of the people in those communities.
Given the growth of its business Thomas Cook continues to recognize the
significant impact it has on the areas in which it operates in all social, economic and
environmental terms and embraces the opportunity to address them in a
responsible and positive manner. Thomas Cook is therefore committed to reducing
and mitigating the negative aspects, improving the positive aspects and building a
more sustainable approach to the way in which it runs all areas of it’s business
activities. (In Dutch the ambition of Thomas Cook is: ‘Thomas Cook Nederland
levert naar beste vermogen een bijdrage aan het duurzaam samengaan van natuur,
cultuur en toerisme.’ Responsibility for achieving these objectives lies with the
senior management teams.
Thomas Cook charity funds have been raised via many initiatives. Thomas Cook
finds it very important to support and invest in charities and sustainable
development due to its responsibility towards society. Thomas Cook has developed
its own standards.
104
Risk Management
3
Local community
2
In order to measure progress and improvement in performance, a reporting
structure will be implemented to include key performance indicators and these will
be reviewed on a regular basis.
Thomas Cook is pioneering a sustainable future for local economies by means of
encouraging its partners, suppliers and sub-contractors to improve their
contribution to the sustainable development and management of its business, and
will work with them, and share information to assist in this. This is the aim of
Thomas Cook, but no information on evidence of contributions to local
communities.
3
2
activities)
2
3
Care for the environment is an integrated part of the internal management. Thomas
Cook invests in facilities that comply with high environmental standards.
Thomas Cook notes that they aim to conserve landscapes, cultural and national
heritage. But no information available on the co-operation with local
(environemental) organizations towards more sustainable destinations.
Thomas Cook notes that in relations with suppliers they will include sustainability
in their decisions to co-operate with these suppliers. No further information.
Thomas Cook aims at informing customers on sustainable tourism, the
contribution of Thomas Cook and the contribution customers can make. Thomas
cook will endeavour in its public communication and advertising, to promote
behaviour and activities compatible with the principles of sustainable development
and management of its business. On the internet site tips with regard to economic
driving can be found. Also ‘green tips’ for people who go skiing can be found.
Thomas Cook has developed own standards of informing the customer. Also, the
brochures include information to create awareness amongst the customers with
regard to sustainable tourism.
customer
3
3
NGO relations
3
tourist destination
2
Thomas Cook has a corporate internet site where much information concerning the
organization can be found. Though no annual report is found. But it is noted by
Thomas Cook that due to competition consideration no annual report is published
and also due to the fact that Thomas Cook NL is a subsidiary of Thomas Cook
AG.
Thomas Cook aims to improve the commitment amongst Thomas Cook staff (and
customers and other major stakeholders) by raising awareness of sustainable
tourism and providing training and education opportunities, where appropriate.
The board includes one woman.
Thomas Cook actively supports the Dutch ‘Doe een Wens Stichting’ and Ecpat.
Thomas Cook UK supports The Variety Club Children’s Charity and the Travel
Foundation. Thomas Cook encourages and seeks co-operation with local, national
and international authorities, communities, and any other interested parties, to
develop and implement the integrated planning and management of business
outputs in order to preserve the quality and sustainability of these outputs.
development. Though it is noted that Thomas Cook has a responsibility to support
the development of the communities in areas where they have a local impact,
respecting the integrity of local cultures and avoiding negative impacts on social
structures. Therefore level 2 is assigned.
105
APPENDIX VI:
SOURCES OF DATA COLLECTION
Baobab
www.baobab.nl
Baobab brochure
Buro Scandinavia
www.buroscanbrit.nl
Buro Scandinavia brochures
De Jong Intra
www.dejongintra.nl
De Jong Intra brochures
ER-Travelgroup
www.er-travelgroup.nl
www.evenementsreizen.nl
www.d-toursvliegreizen.nl
www.vaya.nl
www.vcktravel.nl
ER-Travelgroup travel
brochures
FOX
www.anwb.nl
www.fox.nl
www.pharos.nl
Fox, Pharos and ANWB
travel brochures
Holidaybreak
www.eurocamp.nl
www.holidaybreak.nl/ milieu
http:/ / www.holidaybreak.co
.uk/ holidaybreak/
Eurocamp travel brochure
‘Persinformatiemap
Eurocamp: Seizoen 2004/
2005’ (In English: ‘Press
Information file Eurocamp:
season 2004/ 2005’, obtained
on the writers request)
Hotelplan
www.hotelplan.nl
www.hotelplan.ch/ hotelplan
.htm
Hotelplan travel brochures
HTC Reizen
www.htcreizen.nl
HTC Travel brochure
www.tema.org.tr, specifically
english.tema.org.tr/ index.
htm
Koning Aap
www.koningaap.nl
Koning Aap Reizen travel
brochures
Kuoni Travel
www.specialtraffic.nl
www.kuoni.com
www.africanholidays.nl
Special Traffic travel
brochures
My Travel
www.mytravel.nl
www.traveltrend.nl
www.nbbs.nl
www.mytravelgroup.com for
the annual reports
My Travel brochures
OAD
www.oad.nl
OAD travel brochures
Olympia
www.olympia.nl
Olympia travel brochures
Sawadee
www.sawadee.nl
‘Sawadee Reizen en
Duurzaamheid: Milieubleidsplan 2004-2006’ (In
english: ‘Sawadee Travel and
Sustainability:
Environmental policy 20042006’, obtained on the
writers request)
Sawadee travel brochure
Sudtours
www.sudtours.nl
www.bcd-nv.com/
index.php
Sudtours brochures
Thomas Cook
www.thomascook.com/ corp
orate/ home, ‘Text of
Thomas Cook internet site’,
a document that includes the
information that is normally
published on the Thomas
Cook NL corporate website,
obtained on the writers
request (as this internet site
was offline during the
research)
Transalpino
www.transalpino.nl
Transalpino travel brochures
TUI
www.tuinederland.nl
http:/ / www.tuinederland.nl
/ Milieu/ policy_X_reports/ i
ndex.html for (annual)
reports
www.tui-environment.com
TUI travel brochures
Vacansoleil
www.vacansoleil.nl
Vacansoleil travel brochure
Van N ood Reizen
www.vannood.nl
Van Nood Reizen travel
brochures
106

sustainability of dutch tour operators

Transcription

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