An Asian proverb says, “Tourism is like a fire, you can use it to cook your soup, but it can also burn down your house”.
If undertaken responsibly, tourism can be a positive force for sustainable development, conservation and environmental protection – but if it is unplanned, it can be socially, culturally and economically disruptive, and it can have a devastating effect on fragile environments.
It was this challenge back in 1991 that inspired the Prince of Wales to gather together a powerful group of hoteliers to form a joint initiative on the environment, known then as the International Hotels and Environment Initiative (IHEI).
Fifteen years on, this group has evolved and expanded to become the Tourism Partnership of the International Business Leaders Forum (IBLF).
At its core, the Tourism Partnership takes an integrated, industry wide approach to responsible business in tourism. Its philosophy is that working collectively, the industry could have its greatest effect on sustainability. This is particularly relevant in the Arab context, with its unique position as global tourism developer and a destination with large growth projections.
It is interesting to see the changes since the last Arabian Hotel Investment Conference (AHIC) in terms of sustainability in the region. In many respects, it mirrors what is happening throughout the globe.
People want to know more and are beginning to ask, what does it mean to be ‘green’? The big change is that by being ‘green’, a company now needs to incorporate sustainable thinking in its decision-making at all levels.
What is exciting is that it is starting to happen in the Arab world.
In the past, corporate philanthropy, or ‘giving back’ to the community used to be the way a company looked to enhance its reputation externally.
Today, even the most basic level of acceptable business practice requires a more sophisticated approach.
Companies are judged on their accountability, transparency, business ethics, socio-economic awareness and resource-efficiency as well as their financial results.
Businesses today are under external scrutiny as never before. Shareholders, investors, employees, customers, environmental and ethical groups, as well as the general public, expect companies to be exemplary across the ‘triple bottom line’ of economic, social and environmental management.
If they are not, pressure groups and the media are willing and able to expose their weaknesses.
As our understanding grows about issues such as global warming, climate change, human rights injustices and the causes of poverty, the world looks as much to the business community as to governments to provide solutions.
Integrating responsible practices into your hotel or resort operation will benefit your business in many ways. ‘Admired’ companies attract investors, enjoy better customer and guest loyalty and are able to recruit and retain high-calibre, motivated employees.
This helps them improve their market share and position. Hotel owners and operators that understand the environmental and socio-economic context in which they operate are better placed to manage risk and maintain their license to operate.
Resource-efficient hotels not only improve their bottom line by eliminating wasteful practices, but also lighten their load on the planet, something we all urgently need to do.
The good news is that it is starting happen here in the region.
The Jumeirah Group for instance is putting corporate social and environmental responsibility at its core operations. The company understands the importance of operating a responsible business and moreover, sees the value in working with others in the industry to have a greater impact.
According to Simon Hodges, company secretary for Jumeirah, “the creation of meaningful employment and enterprise opportunities for young people is one of the most critical sustainable development challenges facing the Arab world”.
“Jumeirah understands the value of community investment for our business and will take a leadership approach to work with others to make a meaningful impact.”
The problem, however, is that no credible industry standards exist. How does a company measure its performance?
In response, the IBLF Tourism Partnership is concentrating on four main pillars of sustainability: siting design and construction, environmental management, community investment and destination protection.
To support this, the IBLF Tourism Partnership will publish a document at the AHIC entitled
Practical Steps toward a Sustainable Hotel
.
This focus builds on a successful 15-year track record of bringing tourism companies together to improve their approach to sustainability.
Collective action and an integrated approach is the future for building a more responsible tourism industry.
Looking ahead, the Tourism Partnership will continue fostering and implementing new ideas to address the emerging global issues facing the tourism industry and helping the industry to become a truly positive force for sustainable development with more and more warm soup and no burnt houses.
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