The Meditour forum will highlight, in this session, successful strategies companies that the companies can use to make their tourism products more sustainable. The creation of greener tourism is happening across the whole breadth of the industry, in travel managed on a municipal level or by corporations themselves; the boarder challenges being successfully met in the overall greening of the sector.

1. Mediterranean Green
Tourism
José Guillermo Díaz
CEO ARTIEM
27 Noviembre 2014

2. agenda
1. Artiem Background
2. Our Sustainability Culture
Process
3. Actions & Results
4. Obstacles
5. Conclusions

3. 1.- artiem background
• 1974
• BASED IN MENORCA
• 3 HOTELS

4. 2.- Our Sustainability Culture Process
Beginning
1998-2002
• Pressure of TTOO
• Demand of German customers
• ISO 14001 , EMAS
Believing
2003-2007
• We noticed that it was possible to take care of the environment by being more efficient.
• The trend was raising sharply
• Part of our employees were aware of this trend
• A growing part of our customers started to recognize our effort
Internalizing
2008-
• Apply as our VALUE
• We became evangelists for the cause
• We began to work with our stakeholders in favour of the environment´s sustainability

5. 3.- actions & Results
Awareness
Efficiency &
management
Supply
Efficient
Processes
Local
Cooperation
“We believe that taking into account the interest of our
stakeholders is not only our responsibility but also it is a
way to improve our competitiveness”

6. awareness
Remove 95 kg of plastic from the sea.
(1,3 Tm for whole season)
We draw attention to the importance
of caring for- and protecting our
environment.
Opportunity to contribute in taking
care of the environment, and to
enjoy a day at sea.
Contribute to take care of the
environment.
Pride of ownership to the company.
Improving the environment
Investment in brand reputation.
On the 4th of August, peak season, we close our S&N centre and invite customers and employees to
help to clean our coast.

7. efficiency & Management Supply
From 1.998 on we have reduced the carbon
footprint by 44,79% while we have increased
our installed power.
We still offer our customers the same comfort.
Customers see how we care for the
environment.
As a company we are more efficient, so we can
invest in more resources to be more competitive.
Strengthen our Company´s purpose.
More efficient, so more profits
We preserve our most competitive advantage:
Our environment
Investment in equipment, management of the demand, changing habits, revision of fees, working with suppliers.
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
kg of CO2 vs Electric Power Installed
kg de CO2
Linear (kg de CO2)

8. Efficiency & Management Supply
Optimizing our climate/temperature control by using the hot air produced by the
air condition chillers to generate sanitary hot water.
The year we introduced the best practice we reduced
23,45% (53.454 kW) spending of kW for retrofits, and 28,66%
(13.053 liters) spending of petrol for “heat recovery”
R22 replaced by gas R401a, not harmful for the ozone layer
CO2 emission reduction by 158 Tn
Reduced noise and vibrations in the rooms
Enhancing the feeling of comfort
Minimizing incidents.
Improved performance of our Equipment at
operation level to adapt to the demand
Reduce the electricity cost in 5% (7.000€)
Reduce the diesel cost in 20% (10.000€)
High return on investment
We respond to a social demand

9. efficiency proccesses
Let the costumer choose when they want to replace their bed linen.
We introduced this practice in 2008. That
year we reduced spending by 34,95% of
petrol, water, salt, Kw, and detergents.
Allow the customer the choose when to
have a bed linen change.
Increase of guest satisfaction from 86%
to 91% in 2014.
Improved the work conditions by
reducing the kg of linen to manipulate
and transport everyday
Reduce the Laundry costs by 27,97%.
Small investment huge return.

10. efficiency processes
We developed a software in order to have paperless management.
Reduced paper, toners, faxes, envelopes
and binders by 70%.
We got a better knowledge of our
customers, so we could improve the
service we offered.
Eliminate routine tasks, so more time
for management, thinking and creation.
Reduction by 4.000 hours of
unproductive labour
We got more information, quicker,
without errors in the processes.

11. local cooperation
We set up a project called “Aportam” with the aim to contribute to
sustainable development of our rural environment
Preserve our rural environment.
Provide revenues to our rural areas.
Help to maintain local culture and
traditions.
Provide natural and healthy products.
Improve our guest satisfaction.
Offer a more authentic experience.
Pride of ownership to the company.
Social recognition.
Strengthen our purpose.
Greater differentiation.

12. 4.- Obstacles
Public Services Efficient Communication Extra Costs
At first municipal services
did not segregate the waste
Difficulty for hiring
companies for the
management of hazardous
waste
Public administration did not
know which procedures to
follow
Great complexity and
dispersion of law
To value the actions we did
and ensure the market
values
To find out how to
communicate properly
Insensitivity of our providers
Initially investments were
seen as expenses
Resistance to change habits
Deal with the lack of
competitiveness of local
products and the market
requirements

13. 5.- Conclusions
• Sustainability is a strong trend and we have to see it as an
OPPORTUNITY.
• Being sustainable requires us to innovate and as a result become
more competitive.
• Caring about our environment helps us protect our best
competitive advantage.
• Leading sustainability not only gives us social recognition, but
also strengthens the pride of belonging to our company.

14. Thank you!!
José Guillermo Díaz
CEO artiem
27 Noviembre 2014