(2) Opportunities


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Casestudes for sustainability

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  • (2) Opportunities

    1. 1. Opportunities of Sustainability Case Studies
    2. 2. Positive opportunities Potential for accommodation providers Consumer’s preferences are changing Pressures from stakeholders Case studies
    3. 3. Accommodation Case Study <ul><li>This case study at Strattons Hotel demonstrates the cost savings and environmental benefits that can be achieved by hotels and catering establishments through a commitment to eliminate, reduce, re-use and recycle as much waste as possible. </li></ul><ul><li>The benefits to Strattons Hotel of implementing a systematic approach to resource efficiency include total cost savings of over £10,000/year, refillable toiletry dispensers save nearly £2,000/year in purchase costs, water saving initiatives reduce dependency on mains water, good housekeeping and laundry policy saves £4,050/year, and over 98% of all waste is re-used or recycled. </li></ul><ul><li>http://www.envirowise.gov.uk/uk/Our-Services/Video-Case-Studies/Strattons-Hotel-Video-Case-Study.html </li></ul>
    4. 4. Risks or Opportunities? Innovation Productivity Growth Brand Image Competitive Advantage $aving$ Revenue Business Value 10 Market Forces 5 Mega-Issues 5 Demanding Stakeholders Climate Change Green Consumers Pollution & Health Activist Shareholders Globalization Backlash Civil Society / NGOs Energy Crunch Government Regulators Erosion of Trust Financial Sectors
    5. 5. Commercial risks <ul><li>Government intervention and influence: </li></ul><ul><li>Supply chain: </li></ul><ul><li>Disruptive change: </li></ul><ul><li>Cost increases: </li></ul><ul><li>Customer preferences: </li></ul>Increased regulation and taxes (ETS, Waste, Water, Economic transformation). Focus on sustainable procurement Trickle down effect from focus on sustainable procurement Fast paced change in business environment Resources and materials; waste; insurance; compliance The consumer who cares. Market share. “Greenwash” Copyright © BusinessLAB Ltd 2008
    6. 6. Commercial opportunities <ul><li>Product & Service: </li></ul><ul><li>Competitive Advantage: </li></ul><ul><li>Employee Loyalty and Trust: </li></ul><ul><li>Cost savings: </li></ul><ul><li>Customer loyalty / brand: </li></ul>Increase innovation, reduce risk of obsolescence and adverse consequences First movers in rapidly changing market. Increase shareholder value Be recognised as an employer of choice. Greater bond to community Redesigning energy, material flows and impacts especially in light of government legislation Enhanced brand equity and reputation Copyright © BusinessLAB Ltd 2008
    7. 7. ?
    8. 8. Visitor Satisfaction Research Environmental practices expected by international visitors Recycling 79% Conservation efforts 72% Environmental enhancements 68% ACTIVITIES Fuel efficient vehicles 83% Carbon emissions limiters 59% Recycling 54% TRANSPORT Recycling 84% Energy conservation 72% Water conservation 69% ACCOMMODATION
    9. 9. Customer preferences <ul><li>42% NZBCSD members have deselected suppliers for sustainability (2007) </li></ul><ul><li>Market for sustainable suppliers has grown from 6% to 32% between 2005 and 2007 </li></ul><ul><li>27% of NZers (1.17m people) have purposely avoided companies on sustainability grounds (2007) ( 279,000 on week of survey! ) </li></ul><ul><li>1.4 m NZers will pay premium for positive social / environmental benefit </li></ul><ul><li>Sale of organic products growing at 10 – 20% p.a. </li></ul>Source: Sustainable Business Council @ http://www.sustainablebc.org/v2/
    10. 10. New Zealand Organisations NZ Business Council for Sustainable Development
    11. 11. Which certificaton system?
    12. 12. Case Study: Kapiti’s Paraoa Bakehouse Source: Our Region
    13. 13. Paraoa Bakehouse: Successes <ul><li>Winners of the 2008 Sustainable Business Network’s National Awards </li></ul><ul><li>Paraoa Bakehouse (makers of Purebread sold throughout New Zealand) sources bread ingredients from sustainable organic farming practices and has a strong commitment to waste minimisation – its weekly rubbish to landfill is the size of a netball! </li></ul><ul><li>It constantly reviews packaging, is looking into renewable energy sources and donates unsold bread to the local foodbank, as well as using it for stuffing, breadcrumbs, croutons or animal feed. </li></ul><ul><li>Robert says that most businesses can easily reduce their impact on the environment “It’s actually quite simple to be sustainable. You don’t need to be full-on or obsessed with it. Do little things and you’ll get on track as well.” </li></ul>
    14. 14. Judges comments from the National awards <ul><li>This business has a strong vision towards sustainability that has encouraged employees within the business to continuously look at the ways they can be involved in the overall process </li></ul><ul><li>The Bakehouse has adopted cradle-to-cradle (soil-to-soil) practices to further increase their commitment to the life cycle of the product, with the waste becoming the ingredient for new product lines or nutrients for animals or the soil </li></ul><ul><li>They have strong local community relationships, e.g they donate bread to local food banks and contribute financially to a local music club and other charities </li></ul>
    15. 15. Judges comments from the National awards <ul><li>They are aware of the local and global risks an challenges (including world grain shortages, transportation and energy use) within their industry and are looking at renewable energy options such as building a new premise closer to their markets to diversify their products </li></ul><ul><li>This business is well set up for future growth and they will become leaders of the sustainable business space here in New Zealand. </li></ul><ul><li>Case study available from http://www.sustainable.org.nz/cms/uploads/Paraoa%20Bakehouse.pdf </li></ul>
    16. 16. <ul><li>Vision </li></ul><ul><li>“ To achieve icon status and to be recognised as the premier mountain in Australasia. It will be known for its vast and varied terrain, fast and efficient lift capacity, superb facilities, service and commitment to the environment” </li></ul>Treble Cone Investments Ltd.
    17. 17. Main actions completed <ul><li>Recycling for guests and staff </li></ul><ul><li>Reduction of energy usage </li></ul><ul><li>Reduction of fuel usage </li></ul><ul><li>Car pool and pick up for staff at A&P show grounds to leave car parks for locals </li></ul><ul><li>Car pooling and introduction of two hitching post in Wanaka </li></ul>
    18. 18. Outcomes of actions <ul><li>Positive feed back from customers regarding the introduction of recycling </li></ul><ul><li>11% energy saving </li></ul><ul><li>15% fuel savings </li></ul><ul><li>Increase of an average of one person per vehicle arriving on the mountain </li></ul><ul><li>You can see the Treble Cone comment on their sustainability initiatives at http://www.treblecone.com/MountainInfo/sustainability.asp </li></ul>Source: http://www.treblecone.com/MountainInfo/sustainability.asp