The document discusses sustainability in the hospitality industry. It provides statistics on buildings' environmental impacts and perceived advantages of green building. It then outlines recommendations and best practices for hotels to implement more sustainable operations, including establishing environmental policies, training staff, conducting audits, reducing energy and water usage, improving waste management, sustainable purchasing, and supporting local communities. The overall document provides guidance to hotel managers on transitioning to more sustainable business practices.

1. Stewardship in the Hospitality Industry

2. PERCEPTION

3. REALITY

7. Increased productivity_5

9. The Methodology for Change Management By applying a psychological group dynamic process at cluster level Emiliano Duch President, Competitiveness [email_address] DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS March 29, 2007 ATTITUDE BELIEF BEHAVIOR MOTIVATION

10. The Methodology for Change Management Motivation to change is modulated throughout the process MOTIVATION Skepticism Indifference Awareness Expectation Nervousness Motivation to participate Disconcert Conventional wisdom hurt Motivation to change Leadership acceptance Work Cooperate ATTITUDE BELIEF BEHAVIOUR

11. The Methodology for Change Management Recommendation MOTIVATION Skepticism Indifference Awareness Expectation Nervousness Motivation to participate Disconcert Conventional wisdom hurt Motivation to change Leadership acceptance Work Cooperate Information interviews Challenges presentation Benchmarking trips Strategy sharing workgroups Convincing interviews Vision of the future presentation Motivation interviews Lines of action workgroups Lines of action presentation Change tools Task forces Case studies Reference trip

12. Going Green Minimum standards toward a sustainable hotel +Source: IBLF

14. What does it mean to be a sustainable hotel? +Source: IBLF While the term 'green' in business originally related to environmental issues, it has evolved to embrace all aspects of sustainability and corporate social responsibility (CSR). To be properly 'green', a company now needs to incorporate sustainable thinking in its decision-making at all levels throughout the organization.

15. 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 - and 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 and knowledge 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.

28. Not enough high-end/ higher-end lodging options to meet the demand, land tenure issues Guides are occupying the empty niche of local excursion assembler. They wield an unusual amount of power, yet are not providing professional, quality services in either guiding or excursion arranging Few locally sourced inputs limits the local benefits derived from tourism Several unmet opportunities to increase local benefits derived from tourism while providing tourists more diversified experiences (no nighttime entertainment, cultural attractions, limited shopping opportunities, few historical attractions)& natural resources are not well utilized-- not enough diversity in the utilization, and areas are not well exploited (in terms of value derived from natural attractions that could fund economic or social development and better environmental protection)

29. Only one airline servicing the destination constrains growth, access to the region, competitive pricing No local excursion assembler limits options for tourists, increases costs for TOs, and hinders marketing of MSEs No local products and services catering to high-end market—high-end tourists fly in/ fly out and do not stay in region—large leakage Over-utilization of marquee natural resource attraction and no means to extract local benefits Lack of local input provisioning reduces local benefits derived from tourism industry and limits economic opportunities Several missed opportunities to derive more benefit from tourism by offering more entertainment, cultural, historical, or shopping opportunities for tourists to spend more money locally. The lack of infrastructure in community managed protected areas hinders the ability of communities to derive benefits from tourism

31. “Hotel of the Future”