- Harmony Lamm - Saturday, May 21, :45:58 AM - IP

Transcription

1

2 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific

3 Copyright 2012, World Tourism Organization (UNWTO) Calle Capitán Haya, Madrid, Spain Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific ISBN-13: (printed version) ISBN-13: (electronic version) Published and printed by the World Tourism Organization (UNWTO), Madrid, Spain First printing: 2012 All rights reserved. The designations employed and the presentation of material in this publication do not imply the expression of any opinions whatsoever on the part of the Secretariat of the World Tourism Organization (UNWTO) concerning the legal status of any country, territory, city or area, or of its authorities or concerning the delimitation of its frontiers or boundaries. The World Tourism Organization (UNWTO) does not represent or endorse the accuracy or reliability of any advice, opinion, statement or other information provided in this publication. Reliance upon any such advice, opinion, statement or other information shall also be at the user's own risk. World Tourism Organization Calle Capitán Haya, Madrid, Spain Tel.: (+34) Fax: (+34) Website: All UNWTO publications are protected by copyright. Therefore and unless otherwise specified, no part of an UNWTO publication may be reproduced, stored in a retrieval system or utilized in any form or by any means, electronic or mechanical, including photocopying, microfilm, scanning, without prior permission in writing. UNWTO encourages dissemination of its work and is pleased to consider permissions, licensing, and translation requests related to UNWTO publications. Permission to photocopy UNWTO material in Spain must be obtained through: CEDRO, Centro Español de Derechos Reprográficos Calle Monte Esquinza, Madrid, Spain Tel.: (+34) Fax: (+34) cedro@cedro.org; For authorization of the reproduction of UNWTO works outside of Spain, please contact one of CEDRO s partner organizations, with which bilateral agreements are in place. (See: For all remaining countries as well as for other permissions, requests should be addressed directly to the World Tourism Organization. For applications see:

4 Table of Contents Foreword.... v 1 Introduction Purpose a nd Scope Understanding Ecotourism Ecotourism Defined Ecotourism Demand Ecotourism Certification C ase Studies The Global Sustainable Tourism Criteria The Case Studies Accommodation Sector Lane Cove National Park, Sydney, Australia EcoQueenslander, Australia. 15 Singgahruai Resort Rainforest Lodge, Brunei Sukau Rainforest Lodge, Malaysia. 19 Menjangan Jungle & Beach Resort (MJBR), Indonesia.. 22 Wakatobi Dive Resort, Bali, Indonesia Ulumani Treetops Rainforest Lodge, Papua New Guinea Hotel Sigiriya, Sri Lanka 32 Banyan Tree Hotels and Resorts 34 Matava Resort, Fiji. 38 Koh Ra EcoLodge, Thailand 41 Heritance Kandalama, Sri Lanka Tour Sector Last Descents River Expeditions, China...48 Hong Kong Dolphinwatch, Hong Kong, China...50 Green Discovery Lao, Lao PDR.. 52 New Guinea Eco Tours, Papua New Guinea 54 Tiger Mountain, Nepal..56 Nature Trail Travels & Tours, Trekking and Expeditions, Nepal 59

5 Explore NZ, New Zealand. 61 Dream Nepal Travels and Tours, Nepal. 64 Socialtours.com travels, Nepal 66 Snow Leopard Adventures, India Community Based and Not for Profit Ecotourism Initiatives Sumbiling Eco Village, Brunei.. 71 Chi Phat Community Based Eco Tourism, Cambodia. 73 Mlup Baitong, Cambodia 75 Responsible Tourism Partnership, Sri Lanka 78 5 National Initiatives.80 Australia s National Landscapes, Australia Ecotourism Society Pakistan, Pakistan...81 Jiuzhaigou National Park, China Responsible Travel Club, Vietnam Sri Lanka Ecotourism Foundation (SLEF), Sri Lank..84 Seoul Metropolitan Government, Republic of Korea Conclusions and Recommendations Sustainable Management Maximizing Social and Economic Benefits Cultural Heritage Environment References Ann exes. 91 Annex 1: The Global Sustainable Tourism Criteria Annex 2: 12 Aims of Sustainable Tourism..113 Annex 3: Global Code of Ethics for Tourism Annex 4: Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property (UNESCO, 1970)...123

6 Foreword The World Tourism Organization (UNWTO) is pleased to present its Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific. This comprehensive study is directed towards government institutions, private companies and individuals involved in the ecotourism sector and those concerned more broadly with the environmental, social and economic sustainability of tourism organizations. This compendium compliments previously published UNWTO best practice studies and is specifically designed to provide examples of sustainable ecotourism in practice. Initiated by the Regional Programme for Asia and the Pacific, this publication presents a series of ecotourism case studies from the Asia Pacific region, utilising the Global Sustainable Tourism Criteria to provide examples of how businesses in the region are aiming to achieve best practice in ecotourism. The compendium comes at a pertinent time. Concerned by the continued loss of biological diversity, the United Nations Assembly declared 2010 the International Year of Biodiversity and UNWTO dedicated the World Tourism Day celebrations to the theme Tourism and Biodiversity. UNWTO aims to raise awareness and calls upon tourism stakeholders and travellers themselves to contribute to the global responsibility of safeguarding the intricate web of unique species and ecosystems that make up our planet. Ecotourism, as a niche tourism market, is considered to be one of the fastest growing segments of the tourism industry. If developed correctly, ecotourism can be a beneficial by-product of the sustainability agenda, attributable to the notion that ecologically fragile and natural areas can be protected with the financial returns of ecotourism activities. While ecotourism is growing rapidly, many tourism operators still do not fully understand the concept and what it means to be a sustainable ecotourism operator. Given this context, the Regional Programme for Asia and the Pacific called for contributions from UNWTO member states to submit practical case studies of organizations and private companies within the region that have adopted and implemented sustainability initiatives into their operations and management. We expect that the outcome of this study will pave the way for the UNWTO Commission for East Asia and the Pacific (CAP) and UNWTO Commission for South Asia (CSA) member states to operate and develop their tourism businesses in a way which meets the principles of sustainable tourism, with the support of the Global Sustainable Tourism Criteria as a benchmark. The World Tourism Organization would like to reiterate its gratitude to all those Member States, private companies and organizations that submitted case studies and have been willing to share their valuable experiences with others. Their contribution

7 and inputs for the preparation of this compendium will undoubtedly be appreciated by their counterparts in other parts of the world and be of great use to many other readers from the public, private, NGO and academic sectors all over the world. We thank Dr. Lisa Ruhanen and Ms. Leonie Bowles from The University of Queensland, Australia, for providing the technical support for this study. I congratulate the Regional Programme for Asia and the Pacific for their initiative in commissioning this study, as well as the Programme for Sustainable Development of Tourism for guiding the technical aspects of the study. Taleb Rifai Secretary-General World Tourism Organization (UNWTO)

8 1 1. Introduction Ecotourism, as a niche tourism market, is considered to be one of the fastest growing segments of the tourism industry. Some have claimed that ecotourism is increasing by 25% to 30% a year (Hassan, 2000; Jones, 2005; Pforr, 2001; Sharpley, 2006; Wood, 2002) and most tourism forecasters predict ecotourism to grow further over the coming years, driven by consumer concerns over environmental and climate changes. The development of ecotourism has been a beneficial by-product of the sustainability agenda and is based on the idea that ecologically fragile and natural areas can be protected with the financial returns of ecotourism activities. Indeed, ecotourism aims to promote conservation through a sustainable management regime under a protection through usage approach with the objective of creating a greener tourism industry and an increase in the ecological and socio-cultural awareness and behaviour of tourists (Pforr, 2001). Indeed, most definitions hold that ecotourism should be minimally disruptive to the natural and cultural setting in which it occurs; that is, it should be sustainable (Weaver, 2008). While ecotourism is growing, many tourism operators do not fully understand its concept: what it means, what activities qualify, who participates, where it occurs, what impact is acceptable, or how it can be optimally managed (Weaver, 2008). Although there are numerous criteria and guidelines that have been developed to assist and guide tourism operators, these are often difficult to identify, require a financial commitment or accreditation process and/or simply provide a list of dos and don ts for operators. The Global Sustainable Tourism Criteria (GSTC), an initiative by a group of organizations comprising the World Tourism Organization (UNWTO), the United Nations Foundation, the United Nations Environment Programme, the Rainforest Alliance and many others from the private and public sector provides the tools to address this disparity. To develop the criteria, the Global Sustainable Tourism Council consulted with almost 100,000 tourism stakeholders and analysed over 4,500 criteria from more than 60 existing certification schemes and voluntary sets of criteria. The GSTC are designed as voluntary standards that represent the minimum any tourism business should aspire to in order to protect and sustain the world snatural and cultural resources while ensuring tourism meets its potential as a tool for poverty alleviation. Due to the nature of ecotourism with its underpinning sustainable development objectives and environmental focus, ecotourism businesses should arguably be at the forefront in meeting such standards.

9 2 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific 2. Purpose and Scope Set within the context of the UNWTO s 12 Aims of Sustainable Tourism, and building on UNWTO s knowledge and leadership in ecotourism, this study utilises the established GSTC criteria developed by the aforementioned organizations to illustrate the practical application of ecotourism principles to ecotourism business operations. Drawing on the practices and experiences of 26 ecotourism organizations and private companies in the Asia Pacific region, this compendium provides specific case studies demonstrating ecotourism in practice and illustrates how tourism operators are aiming to meet the principles of sustainable tourism, as benchmarked against the GSTC. In addition, a further six examples of national ecotourism initiatives are presented. Case studies utilised in this guide were invited from each UNWTO Member States and countries in the Asia Pacific region through a variety of avenues. Firstly, all ministries with tourism in their portfolio were asked to recommend ecotourism operators in their State. Further, a number of expert consultants were approached for their suggestions and recommendations. Subsequent to this, additional organizations were contacted with an invitation through national based ecotourism organizations such as Ecotourism Australia and the Ecotourism Society of Pakistan. Each organization was required to complete an organization profile form as well as respond to each of the GSTC. Organizations were requested to specifically detail how they aimed to address each of the criterion. After these forms were submitted, the authors determined if an organization had complied with a sufficient number of criteria to be deemed representative of striving to apply the elements of the GSTC and thus be included in the compendium. The GSTC definitions are presented in an annex. Also included in this annex is a checklist to assist readers to understand how they can apply the GSTC to their own operations. Further annexes for reference include UNWTO/UNEP s 12 Aims of Sustainable Tourism; the Global Code of Ethics for Tourism; and the UNESCO Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property 1970.

10 Understanding Ecotourism 3 3. Understanding Ecotourism 3.1 Ecotourism Defined While ecotourism has been defined by many authors and organizations, most definitions commonly include the notion that ecotourism should be minimally disruptive to the natural and cultural setting in which it occurs (Weaver, 2008). Fennel (2001) suggests that ecotourism is: A sustainable, non-invasive form of nature based tourism that focuses primarily on learning about nature first-hand, and which is ethically managed to be low impact, nonconsumptive, and locally oriented (control, benefits and scale). It typically occurs in natural areas, and should contribute to the conservation of such areas. The UNWTO (2001) defines ecotourism as: Nature-based forms of tourism in which the main motivation of the tourists is the observation and appreciation of nature as well as the traditional cultures prevailing in natural areas. Containing educational and interpretation features. Generally, but not exclusively, organised for small groups by specialized and small locally-owned businesses. Foreign operators of varying sizes also organize, operate and/or market ecotourism tours, generally for small groups. Minimizing negative impacts on the natural and socio-cultural environment. Supporting the protection of natural areas by: Generating economic benefits for host communities, organizations and authorities that are responsible for conserving natural areas; creating jobs and income opportunities for local communities; and increasing awareness both among locals and tourists of the need to conserve natural and cultural assets. Ecotourism is unique in the tourism sector as it is both a concept guided by underpinning principles and philosophies and a specific market segment (Wood, 2002). That is, it incorporates particular ideas, values and attitudes towards the use of the environment for travel and tourism and concomitantly refers to a specific niche market within the broader tourism industry. Importantly, ecotourism aims to promote conservation through a sustainable management regime under a protection through usage approach with the objective of creating a greener tourism industry and an increase in the ecological and socio-cultural awareness and behaviour of tourists (Pforr, 2001). Certainly, ecotourism is closely linked to the concept of sustainable tourism and should therefore be consistent with the principles of the parental paradigm of sustainable development; balancing economic, ecological, and social aspects as an integrated whole (Pforr, 2001). For instance, at the 2002 World Ecotourism Summit, it was agreed that ecotourism follows the principles of sustainable tourism with regards to

11 4 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific managing the economic, social and environmental impacts of tourism, but, more specifically, ecotourism: Contributes to the conservation of natural and cultural heritage; includes local and indigenous communities in its planning, development and operation; interprets the natural and cultural heritage of the destination to visitors; lends itself to independent travellers and organized tours for small groups (UNWTO, 2002). 3.2 Ecotourism Demand Ecotourism has gained prominence in the marketplace due to continuing changes in consumer demand and expectations regarding the environment and the impact of tourism activities (see box 1). Since the 1980s the green consumer has emerged in Western societies characterised by heightened environmental concern and the growth of environmentally friendly attitudes among the general public (Weaver, 2008). Ecotourists are generally recognized as caring about nature and the environment, and are consequently assumed to leave a smaller ecological footprint than those tourists who do not include nature as a central decision criterion into their vacation or destination choice. In a review of ecotourism studies, Eagles (1992) attempted to differentiate the motives of ecotourists from mainstream tourists. Although many of the reasons for travel were attributed to the characteristics of the destination as opposed to internal motivations, factors such as learning about nature, being physically active and meeting people with similar interest were the most important needs for ecotourists. In addition, environmental learning and appreciation are expected outcomes of interaction between the tourist and the environment, and the goals include environmental, socio-cultural, and economic sustainability (Weaver, 2008). Box 1. Changing consumer trends and tourist demand Recent studies have found that: 83% of British package tourists claim that a dirty or polluted beach impacts their destination selection. 61% of tourists from the United States of America (USA) are looking for travel experiences involving well-preserved natural, historical or cultural sites and three in four feel that it is important that their visits do not damage the environment. Three in four British tourists agree that their trip should include experiences of local culture and food.

12 Understanding Ecotourism 5 53% of tourists from the United States claim they enjoy their trip more when they learn about the destination scustoms, geography and culture. 51% of British tourists say that food or water shortages for locals matter a great deal to them in their choice of destination. 65% of British tourists feel that the reputation of the holiday company on environmental issues is important. 82% of Dutch tourists believe that integrating environmental information into travel brochures is a good idea. 69% of Danish tourists staying in eco-labelled hotels are willing to pay more for such accommodation. 53% of British tourists would be prepared to pay more for their holiday if workers in the destination could be guaranteed good wages and working conditions and 45% would be prepared to support preservation of local environment and reverse the negative environmental effects of tourism. Source: UNEP and UNWTO (2005). According to the recent Green Economy Report issued in February 2011: Tourist choices are increasingly influenced by sustainability considerations. Ecotourism, nature, heritage, cultural, adventure, rural and community tourism are taking the lead in tourism markets and predicted to grow most rapidly. Trip Advisor survey for travellers (2007): 38% environmentally friendly tourism is a consideration when travelling, 38% had stayed at an environmentally-friendly hotel, 34% are willing to pay more to stay in environmentally-friendly hotels, 34% international tourists are willing to pay extra for sustainable tourism options (World Economic Forum 2009), 50% international tourists are willing to pay more to companies that benefit local communities and conservation (Center on Ecotourism and Sustainable Development and International Ecotourism Society study 2005), 52% travellers are more likely to book a holiday with a company that has a written code to guarantee good working conditions, protect the environment and support local charities (Netherlands Development Organisation study, United Kingdom 2009), Willingness to pay (WTP) studies: WTP for entrance fees to Manuel Antonio National Park (Costa Rica) from international tourists: US$ 12, compared to US$ 6 actual entrance fee (Wells, 1997). Source: UNEP UNWTO (2011).

13 6 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific 3.3 Ecotourism Certification Many companies assume that green sells and therefore the ecotourism label may be appropriated as a marketing ploy to convey a misleading image of environmental responsibility (Weaver, 2008). As a result there is a growing prevalence of greenwashing, that is, deliberate misrepresentation of products and services as ecotourism, green, sustainable, environmentally friendly and carbon friendly. To some extent, ecotourism certification can address these issues. Ecotourism certification ensures ecotourism products are credible by providing specific criteria and benchmarks to which operators must conform (Crabtree, O Reilly and Worboys, 2002). Reflecting the growing demand for certification, between 1992 and 2002 there were 60 voluntary green certification processes developed for the tourism industry. The majority of these programmes (78%) were based in Europe, 17% outside of Europe, and 5% had an international focus. In 2008, there were an estimated 500 programmes for carbon pollution measurement, management and mitigation (Tourism Queensland, 2008). Successfully obtaining ecotourism certification can provide competitive advantage benefits to tourism operators such as: improved consumer recognition; product differentiation; and a quality assurance framework. For local communities, an effective ecotourism scheme can help to guarantee a more appropriate return from ecotourism as well as provide financial or in-kind support for local conservation efforts (Crabtree et al, 2002). Accreditation schemes and other benchmarking criteria can be a useful tool for organizations practices. Criteria enable organizations to be influenced and guided by common definitions, principles and understanding of minimum standards of adherence. With a set of criteria to act as a compass, organizations can more readily implement sustainable and ecotourism principles. Further, it is not only operators who benefit from criteria; tourists and tourism intermediaries are better informed and gain a deeper confidence when guided by a mark or logo indicating a provider complies to a certain set of criteria. A main objective of the Global Sustainable Tourism Council (the body responsible for the implementation of the GSTC) is the creation of a global accreditation programme which will accredit the compliance of existing certification schemes with the global criteria for sustainable tourism.

14 Case studies 7 4. Case Studies The Regional Programme for Asia and the Pacific facilitated the development of this compendium in order to provide Member States and other countries in the region with a tool to assist in the development and management of ecotourism operations based on the principles of sustainable development. Tourism is a unique industry which can facilitate social and economic development, promote the preservation of natural resources and encourage the practices of local traditions and customs. The international community and many governments have also identified tourism as an instrument for poverty alleviation. Ecotourism, if appropriately developed and managed, is a form of tourism which can be used by member States to boost tourism activity in a quality and sustainable way. Importantly, the GSTC are tools to assist operators with what should be done, not how to do it. Recognising this gap, this compendium has been prepared to provide tourism operators in the Asia Pacific with practical examples of initiatives, products, services and activities which exemplify the criteria in practice. The purpose of the compendium is not to critique individual businesses and organizations but instead to provide practical examples of businesses that have put in place initiatives which align with the various GSTC. Certainly, the organizations featured here profess to be continually developing and introducing new products, processes and practices to address the principles of sustainable tourism. 4.1 The Global Sustainable Tourism Criteria It must be noted that the compendium represents an application of the GSTC criteria to practice. The authors utilised the existing GSTC criteria developed by the organizations previously noted as comprising the Global Sustainable Tourism Council. The GSTC are tabulated below for ease of reference. A. Demonstrate effective sustainable management. A.1 A.2 The company has implemented a long-term sustainability management system that is suitable to its reality and scale, and that considers environmental, sociocultural, quality, health, and safety issues. The company is in compliance with all relevant international or local legislation and regulations (including, among others, health, safety, labour, and environmental aspects). A.3 All personnel receive periodic training regarding their role in the management of environmental, socio-cultural, health, and safety practices. A.4 Customer satisfaction is measured and corrective action taken where appropriate. A.5 Promotional materials are accurate and complete and do not promise more than can be delivered by the business. A.6 Design and construction of buildings and infrastructure: A.6.1 comply with local zoning and protected or heritage area requirements;

15 8 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific A.6.2 A.6.3 A.6.4 respect the natural or cultural heritage surroundings in siting, design, impact assessment, and land rights and acquisition; use locally appropriate principles of sustainable construction; provide access for persons with special needs. Information about and interpretation of the natural surroundings, local culture, A.7 and cultural heritage is provided to customers, as well as explaining appropriate behaviour while visiting natural areas, living cultures, and cultural heritage sites. B. Maximize social and economic benefits to the local community and minimize negative impacts. The company actively supports initiatives for social and infrastructure B.1 community development including, among others, education, health, and sanitation. B.2 Local residents are employed, including in management positions. Training is offered as necessary. B.3 Local and fair-trade services and goods are purchased by the business, where available. The company offers the means for local small entrepreneurs to develop and B.4 sell sustainable products that are based on the area s nature, history, and culture (including food and drink, crafts, performance arts, agricultural products, etc.). A code of conduct for activities in indigenous and local communities has B.5 been developed, with the consent of and in collaboration with the community. B.6 The company has implemented a policy against commercial exploitation, particularly of children and adolescents, including sexual exploitation. B.7 The company is equitable in hiring women and local minorities, including in management positions, while restraining child labour. B.8 The international or national legal protection of employees is respected, and employees are paid a living wage. B.9 The activities of the company do not jeopardize the provision of basic services, such as water, energy, or sanitation, to neighboring communities. C. Maximize benefits to cultural heritage and minimize negative impacts. C.1 The company follows established guidelines or a code of behaviour for visits to culturally or historically sensitive sites, in order to minimize visitor impact and maximize enjoyment. C.2 Historical and archeological artefacts are not sold, traded, or displayed, except as permitted by law. The business contributes to the protection of local historical, archeological, C.3 culturally, and spiritually important properties and sites, and does not impede access to them by local residents. The business uses elements of local art, architecture, or cultural heritage in C.4 its operations, design, decoration, food, or shops; while respecting the intellectual property rights of local communities. D. Maximize benefits to the environment and minimize negative impacts. D.1 Conserving resources: D.1.1 purchasing policy favours environmentally friendly products for building materials, capital goods, food, and consumables; D.1.2 the purchase of disposable and consumable goods is measured, and the business actively seeks ways to reduce their use; energy consumption should be measured, sources indicated, and measures D.1.3 to decrease overall consumption should be adopted, while encouraging the use of renewable energy;

16 Case studies 9 D.1.4 water consumption should be measured, sources indicated, and measures to decrease overall consumption should be adopted. D.2 Reducing pollution: greenhouse gas emissions from all sources controlled by the business are D.2.1 measured, and procedures are implemented to reduce and offset them as a way to achieve climate neutrality; D.2.2 wastewater, including grey water, is treated effectively and reused where possible. D.2.3 a solid waste management plan is implemented, with quantitative goals to minimize waste that is not reused or recycled; the use of harmful substances, including pesticides, paints, swimming pool D.2.4 disinfectants, and cleaning materials, is minimized; substituted, when available, by innocuous products; and all chemical use is properly managed; D.2.5 the business implements practices to reduce pollution from noise, light, runoff, erosion, ozone-depleting compounds, and air and soil contaminants. D.3 Conserving biodiversity, ecosystems, and landscapes: wildlife species are only harvested from the wild, consumed, displayed, D.3.1 sold, or internationally traded, as part of a regulated activity that ensures that their utilization is sustainable; no captive wildlife is held, except for properly regulated activities, and living D.3.2 specimens of protected wildlife species are only kept by those authorized and suitably equipped to house and care for them; D.3.3 the business uses native species for landscaping and restoration, and takes measures to avoid the introduction of invasive alien species; the business contributes to the support of biodiversity conservation, D.3.4 including supporting natural protected areas and areas of high biodiversity value; interactions with wildlife must not produce adverse effects on the viability of D.3.5 populations in the wild; and any disturbance of natural ecosystems is minimized, rehabilitated, and there is a compensatory contribution to conservation management.

17 10 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific 4.2 The Case Studies In total 32 case studies were received from 16 Member States in the region. There are twelve organizations represented in the accommodation sector; ten in the tour sector; four community based and not for profit ecotourism initiatives; and six national initiatives. The Member States and countries included (in alphabetical order) are: Australia, Brunei, Cambodia, China, Fiji, Hong Kong (China), India, Indonesia, Republic of Korea, Lao People s Democratic Republic, Malaysia, Nepal, New Zealand, Pakistan, Papua New Guinea, Sri Lanka, Thailand and Vietnam. Lane Cove River Tourist Park, Australia EcoQueenslander, Australia Singgahruai Resort-Rainforest Lodge, Brunei Darussalam Sukau Rainforest Lodge, Malaysia Menjangan Jungle & Beach Resort (MJBR), Indonesia Wakatobi Dive Resort, Bali, Indonesia Ulumani Treetops Rainforest Lodge, Papua New Guinea Hotel Sigiriya, Sri Lanka Banyan Tree Hotels and Resorts Matava Resort, Fiji Koh Ra EcoLodge, Thailand Heritance Kandalama, Sri Lanka Last Descents River Expeditions, China Hong Kong Dolphinwatch, Hong Kong,China Green Discovery Lao, Lao PDR New Guinea Eco Tours, Papua New Guinea Tiger Mountain, Nepal Nature Trail Travels & Tours, Trekking and Expeditions, Nepal Explore NZ, New Zealand Dream Nepal Travels and Tours, Nepal Socialtours.com travels, Nepal Snowleopard Tours, India Sumbiling Eco Village, Brunei Chi Phat Community Based Eco Tourism, Cambodia Mlup Baitong, Cambodia Responsible Tourism Partnership, Sri Lanka Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Accommodation Tours Tours Tours Tours Tours Tours Tours Tours Tours Tours Community Based / Not for Profit Community Based / Not for Profit Community Based / Not for Profit Community Based / Not for Profit

18 Case studies Accommodation Sector Lane Cove National Park, Sydney, Australia Lane Cove River Park is the only National Park tourist park in the locality of a major city anywhere in the world where every dollar spent in the Park goes directly towards maintaining our precious environment and perpetuating our carbon neutral footprint. Business Model Andrew Daff, Manager, Lane Cove River Tourist Park Lane Cove River Tourist Park (LCRTP) is a unique business unit within the New South Wales Department of Environment and Climate Change. A large recreational tourist park, it is located only 10 km from the Sydney Central Business District, and contains almost 300 caravan, campervan and tent sites, as well as 28 self-contained guest cabins with facilities. The park accommodates over 130,000 visitors every year. Ecotourism Practices The park has implemented a whole of business environmental plan that is developed around eight key components and designed to cover every aspect of the operation of the business to ensure sustainability: (i) Community education and business education, (ii) carbon reduction and eradication of carbon footprint, (iii) water management, (iv) habitat creation and biodiversity, (v) recycle, reuse, and minimise waste, (vi) pest and weed abatement and management, (vii) investment in our people, (viii) sustainable ecotourism models, partners and recognition. LCRTP s approach to using their Green Initiatives plan as a marketing tool is paying financial dividends that allow them to continue investment into their programme and funding expansions of their programme. They are further making some inroads into changing the behaviour and bringing environmental awareness to local businesses, communities and visitors through education and practical means. As an addition to the plan, the park is working on an Aboriginal and heritage component to reintroduce Aboriginal history and culture into the local area. Resources Website Energy Wise Case Study Environmental and Social Responsibility Policy June Effective Sustainable Management Sustainability management: Implementation of the park s environmental plan and green marketing plan saw an increase in gross business of 14% in the first half of The park s environmental management and marketing programmes and desire for sustainable tourism are being used as a model for other industry ventures in

19 12 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific conjunction with the University of New South Wales. They also sponsor the New South Wales Science Teachers Young Scientist Awards and partner on sustainability initiatives with organizations such as Easy Being Green, and the Sydney Metropolitan Land Council. (GSTC: A.1) Staff training: All staff have undertaken a certificate course in Caravan Park Operations focusing on the environment; two staff are trained in National Parks and Wildlife Pest management (fox and rabbit baiting); one of the staff has been trained in GIS (Geographic Information System) animal tracking and recording technology; all staff rotate into field operations, specifically land care, bush regeneration and native garden maintenance. (GSTC: A.2) ENVIRONMENT Lane Cove River Tourist Park, Australia, has: implemented 18 recycling stations around the park for paper, plastic, and metals; implemented recycling bins and information sheets about recycling in guest cabins; changed the bookings policy to not require deposits, thus saving on printed receipts; changed purchasing policy to only use recycled paper goods (toilet paper, printed paper); implemented an online booking system via their own website that has drastically reduced reliance on printed promotional material; the office that now functions in an environmentally friendly manner; park s own on-site compost centre where green waste is now collectively recycled; integrated the booking sheets to include a map, check-in form, park rules, and information on one sheet, replacing three individual sheets. Energy consumption: The park is the only New South Wales State Government unit to use 100% accredited green energy. A number of energy reducing measures have being instigated including installation of solar stations in the park to generate renewable solar energy; development and promotion of in-house carbon offset programme; use of electric vehicles (recharged by solar) to minimise carbon vehicle emissions; a tree planting programme (500 per year); replacement of the park s entire incandescent light globe stock (3,000) with energy efficient globes; switching all of the park s hot water to natural gas; and energy efficient design and refurbishment of park buildings. (GSTC D.1.3) Biodiversity conservation: The park has developed habitat areas throughout the park for reptilian and amphibian species and has instigated a regeneration programme for local threatened plant species. The organization also undertakes continual tree planting and bush regeneration programmes in conjunction with the local community and has sponsored an Australian National University research project into a local lizard population. (GSTC D.3.4)

20 Case studies 13 Questions and answers with Andrew Daff, Manager, Lane Cove River Tourist Park, NSW National Parks and Wildlife Service, Australia Q: What mechanisms do you employ to measure your energy consumption? A: We are quite lucky to have grid connected electricity and gas is metered to the site. We are able to calculate consumption based on our invoices, and subsequently determine carbon from each source of energy in order to ensure we have neutralized those elements of gas emissions that affect our carbon footprint. We record data from energy accounts into a spreadsheet when the account is issued to us. We also input data on our guest numbers and visitor numbers as well. This allows us to monitor our consumption per guest as well as develop an overall park usage figure. Our alternate energy sources are measured electronically at the inverter. As we have a number of power installations, we have managed to wirelessly join all of the electronic data readers from solar installations and generate a report on that data which is also collected and stored in our energy database. By determining how much we are generating in renewable energy, we are also able to determine how much we are saving in real terms and better determine pay back periods for solar installation. Q: Have you decreased consumption and how has that impacted on your energy use? A: The short answer is yes, we have decreased consumption from grid sources. Overall our consumption remains relatively static, this is largely because we have substituted renewable energy generation and energy efficient appliances and lighting against our grid usage. By installing energy efficient lighting, upgrading our white goods to the highest energy ratings possible and ensuring that energy saving devices in cabins eliminate electrical standby usage we have engineered an overall reduction in consumption. Interestingly, when I say our consumption is static, in terms of costs we are paying the same amount for our annual electricity now (2009/2010) as what we were in 2005/2006. This is an interesting statistic in itself, but when one adds the fact that visitor numbers show compound growth of, on average, 11% per annum; this is a very encouraging statistic. We are witnessing that the more renewable energy we install, the less grid energy we use even with an above average industry guest growth rate. This has convinced us to continue to roll out renewable energy whenever possible. Even a single kilowatt of solar has an impact, so no installation is ever too small. Q: How do you encourage the use of renewable energy to your guests? A: We have a comprehensive education program around alternate energy. We have been a little clever in our solar station designs and placements. For instance, our 10KWh system is in a very public area and, in its design, we incorporated a variety of habitat creation projects, including permanent water, recreating low growth heath environments and implementing natural sheltered areas through the use of sticks and logs. The area is now populated by several native wildlife species and we use that area to show our guests wildlife and habitat. In as much as we tried to be subtle in the design, 10KWh of PV panels tend to stick out, so we get a lot of questions about them during the tours. We also ensure that we place as much interpretive signage as possible around our installations. If one person can go home and think that a solar array would work for them then we have assisted in change and that s what we strive to do. We are also looking at technology that will publicly display consumption rates and carbon dioxide rates to guests when they stay with us. We believe that every individual will make their own call on renewable energy and climate change, so instead of scaring people into changing, we provide demonstrations designed to facilitate change. This seems to work well with our guests.

21 14 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Solar system in National Parks and Wildlife service

22 Case studies 15 EcoQueenslander, Australia Our vision was to establish holiday accommodation that demonstrates sustainable living is possible in a residential property and that we can be gentler on the environment on an everyday basis without compromising on comfort. Guests tell us that they want to do the same at their home!. Business Model Cécile Espigolé, Owner, EcoQueenslander Australia EcoQueenslander is a self-contained, craftsman-built and sustainable holiday home that opened in April 2009 in Maryborough, Queensland, Australia. The owners of EcoQueenslander are passionate about educating people in a practical and sustainable way about the environment and their impact on it. EcoQueenslander are concious that tourism and protection of the environment are seldom complementary. As transport (associated with toursim) treads a heavy carbon footprint on the environment they believe staying in sustainable accommodation is a way of partially offsetting the impact of transport. Ecotourism Practices The home was restored in an environmentally-friendly way and sustainable features were added. The main features include solar electricity; two 5,500 litre rainwater tanks; insulation; energy efficient lighting; fans; and insect screens. The holiday home owners provide information and organise workshops on green living; provide bicycles free of charge to encourage guests to leave their car at the home when they visit the town; and only offer holiday packages in association with other green businesses. EcoQueenslander has achieved carbon neutral status. A solar energy system was installed in 2010 and within four months EcoQueenslander s total carbon footprint was greatly reduced and more than 80% less than the average Australian household which produces 14 tonnes of carbon per year (Australian Greenhouse Office, 2006). EcoQueenslander has created a blog which is constantly updated with useful information on presentations, events, latest news and also provides resources for other organizations or home owners to use to assist in their efforts to reduce their carbon footprint. Refereces Website Low Carbon Diet (used at the organization s Go-Greener Workshops) Blog Effective Sustainable Management Respect of natural and cultural heritage in design, siting, land rights and acquisition: Maryborough in Queensland, Australia, features many restored and maintained traditional homes. Eco Queenslander was restored to maintain all its original features

23 16 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific and the home s cultural heritage. (GSTC A.6.2) Maximize Social and Economic Benefits Support other local bus inesses: Weekend and holiday packages offered via Eco- By Queenslander are in association with other sustainable businesses b in the area. creating a network of responsible tourism businesses, it allows visitors to shift from one operator to another throughout their stay in the region without needing to do further research on sustainability credentials. (GSTC B.1) Environment Lack of chemi cal use: EcoQueenslander uses only environmentally friendly washing, cleaning detergents and airr fresheners. (GSTC D.2.4) Reduction of pollution: The holiday house provides bicycles for guests to encourage them not to use their car. (GSTC D.2.5) September 2008: Before the house was converted into a sustainable holiday home. May 2010: After the transformation solar panels were installed on the roof, r a native garden was planted and water tanks were installed. EcoQueenslan nder has two 5,000 litre rainwater tanks using gravity feed f to avoid the use of an electric or mechanical pump; one is connected to thee washing machine; the other one is used for watering the garden.

24 Case studies 17 Singgahruai Resort - Rainforest Lodge, Brunei Our mission is to be a market leader who is totally committed to world best practice. Our target is to exceed customer expectation whilst achieving above industry gross operating profit. Business Model Haime Jikilani, Resort and Homestay Developer Singgahruai Resort Rainforest Lodge is a homestay and ecoresort as well as a KNK (Kenali Negara Kitani) partner of Brunei Tourism Board, Brunei Darussalam. The resort uses Sukang; Melilas and Iban Muslim longhouses for accommodation and other recreational related activities for visitors of the homestay programme. Activities include jungle trekking, visiting Ingai waterfalls, overnight camping, team building activities, cultural dance performances, night jungle and river safari and rice harvesting. Ecotourism Practices The continual development of the homestay programme is undertaken in collaboration with the local community with a focus on: Establishing and maintaining good business relationships with the local stakeholders. Working as partners with Brunei Tourism in promoting ecotourism as well as educating local tour operators. Aggressive marketing promotions through media, newspaper, radio and, recently, a joint programme with the local television in the form of a photography programme called Brunei Shutters. Every year Singgahruai Resort staff travel from school to school to provide more information on their services and products and to create awareness for the students and teachers on the importance of ecotourism to the economy. The resort has developed a Tourism Destination Management (TDM) plan which addresses land use planning, business permits and zoning controls, environmental and other regulations, business association initiatives and a host of other techniques to shape the development and daily operation of tourism-related activities. The resort strongly believes managing tourism destinations is an important part of controlling tourism s environmental impacts. Resources Website Maximize Social and Economic Benefits Actively su pports local initiatives : Up to 35% of the company s annual income is reinvested into the local community. (GSTC B.1) Employment of local staff: All of the operation s staff are hired locally. A portion of the annual operating budget is allocated to training and staff development. Combined with sponsorship from Brunei Tourism, staff undergo training modules as often as once a month. (GTSC B.2)

25 18 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Employee pro tection: Employees are protected by Brunei Labour Act and laws and all employees are paid overtime; are entitled to annual paid vacation; and are provided with health insurance. (GSTC B.8) Environment Business imp lements p ractices t o reduce pollution: The resort s management performs regular site audits to identify sources of potential pollution during daily activities and pollution (emissions, effluent and waste) management plans exist. (GSTC D.2.5) Students visiting one of the longhouses. Students visiting the Melias Government school. Students from Australia with Singgahruai Resort Rainforest Lodge staff during a homestay programme.

26 Case studies 19 Sukau Rainforest Lodge, Malaysia The 20-room lodge is an international award winning lodge that operates on the principles of ecotourism to benefit the environment, community and the economy. Business Model The Sukau Rainforest Lodge has been in operation since 1995 and is built in an area that is rich in biodiversity and natural heritage beside the Kinabatangan River in Sabah s East Coast which flows 560 km towards the Sulu Sea. The lodge has fuelled the growth and development of wildlife, plant species and local communities that live off this environment. Ecotourism Practices Sukau Rainforest Lodge undertake numerous environmentally friendly operating procedures including the use of solar hot water heaters, four stroke engines and an electric motor for river cruises, rainwater harvesting, use of recycled cooking oil for lighting and incorporating elephant passes on their Hornbill Boardwalk. Over the years, Sukau Rainforest Lodge has been privileged to receive many ecotourism distinctions and recognitions. These include the British Airways Tourism for Tomorrow Award 1997 (Best Ecolodge for Pacific region), National Audubon Society, USA 1999 (Top Ten Ecolodge), IH&RA Environmental Award 1999 (Runner-up), Ecoclub.com (Ecolodge Award 2006 Third Prize), World Travel Award 2008 (Top Nine World Leading Ecolodge & Top Five Asia Leading Green Hotel), World Travel Award 2009 (World Leading Ecolodge & Asia Leading Green Hotel), and National Geographic Adventure s Magazine 2009 (50 Top Jungle Lodges). Since 1995, various community-based and environmental projects were carried out under the resort s non-profit division, Sukau Ecotourism Research and Development Centre (SERDC) and from 2006, under Borneo Ecotourism Solutions and Technologies (BEST). These include weed clearing, supply of over 50 water tanks to the local community, wildlife rehabilitation, tree planting project (KWICORP) and medical projects, among others. To carry out these projects, since 2001 the resort has set aside US$ 1 for every international adult guest who stays at their lodge while their sister company, Borneo Eco Tours also contributed RM8.00 per tourist who stayed with them amounting to a total of RM50, per annum. More recently, in 2009, Sukau Rainforest Lodge started collecting the Voluntary Conservation Levy (VCL) of RM 20 per guest for the World Wildlife Fund (WWF), to enhance conservation efforts along the Kinabatangan River. Resources Website Effective Sustainable Management Respect of natural a nd cultural setting: The site was purchased from a local gentleman of Sukau at his request to create job opportunities for his family members.

27 20 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific The lodge now employs members of his family and immediate local community. (GSTC A.6.2) Local principles of sustainable construction: When the lodge was originally built in 1995, materials were sourced from the local area. The lodge has been recently renovated with as much original lodge material as possible. The design of the lodge was based on international ecotourism guidelines and local architectural designs. Special needs access and designated rooms have been incorporated into the renovated lodge. (GSTC A.6.3, A.6.4) Information and interp retation of local surrounds: The lodge s in-house naturalist and guides conduct daily in-depth interpretation guided walks at the Hornbill Boardwalk, hold nightly slide show viewings and river cruises for wildlife spotting for guests. Guests are given a briefing on conduct and safety before starting the activity. The Lodge also publishes informative handbooks for Hornbill Boardwalk and Lower Kinabatangan Wildlife Sanctuary in partnership with WWF. (GSTC A.7) Maximize Social and Economic Benefits Local support: Activities are conducted through the lodge s non-profit organization, Borneo Ecotourism Solutions and Technologies (BEST) Society, aimed at reaching out to the local community and conserving the local environment. As part of BEST Society, Sukau also organises medical projects and an educational programme for students to visit the lodge. (GSTC B.1) Local goo ds and services purchased: Tree seedlings are purchased from local villages; freshwater fish and prawns are purchased from local fisherman; and fresh vegetables are purchased from local villages (when available). Sukau only uses handcrafted wooden boats made from recycled logs made by the local craftsmen. (GSTC B.3) BEST Society: Company activities do not jeopardize local access to resource s: The lodge harvests its own water from the river and collects rainwater. Solar panels are used to heat up water for guests showers. Sukau has provided free water tanks to over 50 families in the local community so they too can collect rainwater for use. (GSTC B.9) Cultural Heritage Company follo ws guidelines an d codes of behaviour for guests: Guidelines and codes of practice have been in place since its opening in Reviews to update these guidelines and codes are done regularly to align with changes in trends. The core principles are still relevant and are still able to be used as the basis for most of the operational decisions made at the lodge. (GSTC C.1) Environment Conserving resources: Sukau Lodge are conscious to conserve resources. Simple initiatives include: river water filtering for bathing and washing; use of solar panels for water heating; use of recycled cooking oil for lighting at dinner time; battery powered electric motor for wildlife river cruises and the use of reusable Borneo Mugs to replace 10,000 plastic mineral bottles per annum. (GSTC D.1)

28 Case studies 21 Guests enjoying an interpretationn walk provided by staff of the lodge. The walks are conducted along off- the-ground wooden platforms to reduce damage on vegetation and habitats. Conserving b iodiversity: The lodge s KWICORP (Kinabatangan Wildlife Corridor Regeneration Programme) ) Tree Planting Project has beenn in place since The lodge is also involved with KiTA (Kinabatangan Tour and Lodge Operators Association) which works closely with WWF to institute a code of practice for wildlife viewing, patrolling, education and awareness, funded by the Voluntary Conservation Levy that t is collected from each guest that t visits Sukau. Staff at Sukau promoting the resort snew reuseable drinking mugs. Sukauu Rainforest Lodge river cruise boats are all equipped with electric motors to avoid noise pollution.

29 22 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Menjangan Jungle & Beach Resort (MJBR), Indonesia Menjangan Jungle and Beach Resort actively supports the natural forest and the marine tourism activity concept, which has been integrated with the Resort s vision to demonstrate the best practices of sustainable development and naturebased tourism in National Parks in Indonesia. Business Model The Menjangan Jungle and Beach Resort (MJBR) covers an area of about 382 hectares of land with enormous conservation potential. Built to international standards, the resort offers beautiful panoramas and diverse flora and fauna. It is further strengthened by a traditional art and culturally oriented local society, which constitute an integrated part of the ecosystem of the Bali Barat National Park in which the resort is located. To date, the MJBR has developed a variety of nature-based tourism activities that have been combined with a conservation and community development programme. Ecotourism Practices MJBR s mission is to be: ecologically sustainable, economically profitable, and socioculturally acceptable. Mission of ecological sustainability: Maintenance of MJBR natural condition based on environmental quality standards. Decreasing threat and damage against the environment around West Bali National Park. Increasing local awareness about the importance of natural resources and environmental conservation. Reintroduction programme for Bali Starling, the most threatened bird species of the world and endemic to Bali. Mission of economic profitability: The resort will be expanded with eight more eco-friendly units. New products such as educational and research programmes have recently been implemented. The recently built convention centre already hosts a number of national and international events. Mission of socio-cultural acceptance: Creating job opportunities in nature-based tourism business. Increasing environmental awareness through educational programmes and environmental interpretation. Resources Website Effective Sustainable Management Staff training: Staff receive periodic forest fire management to deal with forest fires during the annual long dry season. (GSTC A.3)

30 Case studies 23 Accuracy of promotional mat erial: All promotional material particularly on biodiversity was produced based on scientific data the resort regularly collects. Data is then updated to ensure it is current and accurate. (GSTC A.4) Design and construction of build ings: All buildings were built raised above ground so they do not reduce the ability of the soil to absorb rainwater. Materials used to build the resort were locally made including thatch for the roof. All the facilities were built outside the resort (pre-cast) and then brought on to the resort s grounds in order to reduce disturbance to the environment. (GSTC A.6) Comply with local zoning and respect of natural, cultural or heritage setting: The resort is located in a utilization zone of West Bali National Park, meaning development is allowed. The resort has chosen to only develop 10% of their 382ha to conserve as much of the national park as possible. (GSTC A.6.1) The resort grounds are also home to two sacred Hindu temples used by Balinese for ceremonies at certain times. These temples and ceremonies are respected by the resort and its guests. (GSTC A.6.2) Maximize Social and Economic Benefits Support of local initiatives: The resort runs environmental programmes aimed at school students around the national park. These programmes are run regularly at seven schools in the local area. (GSTC B.1) Purchase o f local goo ds and services: All goods and services are sourced locally. One example is the resort s horse food sourced from a neighbouring farm. (GSTC B.3) Cultural Heritage Contribution to local cultural heritage: The resort management provides donations for the maintenance of Hindu temples in neighbouring villages. (GSTC C.3) Use of local elements such as food, art: The resort s restaurant provides an original West Bali culinary dish called Nasi Kampung Pejarakan. Buildings adopt Balinese architecture, some buildings were built based on facilities that are used by local people in the villages. (GSTC C.4) Environment Greenhouse gas emis sions are c ontrolled: Bicycles and a buggy car are provided for the visitors to use inside the resort (instead of vehicles) to reduce emissions. (GSTC D.2.1) Conserving biodiversity : MJBR established a conservation programme for the Bali Starling (a native bird species) in They manage the programme alongside the West Bali National Park Office and the Bali Starling Captive Breeder Association of Indonesia. They provide 30 nest boxes to support the breeding success of the wild population. Eradication of the invasive plant species Lantana Camara is conducted regularly, with native tree species planted in place of the removed pest species. The Resort also provides salt licks and water pools for wildlife. (GSTC D.3)

31 24 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Making handicrafts with local school s children as part of Menjangan Jungle J Beachh Resort seducation Programme. A meeting with local farmers run by Menjangann Jungle Beach Resort. Staff and local community members planting trees to revegetate beside an off-the-ground boardwalk.

32 Case studies 25 Wakatobi Dive Resort, Bali, Indonesia Our motivation is to help preserve a unique marine environment for future generations by creating alternative livelihoods with employment through marine ecotourism. Business Model Wakatobi Dive Resort, operating since 1996, was the first full time tourism operation in Southeast Sulawesi. The resort has 26 ensuite bungalows, serviced by a restaurant, a dive centre and over 150 mostly local staff, who look after 50 diving guests at any one time. Guests travel from all over the world (including Indonesia) to visit and Wakatobi receives some 1500 guests per year. The founder s goal is to pass on the reefs to future generations in a healthier condition then when he established the resort in Ecotourism Practices Based on the success of a pilot project launched in 1998 that turned six km of reef into an effective no-fishing sanctuary, Wakatobi has continued this unique project with the Collabourative Reef Conservation Programme, designed to motivate the people living within the Wakatobi region to realize the intrinsic value of the reefs and to inspire villagers to take an active role in protecting the marine ecosystem. Currently, this programme includes all 17 communities around the resort and stretches over 20 km (12.5 miles) including some of the finest coral reefs in the world. The program generates close to two hundred thousand dollars annually from guests who dive in these protected areas. The profits are passed directly on to the villages participating in the scheme. The Wakatobi community now no longer fish commercially on these reefs and they also self-police outsiders who stray into these areas. The resort sponsors all schools on the island through scholarship programmes and regularly make substantial contributions to social projects, public events, public infrastructure projects and meetings with village councils. Funds are also used to finance cooperatives with only 1% interest per annnum to help the startup of small businesses. Income spreads into the local community via salaries, reef leases and outsourced services to thousands of people, therefore creating a significant and positive impact. Resources Website Collabourative Reef Conservation Programmes Effective Sustainable Management Long term sustainability management plan: Through the resort/dive operation ssponsorship of a large privately initiated community based marine reserve, they have managed to keep pristine reefs and improve formerly impacted marine habitats. The resort have also created alternative employment for the local community which has reduced pressure on fishing stocks considerably. (GSTC A.1) Customer satisfaction measures and corrective action taken where needed: Staff that are specially trained conduct individual customer satisfaction surveys after guests have stayed 1-2 days to verify and measure service satisfaction and corrective action is taken where appropriate. Focus group sessions with volunteers are run amongst the

33 26 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific guests each week to identify areas for further improvement. On the last day all guests are asked to complete a feedback form which is reviewedby the management and key decision makers. (GSTC A.4) Comply with local zoning requirements: The resort s own local zoning requirements and standards are stricter than those officially declared in the area and monitored by local community patrols. Not only do they comply and support local zoning requirements the resort also finance and manage conservation actively through their multiple award winning Collabourative Community based Reef Resource Management Programme. (GSTC A.6.1) Maximize Social and Economic Benefits Supports c ommunity i nitiatives: The resort sponsors a scholarship programme for all of the schools on the island. The resort also provides monthly sponsorship to all villages in the area to lease their reefs for conservation purposes. These funds are used on public infrastructure development and for financing cooperatives for locals to set up their own businesses. (GSTC B.1) Support lo cal entrepreneurs develop and sell sustainable products: The resort supports local cooperatives through purchasing of local building products and produce. (GSTC B.2) Cultural Heritage Follows established guidelines and codes o f behaviour for visits t o culturally or historically sensitive sites: All island and village visits are conducted with a guide and guests are briefed about appropriate conduct in the local muslim villages. (GSTC C.1) Business uses local e lements: every meal option served to guests uses traditional Indonesian or local cuisine options. (GSTC C.4) Environment Energy consumption: More than half of the resort selectricity production at night goes to the neighbouring village Lamanggau. The resort sponsors electricity (30 kw for >200 houses with energy saving bulbs, 13 hours a day) in exchange for conservation efforts (electricity sponsorship as reef lease payment in kind). (GSTC D.1) Greenhouse gas em issions are measure d and inti tiatives to reduce a re implemented w here possible: Technicians living on site monitor and maintain machines on a 24 hour basis to ensure they are operating efficiently. Solar panels are used to produce the electricity needed on boats, reef posts and at the private airstrip. (GSTC D.2.1) Solid waste manage ment plan implemented: The resort provides refillable glass dispensers for water, soap, shampoo, moisturizer. Staff are required to confirm they understand regulations relating to waste by signing a declaration. Recycable items are donated to locals so they can resell cans, oils and non-refillable bottles to generate income. (GSTC D.2.3)

34 Case studies 27 Guest Testimonies from Wakatobi Dive Resort Wakatobi Dive Resort has been operating since 1995, and in all that time, we've strived to actively capture guest feedback, improve upon problem areas, and to deliver the best possible dive experience in the world. There have been bumps along the way, but in the end, positive guest comments give us the greatest satisfaction, especially when everything goes right!. Below is a sample of guest comments: Crispin Jones, Guest Services, Wakatobi Dive Resort On the first day, both the resort manager and the dive centre manager make it very clear that they want your comments - if they can do anything to improve your stay they will do so. They just ask for the chance to do so. Every guest receives an informal one on one discussion regarding the service being received, looking for ways to make your individual experience better. Unusually, they do listen and make efforts to react quickly to any comments. Chris, September, 2010 What you've done with this remote location is inspirational. From our first dive here, we were overwhelmed. There's just too much to see! But it doesn't stop there. The customer service is inspirational and our divemaster was amazing. Everything was perfect!. Cody and Linda Hale - September 2010 The time went too quickly. The reefs are pristine and spectacular and every dive was extraordinary. The dive team, boat crew and your staff could not have been better. It's nice to meet people who enjoy their work and go above and beyond. Alison, September 2010 I had high expectations of Wakatobi after having my eye on it for ten years. You managed to exceed my expectations in pretty much all areas. Superb service all round, great facilities and the diving was excellent. It is admirable that you have clearly invested so much time, effort and money into conserving this beautiful underwater paradise. This is clearly more than a 'normal' dive resort. Wakatobi is simply stunning both above and below the surface. Vast incredibly vibrant reefs in a biodiversity hotspot. Wakatobi is in a league of its own!. Anonymous

35 28 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Wakatobi Dive Resort sponsors all schools on the island through scholarship programmes. Regular benefits are delivered to the larger community including monthlyy sponsorship of all villagess in the area by leasing reefs for conservation. Wakatobi Dive Resort, a multi-award winning luxury eco-dive resort, offers guests the opportunity to dive in some of the most pristine reefs in the world. At the same time, the resort operates the Collabourative Reef Conservation Programme one of the world s largest privately-funded marine protectedd areas.

36 Case studies 29 Ulumani Treetops Rainforest Lodge, Papua New Guinea Our mission is to preserve the rainforest, respect the traditions of the people, and practice self-taught skills in carpentry, plumbing, furniture making and catering while generating income for the local community in an ecologically sound and sustainable way while providing visitors with a unique Papua New Guinea experience. Business Model The Dipole Family, Owners, Ulumani Lodge Ulumani Treetops Rainforest Lodge is an ecotourism lodge in Milne Bay Province. It features units and a traditional men s war house offering backpacker/budget accommodation set in forested foothills with views over the forest and Milne Bay. Guests are offered guided walks ranging from one hour to two days with an overnight stay in a traditional village. Ulumani Treetops is a bird lover s paradise, home to hornbills, eclectus parrots, cockatoos, and cassowaries, as well as many animals and butterflies. Ulumani Lodge was formed to protect the rainforest after thousands of years of logging in the area. The local community wants to preserve the rainforest that is left and use environmentally friendly ways to benefit from this natural asset. Ecotourism Practices The lodge uses traditional practices to inform their daily operations. The owners only use electricity when guests are staying at the resort and have strict timing regulations on this (i.e. off at 10pm at night and back on at 6am). Many traditional medicinal practices involve the use of the environment, thus the owners ensure they allow for regeneration and foster a sustainable growth system. Resources Website: Effective Sustainable Management Sustainable management plan im plemented: The owners and operators of Ulumani Lodge have always lived in the area, as have their ancestors. The mission for operating an eco-based tourism operation is to be able to preserve the rainforest, respect the traditions of the people, and practise self-taught skills in carpentry, plumbing, electrical, furniture making and catering while generating income for the local community in an ecologically sound and sustainable way. Further, the lodge aims to provide tourists with a unique and truly authentic Papua New Guinea Experience. (GSTC A.1) Design and construction of infrastructure respects the surrounding setting: All buildings at the lodge are built using traditional, local materials. Sago leaves are used for the construction of the roof, sago barks are used for walls, black palm is used for flooring and canes/wild vines are made into ropes to assist in stabilising the building. (GSTC A.6.2)

37 30 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Maximize Social and Economic Benefits Local and fair-trade goods and services are purchased: Vegetables, fish, meat and wood carvings are all purchased locally. (GSTC B.3) Company offers means for locals to sell sustainable products (including performance arts) ba sed on culture: Canoe Festivals and traditional dance performances are held to raise funds for children to be able to access education in the area (GSTC B.4) Cultural Heritage The business contributes to the protection of local histo rical property and does not impede local access: The lodge has a historical war canoe which is displayed at the main village so visitors can visit, take photos and learn more about the design and art work of the canoes. (GSTC C.3) Environment Purchasing policy fa vours environmentally sustainable products: The resort operators live off the land wherever possible. They plant staple foods; build yam houses for certain seasons where the food can be kept; make specific gardens for wet and dry seasons; and smoke dry meat so they can have supply during all seasons. (GSTC D.1.1)

38 Case studies 31 Guests can witnesss the cultural festivals whichh take place in October eachh year. The lodge where guests stay with views of Milne Bay. Guests can canoe in Milne Bay or down the Dawadawa River.

39 32 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Hotel Sigiriya, Sri Lanka The goal of the greening project at Hotel Sigiriya is to promote nature-friendly and environmentally sustainable tourism by integrating it into daily management. Business Model Mr. Abbas Esufally, Chairman, Serendib Hotels Hotel Sigiriya, a three plus star resort hotel, is located in an eight acre garden of verdant trees in the heart of the Central Province of Sri Lanka. The 80 room hotel has a purpose-built Ayurveda centre, an eco-centre with documentaries, and a library of resources on wildlife and culture, as well as an open plan, non-air conditioned restaurant that was built to blend in with the natural environment. Also, a range of cultural and nature-related activities are conducted by a resident naturalist. Ecotourism Practices Under the guidance of a reputed environmental management consultant, a greening project at Hotel Sigiriya commenced in The project has a number of specific aims: (i) Conserve energy and water; (ii) minimize solid waste, air pollution and other chemical pollution; (iii) maximize practices of reducing, recycling and reusing; (iv) maximize the use of environmentally-friendly materials; (v) maximize indigenous flora in landscaping and eradicate invasive alien species; (vi) conserve biodiversity and support local livelihoods. Projects implemented include: Self-contained biological sewerage plant; discharge water used for garden irrigation; dried sludge used for mulching; solar water heating panels; key card switching for room air-conditioning; scheduled switching on and off of lights; water saving cisterns; optional re-use of room linen; change from incandescent to CFL lighting; organic vegetable garden; reduced usage of aerosols; reduced use of plastic; composting of garden refuse including vermi-compost; gradation of garbage and recycling; bio mass fuelled Gasifier to replace diesel boiler. Resources Website:

40 Case studies 33 Effective Sustainable Management Promotion is accurate: The hotel has received a number of o awards for commitment to sustainability. Following this success, the hotel s CEO hass been invited to speak at several international forums to share the learning experience of transforming an older resort hotel into a more energy efficient and environmentally consciouss facility. (GSTC A.7) Environment Energy consumption: Introduction off room key card controlled air-conditioning units in guests rooms; scheduled switching off of unnecessar ry lighting; and switching incandescent lighting to compact fluorescent lamp (CFL) lighting too reduce energy consumption. (GSTC D.1.3) Water consumption: The hotel has its own self-contained (GSTC D.1.4) Colour coded recycling bins; Staff tending to the resort sorganic vegetablee biological b sewerage plant and uses discharge water for f garden irrigation. garden. Sigiriya Rock.

41 34 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Banyan Tree Hotels and Resorts Banyan Tree Hotels and Resorts believe operating in a socially responsible way creates economic value, social value, and environmental value. The overall longevity of our success as a business is dependent upon our ability to create value in those three areas simultaneously. Business Model Mr. Irfan Zaki, Sustainability Research Manager, Banyan Tree Hotels and Resorts The Banyan Tree Hotels and Resorts philosophy is based on providing a place for rejuvenation of the body, mind and soul. Placing special emphasis on providing guests with a sense of place each Banyan Tree property is designed to fit into its natural surroundings, using Indigenous materials as much as possible and reflecting the landscape and architecture of the destination. The organization does not see itself as an ecotourism business but instead as a socially responsible business to create economic, social, and environmental value. Banyan Tree Hotels and Resorts believe the overall longevity of their success as a business is dependent upon their ability to create value in those three areas simultaneously. Ecotourism Practices Many of the Banyan Tree Hotels and Resorts align with the elements which create the base of the Global Sustainable Tourism Criteria including: the Laguna Phuket Resort, Banyan Tree Maldives Marine Labs, Banyan Tree Bintan Conservation Lab and Banyan Tree Ringha. Laguna Phuket Resort is highlighted for its genesis- an old abandoned tin mine transformed into a thriving community supported by tourism. Banyan Tree Maldives Marine Labs and Banyan Tree Bintan Conservation Lab have both been established with the inclusion of dedicated research and awareness facilities enabling the resort chain to achieve and aspire to triple bottom line success. Banyan Tree Ringha was developed using Tibetan farmhouses converted to hotel villas to enable deeper appreciation of the local culture while preventing the need to cut down any trees. Resources Banyan Tree Hotels and Resorts: Banyan Tree Gallery Case study: Banyan Tree Sustainability Report s including the 2010 report: Effective Sustainable Management Personnel training: Banyan Tree established the Banyan Tree Spa Academy in Phuket, the Banyan Tree Thai Massage School in Bangkok and the Banyan Tree Spa Lijiang Academy in China. All Banyan Tree properties have annual training budgets and targets for training hours under the organization sbalanced scorecard. Continual training in the workplace is one of the key strategies Banyan Tree uses to continue empowering and developing the talents of its employees. (GSTC: A.3) Comply w ith local zoning regulations: During the construction of the Banyan Tree properties in the Maldives extreme care was taken not to damage the fragile marine

42 Case studies 35 ecosystem. The use of heavy machinery was completely eliminated and construction materials were transported on small boats and barges to protect the fragile environment of these islands. (GSTC: A.6.1) Use of loc ally approp riate princi ples of sustainable construction: The Banyan Tree Ringha property in China was constructed incorporating many of the traditional Tibetan farm houses to avoid further construction and disturbance to the environment as well as to preserve the historical buildings. (GSTC: A.6.3) Maximize Social and Economic Benefits Actively su pports community in itiatives: Banyan Tree has a medical awareness and treatment programme because they recognise that access to health care facilities in general is a pressing need in many developing areas. The health awareness programme is a key initiative in preventing and containing the spread of diseases amongst communities and involves information and awareness sessions targeted towards the local population regarding diseases. Banyan Tree launched Seedlings, a group wide initiative to support communities by building the capacities of young people. Seedlings aims to guide youths at risk of societal exclusion to achieve what may have otherwise remained beyond their means. (GSTC: B.1) Cultural Heritage Contributes to the protection of l ocal historically, archeologically, culturally, and spiritually i mportant properties and sites: Banyan Tree Hotels and Resorts works closely with village cooperatives and non-profit craft agents in Asia through the Banyan Tree Gallery which is a retailer of the Banyan Group. This initiative helps to conserve the unique heritage and culture of villages while sustaining the livelihoods and skills of the artisans through gainful employment. Each product sold is accompanied by a description of the craft, its origins and its creator in order to act as a voice for the traditional artisans. Banyan Tree Gallery has developed a range of eco-friendly goods from Indigenous materials which minimises the use of environmentally harmful materials. Banyan Tree Gallery also shares market knowledge with the artisans through workshops and visits to ensure the sustainability of these cottage crafts. (GSTC C.3) Environment Reduction of pollution: Some resorts have been designed and landscaped to reduce light emissions visible from the water and beach in order to minimise disruption to nesting turtles. Banyan Tree Bintan has also phased out the use of gas powered buggies in favour of electric buggies for guest transportation in order to reduce noise pollution. (GSTC: D.2.5) No captive w ildlife is held: Banyan Tree undertake considerable efforts to conserve the nesting sites of critically endangered turtles which nest on the resorts islands. Part of the Turtle Head Start project is to help stocks recover by increasing the survival rates of juveniles by keeping 10% of the hatchlings and caring for them during the first months of life, prior to tagging and release. In 2009, the Marine Lab successfully released six grown turtles back into the wild.

43 36 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific In previous years, the post-release movements of six selected green turtles were tracked using satellite transmitters, furthering the knowledge of their habits as they roamed the oceans. Other selected visiting turtles were tagged with titanium tags and, encouragingly, one such rare turtle from December 2008, estimated to be between 50 to 70 years old, returned in February 2009 to Banyan Tree Vabbinfaru to lay a total of six nests. Turtles typically return to the same beach where they hatched to lay their own eggs, and the Marine Lab ensures as much as possible that the island sbeaches remain conducive for returning turtles to propagate in the face of their declining numbers. (GSTC: D.3.2) Banyan Tree Gallery ( The origins of Banyan Tree Gallery date back to 1989 when Ms. Claire Chiang, Managing Director, was first approached in Thailand to buy two traditional Thai maun (triangular-shaped) cushions. Instead of just purchasing two cushions, the Yasathorn community in North Thailand was commissioned to produce 500 sets of cushions for the interiors of the resorts in Laguna Phuket. Proceeds from the sale were then distributed to the village women artisans, with the leftover funds channelled to support the Santitham Vidhayakhom School. Sustaining village development, preserving and promoting traditional cultures and crafts are part of Banyan Tree Gallery s business ethos as a socially responsible tourism retailer. This is also in line with the Group s corporate social responsibility (CSR) philosophy of Embracing the Environment, Empowering the People.

44 Case studies 37 Guest information session. Yaks crossing outside the Banyan Tree Ringhaa. Banyan Tree Marine Lab staff undertaking a wildlife rescue mission.

45 38 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Matava Resort, Fiji Matava s dedication to responsible tourism is the driving force behind our environmental policy. Far from being an abstract ideal for us, responsible tourism shapes all our major decisions from the concept that small groups leave fewer footprints to the choice of contractors and suppliers. Business Model Stuart Gow, Director, Matava Resort Matava is an eco-adventure lodge located adjacent to the Great Astrolabe Reef on the island of Kadavu, Fiji. The resort has bures and offers a full range of adventure and cultural activities. Guests can dive or take a course with the resort s PADI dive professionals. There are a range of activities on offer such as big game fishing, snorkelling, sailing, sea kayaking, trekking, as well as authentic cultural and village events. No roads, the use of solar power, and a low carbon footprint are some of Matava s environmentally responsible credentials. Ecotourism Practices Matava Resort s policy is based upon minimising their impact on the environment and promoting and supporting ecologically sound conservation measures in the local community. Initiatives include: Solar power for lighting and hot water. Maintaining a large organic garden at the resort to minimise the need to import vegetables with the associated transportation carbon emissions. In addition, local village farmers are supplied with seeds and then the resort purchases the fruit and vegetables from them. Rubbish is sorted and food waste fed to local pigs and other waste composted (where possible) for the organic farm. Areas of land around the resort are left uncultivated to encourage the growth of native wild flowers and ferns. Part of the resort foreshore is naturally a mangrove shoreline and has been left untouched as mangroves prevent erosion and provide sanctuaries for juvenile fish. No insecticides or herbicides are used on the property. No foreign plant species is brought on to the island and any plants at the resort are native to Kadavu or already found on the island. All resort building structures are built using locally grown pine or hardwoods planted for that purpose and are finished using traditional methods of thatching and palm weaving. The resort does not use local wild hardwood trees for lumber. Bures are designed and orientated to benefit from shade and sea breezes for cooling. All grey water is piped out to rubble drains for flowers and plants. The primary reason for the location of Matava Resort is the abundance of natural spring water and during the drought of 2003 it was one of only two locations on the South of Kadavu Island that still had a water supply. Working in conjunction with the neighbouring village of Kadavu Koro, Matava have established a marine reserve from the boundary of the Matava foreshore extending out to encompass Waya Island. The area is protected from any sort of fishing, shell collecting and reef walking. The resort has also helped the village of Nacomoto establish a marine reserve in their waters. Each time the resort takes a guest to dive there the guest makes a contribution to the village. This benefits all parties: the guest

46 Case studies 39 experiences superb diving; the village receives an income and the fish have a sanctuary to breed. Matava s divers often dive in the Naiqoro Passage marine reserve and make further contributions to support this initiative. All guests are asked to make a small voluntary contribution to these marine reserves when they check out. This money is used as support to promote marine conservation measures undertaken by local villages. Resources Website: Effective Sustainable Management Sustainable management: Matava developed a responsible tourism code of conduct and environmental policy which underpins all management decision-making including the selection of contractors and suppliers. The code is published on the organization s website for both visitors and staff to access. Matava are committed to giving back to the community and regions they visit by supporting many aid, development and conservation projects in the area. Guests are invited to contribute to these initiatives through the Matava Foundation. The resort is run with only local village staff and directs its annual expenditure, in every way possible, to the local community. Matava has allocated one of its directors as the responsible tourism coordinator. Their role includes monitoring all current practices and developing sustainable tourism programmes. All staff are committed to this philosophy. (GSTC A.1) Matava s Responsible Tourism Code of Conduct and Environmental Policy: Staff training: Staff are provided with monthly research findings on pollution and waste management. By constantly keeping up to date, staff can ensure they are implementing as effective processes as possible. (GSTC A.3) Sustainable design and construction: All resort building structures are built using locally grown pine or hardwoods planted for that purpose. They are then finished using traditional methods of thatching and palm weaving. The resort does not use local wild hardwood trees for lumber. (GSTC A.6) Maximize Social and Economic Benefits Local and fair-trade g oods and services are used: minimizes the need to import vegetables with associated transportation carbon emissions by maintaining a large organic garden in the resort ground. (GSTC B.3) Environment Use of harmful subst ances is minimised: Matava uses the natural repellent of selected plants for pest control and custom made mosquito nets over guests beds. (GSTC D.2.4) Biodiversity conserv ation: In conjunction with a neighbouring village, a marine reserve has been established which is protected from any sort of fishing, shell

47 40 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific collecting and reef walking. The resortt has also worked with another village to establish a marine reserve in their waters (GSTC D.3.4) On the balcony of one of the guest bures- bures are designed and orientated to benefit from shade and sea breezes for cooling. A typical bure built using locally grown pine orr hardwoods planted for that purpose and are finished using traditional methods of thatching and palm weaving. Part of the resort foreshore is naturally a mangrove shoreline and has been left untouched as mangroves prevent erosion and provide sanctuaries for juvenile fish.

48 Case studies 41 Koh Ra EcoLodge, Thailand Koh Ra EcoLodge s aim is to sustain and improve the condition of local habitats and communities. Business Model Mr. Kim Obermeyer, Founder/Director The Koh Ra EcoLodge is located in the Andaman Sea of southern Thailand. Their goal is to offer guests a simple yet comfortable place to stay in the heart of the most natural stretch of coastline remaining in Thailand, and the closest island to world-renowned Surin National Park. The resort strives to do this in a way that is sustainable and responsible by helping protect and even improve the local environment and provide benefits to the local communities that depend on the natural resources. Koh Ra EcoLodge offer a variety of ecotourism activities including diving, hiking, sea kayaking, community-based tourism and guests stay in simple, yet comfortable, bungalows. Ecotourism Practices The EcoLodge is home to an active ecological research programme, in collaboration with Reef Check Thailand and other local non-profit groups. The EcoLodge offers volunteers and interns a chance to participate in environmental and community projects and university/gap year study tours. The resort has operated coral reef conservation and monitoring projects since 2006 (two years before officially opening the EcoLodge) and supplied these results to collabourating Thai agencies. The EcoLodge has successfully, and under invitation, started a community-based tourism and community development programme with the local Moken (Sea Gypsy) village. Koh Ra EcoLodge has a comprehensive purchasing policy that is adhered to in the following ways: Resources Building materials are sourced on-site and salvaged wood, fallen trees and bamboo are used. Soap is sourced from the village women s cooperative. A small organic garden is used to grow a variety of fresh vegetables, fruits, herbs, and ornamentals. Local bat guano (high in nitrogen) is regularly collected and used as fertilizer. The majority of food is purchased from the local Kuraburi market (the bulk of which is grown/ produced locally). Seafood is purchased from a Thai fishing village on Koh Ra or from local fishermen. They do not buy shark meat and try not to purchase overfished reef species such as Grouper. Website Environmental practices Environmental policy Effective Sustainable Management Information and interp retation of local environment provided : Koh Ra Ecolodge offer study tours and gap year programmes in addition to volunteer and educational programmes for international school groups, universities and professional groups. They

49 42 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific strive to educate guests and visitors about the nature, ecology, sustainability and local communities on Koh Ra. The resort has a large set of resources including a field guide and textbook library, the self-published Natural History Guide to Koh Ra, nature trail maps, guided tours, educational posters (native habitats of Koh Ra, flora and fauna, conservation, and Moken community) and associated materials. By developing a learning centre at the Ecolodge the management wish to provide a dedicated space for exhibiting this material and a small natural history museum exhibit for use by local and international student groups. The Ecoldoge provides the opportunity for travelling university or educational groups to use the Koh Ra Ecolodge as a base while studying the local ecology, community, and sustainability. They can arrange overnight, weekly or multi-day itineraries complete with activities for such groups. (GSTC A.7) Maximize Social and Economic Benefits Support the local co mmunity: Koh Ra EcoLodge has a community fund whereby 25% of the funds from tours of the local village go towards village development projects such as a new drinking water well and rain catchment system implemented in (GSTC B.1) Local and fair-trade goods are p urchased: The lodge purchases handmade soap from the women s cooperative tsunami project in Baan Talay Nok (a nearby village). (GSTC B.3) Cultural Heritage Follows established guidelines and codes of behaviour for visits to culturall y sensitive s ites: The lodge consulted with the village elders to see if they wanted community tours conducted in the village. With their permission tours are conducted in groups of a maximum of eight people and only after guests are briefed on proper dress and etiquette in the village. (GSTC C.1) Environment Purchasing polic y fa vours environmentally friendl y products for build ing materials, capital goods, food, and consumables: Building materials are sourced on-site from salvaged wood, fallen trees and bamboo. Fresh produce is sourced from the lodge s own organic garden and a local organic farm. (GSTC D.1) Contribute to the supp ort of biodi versity conservation: Koh Ra Ecolodge supports Reef Check Thailand s Coral Reef Conservation and Monitoring Project by providing a research base, boats, labour, and financial support. Various ecological surveys have been supported by Koh Ra in support of the creation of a national park. (GSTC D.3.4)

50 Case studies 43 Koh Ra s organic garden. Accommodation at Koh Ra. Tourists interacting with a local villager.

51 44 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Heritance Kandalama, Sri Lanka At the Heritance Kandalama we have shown how big hotels too can be effective ecotourism players by contributing much more in terms of natural environment conservation and education, biodiversity protection, empowering local communities, mitigating climate change, and preserving local traditions, arts and crafts. Business Model Mr. Malin Hapugoda, Managing Director, Heritance Kandalama Heritance Kandalama was designed by world renowned architect Geoffrey Bawa and built overlooking the Kandalama Lake and the rock fortress of Sigiriya. The hotel belongs to the Heritance Resorts and Hotels brand of the Aitken Spence Resorts & Hotels Sri Lanka, a chain of luxury hotels and resorts in Sri Lanka, Maldives, India and Oman. Heritance Kandalama is a five star property situated within the Cultural Triangle of Sri Lanka; at the foot of Ereulagala (608 metres) and Dikkandahena (618 metres), the hotel is sited at the northern end of the Matale hills and the beginning of the dry plains. The hotel commenced operations in June 1994 and refurbished after 10 years and branded as Heritance Kandalama. The property consists of 152 rooms with three swimming pools, tennis courts, spa, gymnasium and a multitude of outdoor activities. The staff village accommodates 357 employees. Ecotourism Practices During its 16 years of operation Heritance Kandalama has introduced cleaner production technologies to increase productivity and sustainability. These include the introduction of renewable alternative energy sources such as bio mass and solar power for hot water. Heritance Kandalama has invested funds to nurture 198 acres of conservation forest in the surrounding areas of the hotel which acts as a carbon sink. The resort considers its most significant achievements to be changing the lives of local people by spreading the benefits to those who need it. The Heritance Kandalama s greatest pride is seeing the living standards of the thousands of rural poor families of Kandalama village and surrounding villages improved due to the hotel s positive impact through environmental economic extensions. Heritance Kandalama has proven that profits can be made by preserving and protecting natural environments, involving local communities and have championed the ecotourism sector in Sri Lanka. The resort has won the Island s best five star resort for the third consecutive year since the inception of the national tourism awards. The hotel is open to the public for educational and research purposes and over 1.75 million visitors including school children and university students have visited the hotel on educational tours. Resources Green Philosophy Website

52 Case studies 45 Effective Sustainable Management Sustainable management: Environmental Management System (EMS), Food Safety Management System (FSMS), Quality Management System (QMS), and a Water Safety Management System (WSMS) have been established, while a Health & Safety Management System (HSMS) is being established. The resort s Environmental Consultant introduced the 7R system for waste management, ensuring zero dumping of waste. The hotel is ISO 14001, ISO 22000/HACCP; Green Globe 21 Standard certified and has won more than 55 international, regional and national awards. (GSTC A.1) Staff training: All staff receive periodic training as per need assessments and performance reviews. There is a number of full time staff employed to maintain the environmental management of the hotel. These include an Environment Consultant, Naturalists, Assistant Naturalist, Nature Guides and Environment Management Representative. The Heritance Kandalama Welfare Society engages staff and their families in welfare activities. Staff are also given opportunities to enhance their talents and skills in various fields through the hotel s Work & Beyond programme. This includes the opportunity to participate in language improvement and communication skill development activities and various groups for performing i.e. dancing and singing. The staff are encouraged to introduce to the hotel special plants and various traditional recipes as well as arts and dance forms. This helps popularize and revive certain disappearing traditions. (GSTC A.3) Sustainable design a nd construction: The hotel, of award winning architectural design, complies wholly with local sustainable design and construction principles - for example accommodating Indigenous and traditional ventilation, layout and lighting. All materials used are local and made by local craftspeople. It also has 100% compliance in environmental and cultural heritage protection requirements as per Sri Lanka s Central Environmental Authority and the Department of Environment, Forest and Wildlife. (GSTC A.6) Maximize Social and Economic Benefits Supports the local community : The hotel was set up in the remote rural village of Kandalama in the dry zone of Sri Lanka. There was no road access, school facilities or resources such as electricity and safe drinking water. The hotel has since provided electricity to hundreds of families, helped build a number of village schools and classrooms; provided access to drinking water to a large number of communities; and provided plants from its own nursery to many families. By establishing the hotel and infrastructure such as roads, the development indicators of the Kandalama village and the surrounding villages have improved tremendously. (GSTC B.1) Offers inco me generating opportunity for l ocal entrepreneurs: The hotel sales outlet promotes local craftsmen and women who would not otherwise have had the opportunity to sell their products to tourists. They are able to receive fair value for their products as it eliminates the middleman. An unknown and disappearing traditional dance form of Sokari was promoted through tourism, reviving the dance form and popularising it among the younger generation of villagers. There are over 500 farmers supplying vegetables and fruits and hotel cuisine promotes local produce and local traditional recipes, which creates the demand for local vegetables and fruits, creating revenue for local farmers. (GSTC B.4)

53 46 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Codes of conduct for interactions with lo cal communities: Communities are advised of all upcoming interactions with tourists and tourists are guided at all times during their interactions with local communities. The hotel, together with the village community, has developed a tourist walking trail to Puranagama (ancient village), which is located adjacent to a restored irrigation reservoir in the midst of a tropical jungle. The Heritance Kandalama has a special relationship with this village, nurturing and protecting its cultural heritage while giving the guests the unique experience of visiting it. During some activities tourists are encouraged to use local methods of transport such as tuk tuks (three wheel motorbikes). (GSTC B.5) Equitable hiring: The ratio of basic salary of men to women by employee category is equal and the company was one the first to sign the United Nations Women s Empowerment Principles. (GSTC B.7) UN WOMEN: The United Nations Entity for Gender Equality and the Empowerment of Women Resort activities do not jeopardize local access to res ources: The hotel provides access to electricity for over 750 families; provides over 600 families with access to safe drinking water; and has invested in building 6.5 km of road access to the village for common public use, which has had considerable impact in boosting basic services and the economic activity of the village. (GSTC B.9) Cultural Heritage Business uses elem ents of lo cal art in its operations while respecting the intellectual property rights of local communities : The hotel helps small and selfemployed entrepreneurs who would generally find it difficult to market their products at luxury hotels. One such example is a lady that makes handcrafted fabric elephants. After starting with the hotel she has gained the experience and confidence to market her products at the island s largest departmental store and now employs a number of other women. (GSTC C.4) Environment Consumable and disposable goods measured: Heritance Hotel, Sri Lanka, records all purchases to reflect consumption and targets are issued in certain instances to reduce consumption. The hotel has also introduced the Seven R principle: Reject: products, activities, procedures and processes not essential. Reduce: always reduce consumption. Reuse: without dumping or discarding, reuse for same or different purpose. Reclaim: if 100% cannot be reused, reclaim what can. Replace: always replace with environmentally friendly alternatives where possible. Repair: before discarding, try to repair. Recycle: convert to a new raw material. (GSTC D.1.2) Energy conservation: The hotel has a comprehensive energy conservation policy

54 Case studies 47 available incorporating: Switching off policy when not in use by guests g and staff. All room switches are key tag activated. Energy efficiency lightingg (CFL bulbs and photoactive garden lights). Fine tuning off equipmentt and introducing cleaner technologies. Introduction of alternativee renewable energy such as solar power and bio mass. (GSTC D.1.3) Greenhouse gas measures and initiatives in place to reduce emissions: The hotel was one of the first hotels in Sri Lanka to use a destination specific methodology to calculate the carbon footprint of the hotel and the carbon footprint of guests. The hotel calculates energy consumption by a scientific methodd as opposed to making assumptions. Emissions are measured, reducedd and reviewed. In response, the hotel has planted 20, 000 trees and 198 acres of conservation forest has been nurtured and preserved to absorb carbon. (GSTC D.2.1) Guests purchasing products from village women. A traditional flutist.

55 48 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Tour Sector Last Descents River Expeditions, China Last Descents aims to conserve pristine river corridors and contribute to community development along rivers across China, particularly in south-western China. Business Model Travis Winn, President and Founder, Last Descents River Expeditions Last Descents River Expeditions is western China s first domestic multi-day river company. With 13 years of history in river exploration in south-western China, the mission of Last Descents is to share the rivers and culture of the eastern Tibetan Plateau with its visitors. Last Descents specializes in organizing expeditions that have a specific social or environmental purpose. That may mean documenting a river canyon photographically for a gallery showing in Beijing or working together with scholars, media, government, and local communities and organizations to bring a special canyon into the public eye. Last Descents also offer traditional charter trips for families, friends, river enthusiasts and corporate groups. Ecotourism Practices After thoroughly researching existing conservation efforts around rivers in southwestern China it was recognised that river-based ecotourism could uniquely fill a missing gaps in existing conservation strategies. Specifically, it could fill the role of sustainably bringing the public to enjoy and engage directly with free flowing rivers and the communities alongside them. Over the long term it is envisaged that the company could contribute to the development of an alternative economic development strategy to dam building and mining. In 2007, Last Descents founded the China Rivers project which is not for profit and run in conjunction with Last Descents to demonstrate to local and national governments that river tourism is a legitimate use of rivers and worthy of being considered for development. Last Descents has provided opportunities for research institutions, media and influential Chinese to visit sections of rivers with significant biological and cultural value that would have otherwise been inaccessible or unavailable. These programmes have resulted in academic papers and policy recommendations being delivered directly to central leadership in the Chinese government. The company also invests a percentage of revenue in awareness building initiatives in the form of books, print, and television media, as well as lectures at universities and other venues around China. Exploratory trips have contributed to a much greater understanding of river corridors across the Tibetan Plateau and in south-western China. Resources China Rivers Project Website

56 Case studies 49 Maximize Social and Economic Benefits Code of cond uct for loc al community interaction: Last Descents regularly provide opportunities for community representatives to participate in their trips so they can advise both staff and trip participants on how to behave appropriately in the communities visited. Camp sites, hiking routes, photograph-taking practices, and the style and duration of village visits are adjusted according to the advice of locals. (GSTC B.5) Activities of t he comp any do not jeopardize the provi sion s of b asic servic es to local commun ities: Firewood for riverside campfires is only collected in places that are inaccessiblee to nearby villages, thus mitigating any impact on supply of fuel wood to local communities. Excess firewoodd is left for community use. (GSTCC B.9) Environment Environmentally f riendly purcha sing policy : Where possible, food is purchased from local markets by local staff. (GSTC D.1.1) Business see ks w ays to reus e or redu ce use of disposablee goods: Only restaurants using reusablee chopstickss are chosen. Wheree possible, old or damaged equipment is repaired and donated to other programmes forr continued use. During the course of trips, water is purified to use for drinking so as to avoid the use of bottled water. (GSTC D.1.2) Guests enjoying their river cruise in South-western China

57 50 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Hong Kong Dolphinwatch, Hong Kong, China We are very proud of our passion and care for our dolphins which has seen us voicing our opinion on issues that affect the dolphins and their habitat in Hong Kong. Bennie To, Honorary Manager, Hong Kong Dolphinwatch Business Model Hong Kong Dolphinwatch runs ecotours to view the wild Chinese White Dolphins, which are pink in colour, in Hong Kong. In its first five years of operation Hong Kong Dolphinwatch Ltd ran over 570 trips and took approximately 20,000 people to view the dolphins. Each trip includes a talk on the environmental situation and passengers are given handouts with information on how they can help the dolphins. Directly or indirectly, Hong Kong Dolphinwatch Ltd has been responsible for numerous articles, radio and television segments, and advertisements, informing countless people in Hong Kong and overseas of the existence of these dolphins. Hong Kong Dolphinwatch Ltd also gives slideshows for schools and other organizations, and maintains educational materials on its website. Annual turnover for the last several years has been just over HK$ 1 million. While this is negligible compared to the economic value of the airport development, fishing, and shipping that contribute to the dolphins demise, it is a significant addition to Hong Kong s budding ecotourism industry. More and more people are coming to Hong Kong specifically to see the dolphins, so the dolphins are contributing significantly, if indirectly, to Hong Kong s general tourism industry. Ecotourism Practices Hong Kong Dolphinwatch has the aim of raising awareness about the pink dolphins swimming in the wild in Hong Kong waters. The dolphins are threatened by the changes brought about by the rapid economic development in the Pearl River Delta and their future remains uncertain. The aim of the ecotours is to increase awareness of their plight for protection and conservation; to collect data for research; and to raise money to support dolphin research and protection campaigns. Hong Kong Dolphinwatch emphasizes responsible ecotourism and follows a code of conduct to minimize disturbance to the dolphins. They are very proud to be named an Earth Champion for the reputation they have earned through dolphin conservation methods. Research and campaigns Hong Kong Dolphinwatch Ltd. donate money to World Wide Fund for Nature (HK) to support dolphin research projects headed by Dr. Lindsay Porter. All sightings and photographs from dolphin watches are recorded and passed on to researchers. Hong Kong Dolphinwatch Ltd. works with various local green groups on dolphin-related events, contributing prizes, photos, publicity, and in some cases, cash donations. Resources Website - Dolphin Information - Action groups to save the Dolphins and to protect the environment - Green Groups - Ecotourism in Hong Kong, China

58 Case studies 51 Effective Sustainable Management Promotional material is accurate and doe s not pro mise mor e than ca n be delivered: Hong Kong Dolphinwatchh Ltd. clearly states their Go-Again Guarantee and Cancellation Policy on their website. (GSTC A.5) Environment Purchasing p olicy fa vours envi ronmentally friendl y product s: Hong Kong Dolphinwatch Ltd. China has a policy of not using disposable materialss or plastic bags on their tours. They have lobbied their suppliers to minimise thee use of plastic packaging also. (GSTC D.1.1) Correct intera ction w ith wildlife sspecies: Hong Kong Dolphinwatch developed a code of conduct for correctt practice for watching dolphins. They T also educate visitors to avoid excessivee consumption of seafood and inform them of species that are not harvested in a sustainable way and have joined in the efforts e to educate the local population about shark fin soup. Theyy visit schools and give education talks to students about dolphins and the environment. (GSTC D.3..1) Chinese White Dolphins seen on a Hong Kongg Dolphinwatch Ecotour.

59 52 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Green Discovery Lao PDR, Lao PDR Green Discovery Lao PDR would not be the leader in eco and adventure travel if it were not for the many years of consultations and communications with a diverse range of people. Business Model Mr. Inthy Deuansavanh, Founder, Green Discovery Lao PDR Green Discovery Lao PDR is a spin-off of the Wildside Eco-group, an outdoor adventure company founded in 2000 as an Australian-Lao joint venture. It has since successfully expanded its activities and become the leading privately owned Lao tour operator in the country. Ecotourism Practices Green Discovery Lao PDR is proud of its commitment to social, cultural, and environmental responsibility. Wherever possible, Green Discovery employs ethnic people in all the regions where tours are offered. Through its operations, and a largely participatory approach, the company supports more than 1200 families all over Lao PDR. The company aims to convey to its customers the social issues Lao PDR is facing today. Tour groups are limited in size in order not to exceed the carrying capacity of sensitive places visited. To ensure that these commitments to social responsibility will be embedded in its future development, Dr. Klaus Schwettmann joined the organization in 2008 as a senior advisor on sustainable tourism. His experience in nature conservation, poverty alleviation projects and community-based ecotourism adds value to all of Green Discovery s activities. The company also cooperates with international organizations operating in Lao PDR, namely ElefantAsia, International Union for Conservation of Nature (IUCN), Wildlife Conservation Society (WCS) and World Wildlife Fund (WWF). Green Discovery is also a strong advocate and active supporter of the Illegal Trade in Wildlife Action Group, a team of professionals dedicated to eradicating the illegal capture and trade of endangered species in Lao PDR. Resources Do sand Dont sin Lao PDR: PDR.com/travelinfo/dosdont.html Website PDR.com Effective Sustainable Management Purchase o f disposable and consumable goods measured and re duced w here possible: Green Discovery Lao PDR uses traditional methods to wrap food for tourists (such as banana leaves) to reduce the use of plastics. (GSTC D.1.1)

60 Case studies 53 Maximize Social and Economic Benefits Company a ctively sup ports initiat ives for s ocial and infrastructui ure comm unity development: Green Discovery Lao PDR is often asked to design tours to t be integrated into community work and charity activities withinn the local community. The company also help build infrastructuree such as schools in cooperation with clients from abroad. (GSTC B.1) Environment No wildlife in captivity: Tour guests are able to observee wildlife inn the wild, while adhering to proper regulations and distances - for example,, elephants are only able to be watched from an especially designed observation tower. (GSTC D.2.3) Locals and tourists mixing on a kayak k expedition. A guided walking tour numbers are limited in size in order not to exceed the carrying capacity of sensitive places visited.

61 54 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific New Guinea Eco Tours, Papua New Guinea In exchange for using the village s beaches and reefs as a location for our tours we provide funding for the village school. Business Model Shane Clark, Owner, New Guinea Eco Tours, Papua New Guinea New Guinea Eco Tours is based at Rubio Plantation Retreat in the remote central north-eastern coast of New Ireland Province, Papua New Guinea. The organization specializes in surf tourism, cultural tours and chocolate making, and provides retreat style accommodation. Other activities on offer include bird watching, snorkeling, hiking, caving, canoeing and cycling. New Guinea Eco Tours also organizes cultural tours to the local village where guests can participate in Sing Sings (traditional dancing) and Mumus (traditional cooking). Ecotourism Practices The retreat is run with solar power and micro hydro power. People in the village have seen the benefits of using solar power and thus the organization has started selling small solar power systems. Food is 100% organic and normally purchased directly from its growers. New Guinea Eco Tours has left 30 hectares of their land as virgin forest with plans to keep it that way educating the locals about the importance of conserving flora, fauna and marine resources. To this effect, they have also set aside the 700 metre long fringing reef as a reserve. All of the employees of the organization are local to the region. New Guinea Eco Tours is working with the local community to start small spin-off businesses that contribute positively to the community livelihood such as canoe and bushwalking tours. New Guinea Eco Tours is heavily involved in administering the Central New Ireland Surf Management Plan. The Central New Ireland Surf Club, in cooperation with the New Ireland Surf Alliance and the Surfing Association of Papua New Guinea, has established the plan to benefit both the incoming surf tourist and the traditional resource owners. The plan assures incoming surf tourists that there will only be a maximum of 20 international surfers at any one time surfing within the managed area. The plan also ensures that traditional resource owners gain real benefits from tourism in their communities. The fees that are generated from tourists are distributed to the communities for school supplies with a portion of the fees also used to help develop surfing as a sport at the village level. Resources Website Maximize Social and Economic Benefits Support local community: New Guinea Eco Tours works with the local village to start small spin-off businesses such as bushwalks, canoe rides and carvings so that locals can reap greater benefits from guests. (GSTC B.4)

62 Case studies 55 Cultural Heritage Company does not jeopardize access to basic services for the local community: New Guinea Eco Tours has built facilities specifically soo the community can have access to clean water for drinking, bathing and laundry. (GSTC B.9) Environment Use of ha rmful subs tance avoid ed: New Guinea Ecoo Tours produces its own coconut oil which is then used for sealing timber floors. (GTSC D.2.4) Shane Clark, owner of New Guinea Eco Tours, handing out school supplies to local school children. Accommodation for guests. New Guinea Eco Tours is heavily involved inn administering the Central New Irelandd Surf Management Plan.

63 56 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Tiger Mountain, Nepal Nepal s leading responsible tourism organization pioneering soft adventure holidays (treks, expeditions, wildlife safaris, accommodation) under the ethos of responsible conservation tourism. Business Model Marcus Cotton, Chief Executive, Tiger Mountain Nepal Tiger Mountain is the trademark of the Tiger Tops Mountain Travel Group of Companies (Nepal, India and Tibet), an experienced adventure company. As a group of companies they handle guests arrangements from arrival to departure and ensure continuity and quality of service throughout. Tiger Mountain is regarded as having pioneered Himalayan treks, jungle lodges and adventure travel in Nepal. Ecotourism Practices (i) Lobbying for the creation of Chitwan National Park which is now Nepal s leading National Park. (ii) Establishment of a successful charity in United Kingdom; the International Trust for Nature Conservation. (iii) The world s longest and most in-depth dataset on tiger ecology and territory succession in western Chitwan. (iv) Initiation of Sustainable Action Groups staff responsible for discussion, implementation and monitoring of responsible actions throughout operations. (v) Establishment of community school; the TTSA School Nawalparasi. There are a range of charitable organizations supported by the group as well as projects run directly by various Tiger Mountain properties. These are all projects identified by the community as high needs and tend to focus on health, education and the environment. Tiger Mountain provides administrative and logistic support as well as funding and acknowledges the magnificent support of their many guests from around the world who have assisted in so many projects. Resources For projects at Tiger Top Tharu Lodge: For projects at Tiger Mountain Pokhara Lodge: a9d1191da18b87ecc21e50f For projects at The International Trust for Nature Conservation: Website: Maximize Social and Economic Benefits Actively supports health initiative s: Tiger Tops Tharu Lodge Village Clinic operated and financed by Tiger Mountain, Nepal, provides free treatment and medicine to villagers and is on 24 hour stand-by for emergency cases. A two rupee donation from patients (approximately $ US three cents) is put into an emergency fund for those who require but cannot afford expensive surgery or hospitalisation. The Lodge also provides a vehicle for emergency transportation. (GSTC B.1)

64 Case studies 57 Actively s upports community education initiatives: Tiger Tops Swiss-Air Preschool, operated and financed by Tiger Mountain, Nepal, is a free education programme for underprivileged children. The school s85 students receive two meals a day, health care, uniforms and schooling free of charge. In exchange for the children s schooling, parents help to grow vegetables for students meals in the school s organic gardens. This gardening work has not only given them a sense of involvement in their children s education but has inspired them to start many kitchen gardens in the village, thus improving village nutrition. (GSTC B.1) Cultural Heritage Company follo ws est ablished code of conduct w hen interacting w ith l ocal community: All guests are guided by trained local guides from the local community who can communicate the communities expectations of responsible behaviour to the guests. (GSTC C.1) Interview with Marcus Cotton, Chief Executive, Tiger Mountain Nepal Q: Why did you decide to set up other projects for the community such as clinics and schools? A: All our projects are community led and community initiated projects reflect the perceived needs of the adjacent communities to our tourism operations. For example in Pokhara, a relatively wealthier community (compared to Chitwan), the community saw improved education as the key area for our support, hence our investment of some US$ 25,000 in school infrastructure enhancement, cooperation with another NGO to provide a library and computer room and the establishment of a voluntourism programme to support teacher training. Q: How does your tourism business make it sustainable to support this venture? A: Sustainability is essential for any project for obvious reasons. It is also often the most complicated element of any responsible tourism initiative with local communities. We aim to form a tripartite partnership for a project the community stakeholders, the tourism operation (the company) and our generous guests. Most important is to ensure expectations are realistic, then to ensure continuity of funding for example, for a school teacher funded by Tiger Mountain Pokhara Lodge, we aim to have a buffer of months salary in hand. We seek financial support mainly from our guests this is a role they relish and the company contribution is cost free management, supervision, accounting and reporting. However, the company maintains a reserve in the event guest funding faces a hiatus. This ensures the security of the community venture. We inform guests of our community support partnership projects through one-on-one interactions, talks, project visits and through room information folders. Our sustainable action group staff forums also help staff being largely from the local community to provide ideas, approaches and needs assessments for their communities. This close link between the staff, wider community, company and guests is a key component in our approach to sustainability of the community support partnership concept.

65 58 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific The vegetation surrounding Tiger Mountain Pokhara Lodge. Tiger Mountain Pokhara Lodge Doorway.

66 Case studies 59 Nature Trail Travels & Tours, Trekking and Expeditions, Nepal Nature Trail Travels & Tours, Trekking and Expeditions is the first ISO certified travel agency of Nepal. Business Model Mr. Bishnu Subedi, Director, Nature Trails Travels and Tours Nature Trail Travels & Tours, Trekking and Expeditions organises various ecotours and eco familiar activities in Nepal, Tibet, Bhutan, and India. Nature Trails were the first travel/trekking company in Nepal to receive the Certificate of Registration ISO 9001:2000 in recognition of the company s quality system. They are a member of the most prestigious associations in Nepal such as Trekking Agencies Association of Nepal (TAAN), Nepal Mountaineering Association (NMA), Kathmandu Environmental Education Project (KEEP), Nepal Association of Tour and Travel Agents (NATTA), Pacific Asia Travel Association (PATA), Himalayan Rescue Association (HRA), and Nepal Tourism Board (NTB). Since inception, Nature Trails have been striving to open remote areas of Nepal but conscious of avoiding disturbances to the local ecology or way of life. The company pioneered the first commercial ascents in the wild routes to the far west and east of Nepal. Ecotourism Practices As a member of the Nepal Mountaineering Association (NMA) and Trekking Agencies Association of Nepal (TAAN), the company aims to promote tourism that is environmentally, culturally and traditionally friendly, while focusing on the comfort and safety of guests. Nature Trail Travels & Tours are committed to an active participation in the Kathmandu Environmental Education Project and other national and local environmental initiatives. A non-government organization Himalayan Environmental and Cultural Awareness Centre is committed to providing the much needed health and education facilities to remote areas of Nepal. Himalayan Environmental and Cultural Awareness Centre: Resources Website Effective Sustainable Management Company i s complian t with all r elevant leg islation an d regulations: Nature Trail Travels & Tours, Nepal, received the Certificate of Registration ISO 9001:2000 in recognition of the organization s quality system and is authorised by the Government of Nepal and registered with numerous Government authorities. Nature Trail Travels & Tours, Nepal are authorized by the Government of Nepal (Reg No: 4107/052/53) and registered with the following authorities in order to ensure compliance with all relevant international or local legislation and regulations:

67 60 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Office of Company Registrar r (Ministry of Industry) Travel. Office of Company Registrar r (Ministry of Industry) Trekking. Department of Cottage and Small Industry. Department of Tourism, Ministry of Tourism and Civil Aviation Trekking. Department of Tourism, Ministry of Tourism and Civil Aviation Travel. Department of Tax, No.06 regional office, Ministry of o Finance Trekking. Department of Tax, No.06 regional office, Ministry of o Finance Travel. Department of Foreign Currency Exchange, National Bank of Nepal Trekking. Department of Foreign Currency Exchange, National Bank of Nepal Travel. Kathmandu Metropolis Office. (GSTC A.2) Maximize Social and Economic Benefits Support local community: The tour company has initiatedd cleaning campaigns in the nearby villages that involve local participation. The ideaa is to raise hygienee and environmental awareness in i the villages. Such campaigns educate the villagers on how they can keep their villages and the surrounding areas neat and clean. (GSTC B.1) Cultural Heritage One of the package offerings includes village tourism in which w guests are integrated into village life. They walk with their allocated family whilee they go about their daily chores, tend to animals, till t the fields, go to school with the children and talk with neighbours. Sirubari, one of the main villages involved, has h established itself as a model village and in 2001 won the Pacific Asia Travel Association Gold Award in i the Heritage & Culture category. Naturee Trails packages are specifically designed to ensure that supplies are secured in the village communities they visit. This way they are able to support the preservation of the heritage and Nepalese culture while improving the living standards of the local people. (GSTC C) ). Guests are provided the opportunity to experience relatively untouched regions; r however, Nature Trails is strict to enforce its vigilance in protecting the local biodiversity.

68 Case studies 61 Explore NZ, New Zealand Explore NZ is a locally owned and operated, progressive, dynamic and sustainable company offering an exciting range of marine, land and island based activities in Auckland and the Bay of Islands, New Zealand. Business Model Explore NZ is an excursion based tour company in Auckland and the Bay of Islands, New Zealand. Explore NZ operates: Sail NZ - America s Cup Sailing Experience; Auckland s Whale and Dolphin Safari; Pride of Auckland sailing and dining cruises; Dolphin Discoveries swim with the dolphins; Discover the Bay Hole in the Rock cruise; On the Edge day sail; Dune Rider off road, Cape Reinga via 90 Mile Beach; and Otehei Bay Resort cabin style accommodation, restaurant and bar. Explore NZ operates on New Zealand s harbours and oceans and the Department of Conservation (DOC) Estate. Ecotourism Practices Explore NZ recognises that to provide an exceptional experience the product must be intrinsically linked and promoted with environmental sustainability, advocacy and customer/staff involvement at the fore. Explore NZ made the decision to adopt new technologies to significantly reduce the environmental impact of its entire fleet and display leadership in the industry. On 11 September 2009, in conjunction with Environ Fuels, Explore NZ announced New Zealand s first large scale commercial Bio Fuel agreement. See: As a leader of expeditions to wildlife and scenic attractions this award-winning tourism business has a strong environmental focus. A move to biodiesel has brought its operation in closer alignment with that focus and fulfilled its aim to lead the industry in a more environmentally friendly direction by encouraging other operators to make the switch to biodiesel. In the Bay of Islands, Project Island Song is an exciting ecological restoration programme covering the eastern islands of the Bay. It is a joint initiative between DOC, a community group called The Guardians of the Bay and local iwi. The project is underway with DOC completing the pest eradication programme in Explore NZ purchased the DOC leasehold commercial property at Otehei Bay on Urupukapuka Island in the centre of Project Island Song s area and formalised an agreement with the Guardians to fund and assist with the continuation of the project. Explore NZ is working in partnership for Otehei Bay to become the leading eco-destination in New Zealand. Resources Website NZ.co.nz Carbongreen Government of New Zealand Biofuels

69 62 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Effective Sustainable Management Compliance with legislation and regulations: Explore NZ aims to not only match but exceed minimum legislative standards particularly in terms of Safe Ship Management, Occupational Health and Safety regulations, the Resource Management Act and the Marine Mammals Protection Act. (GSTC A.2) Staff traini ng: Staff have first aid training, liquor license instruction, and attend workshops and seminars where appropriate. (GSTC A.3) Accuracy of marketing: Explore NZ ensures that their promotional materials accurately describe their services. For example their dolphin and whale cruise always states conditions permitting and potential visitors are informed of the frequency with which whales and dolphins are sighted on tours. (GSTC A.5) Provide access for pe ople with special needs: Explore NZ has installed wheelchair accessible ramps at all of their facilities and non-mechanical wheelchairs are able to be lifted onto most vessels. (GSTC A.6.4) Maximize Social and Economic Benefits Local products purchased w here possible: Locally produced food, beer and wine are purchased when possible. Locally made sails and boating equipment are also purchased where possible. (GSTC B.3) Company offers opp ortunities for other lo cal businesses: Explore NZ has joint venture arrangements with many smaller companies including Unique Tours, The Happy Ferry, Bay of Islands Kayaking, Sub Fresh, Te Rawhiti Enterprises, Salt Air and Head Office Cocktail Bar. (GSTC B.4) Cultural Heritage Business uses elements of local art, arc hitecture, or cultural heritage i n its operation while respecting the in tellectual property rights of local communities: Explore NZ only uses approved stories and local history in the commentary to visitors. If visitors want to find out further information they have the option of taking a Maori guided walk. The guides are from the local community and retain all proceeds. (GSTC C.4) Environment Explore NZ has developed a range of initiatives for conserving resources including: (i) The insulated hot water cylinder is just above the outlet of the kitchen so the water doesn t have to travel far. (ii) The drinks chiller is turned off over winter. (iii) When printing is required, the paper is reused, or printing is double sided and/or in booklet form. (iv) Hand sanitizer has been provided in all bathrooms to conserve water and reduce paper towel usage. (v) All toilets have dual flush options. (vi) Laundry is only done when there is a full load and is done in cold water. (vii) Leaking taps are fixed as soon as they are recognised.

70 Case studies 63 (viii) (ix) (x) (xi) (xii) (xiii) (xiv) (xv) (xvi) All hoses are fitted with trigger ends so the water cann stop running while it s not required. Buckets are used to wash boatss where possible. Drivers are trained to operate boats at energy efficient speed and no long idling periods. Yachts are sailed as much as possible to reduce fuel consumptionc n. As visitor numbers reduce r over the winter months smaller boats are used to reduce the amount off diesel burned and trips combined. All office and kiosk computers have flat screens to reduce energy. All brochures are printed on mixed source FSC certified paper, using mineral free ink. Have reduced brochure use by introducing a laminatedd product summary to avoid providing customers with a selection of brochures. Have changed the trade manual to a website not a brochure. (GSTC D.1) Yacht with sky tower in background. Arriving at Otehei Bay.

71 64 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Dream Nepal Travels and Tours, Nepal Dream Nepal Travels & Tours Pvt Ltd. promotes responsible travel to natural areas that conserves the environment and improves the well-being of local people. Business Model Mr. Bijaya Pradhan, Executive Chairman Dream Nepal offers hikes and treks of varying lengths in differing geographical locations. The organization takes time to fully prepare their guests with practical information and meet any special requirements that they may have. Apart from catering for the adventurer and thrill seeker, they have developed a number of special packages, suitable for all segments of the market including students and senior citizens. Ecotourism Practices Dream Nepal Travels & Tours has a sister organization, Discover Nepal, which is also a non-governmental organization. Dream Nepal contributes 10% of its profit to Discover Nepal for programmes relating to education, environment, health and tourism. Discover Nepal has the following objectives: To create awareness among local people on the importance of issues related to health. To create awareness among local people on issues associated with the environment. To conduct seminars, conventions, meetings etc. for the promotion of tourism in Nepal in collaboration with His Majesty s Government of Nepal. For the promotion of tourism, conduct training workshops and run programmes for the people who are directly or indirectly involved in tourism. Resources Websites I Maximize Social and Economic Benefits Actively support initiatives for community health: Dream Nepal operates Discover Nepal which provides/organizes various types of medical camps in rural parts of Nepal. (GSTC B.1) Environment Conserving resources: Dream Nepal encourages guests to take trips during the offpeak period to prevent over straining of resources as well as work within local carrying capacity limits. (GSTC D.1) Purchasing policy fav ours environmentall y sustainabl e products: Dream Nepal has a policy of only contracting suppliers, such as hotels and tour operators that are

72 Case studies 65 conscious of and actively D.1.1) reduce thee environmental impact of their activities. (GSTC Contributes to the support of biodiversity conservation: Dream Nepal takes part in national and international sustainablee initiative action dayss such as planting trees on the occasion of World Environment t Day; coordinating a Clean Upp programme at heritage sites on World Heritage Day; ; and organizing awareness programmes forr local people on the occasion of World Responsible Day. (GTSC D.3.4) D Through Dream Nepal s tourism programme, funds are generated for Discover Nepal which positively contribute to the social-cultural, health and well-being of the local village. Revenue from tourism contributes to community health and education programmes.

73 66 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Socialtours.com travels, Nepal Our tailor made trips promote and preserve Nepal srich cultural and ecological diversity. We aim to exceed our clients expectations, whilst minimizing the impact on our environment and maximizing the contribution to the local economy. Business Model Raj Gyawali, Founder Director In 1998 Raj Gyawali and his partner facilitated the travel of a group of students from the United Kingdom to Nepal. The idea was not to make a personal financial gain but to use the profits to help build a hostel for a school in the mountains. Each student was charged an additional US$ 320 (approximately) and, with 20 participants, US$ 6,460 was raised, which went to the building of the hostel. Two years later, the process was repeated and funds were used to establish a cataract eye camp in the villages, translating into US$ 6,000 worth of medical support. In 2002, socialtours.com travels was set up based on corporate social responsibility principles, a responsible tourism policy, a value based decision-making process, and three basic principles: to be sensitive to the environment, to the culture, and to contribute to the local economy. Ecotourism Practices (i) Economic viability: use of local suppliers that are not vertically integrated so as to support the spread of money to local businesses; the use of local guides and porters; and promotion of lodge trekking as opposed to camp trekking. (ii) Local prosperity: 10% of the company s profit donated to charity; a check is made through the responsible tourism audit of the percentage of expenses spread into the local region. (iii) Employment quality: female guides; locally hired and trained guides. (iv) Social equity: support of school and other projects; home stays; cultural programmes; and supporting local food suppliers and local farmers. (v) Visitor fulfilment: trek for blind, people with allergies; working on a trek for the deaf.1 (vi) Local control: via Karma Foundation (the philanthropic arm of the organization); support of clean-up trek on Tamang Trail. (vii) Community wellbeing: through Karma Foundation. (viii) Cultural richness: promotion of specific trips focused on culture, e.g. heritage trek of Kathmandu and specialist tour options such as the Kumari Heritage Walk. (ix) Physical integrity. (x) Biological diversity. (xi) Resource efficiency: conservation of water, electricity, etc. (xii) Environmental purity. Resources Website:

74 Case studies 67 Effective Sustainable Management Compliance with all r elevant international or local legislation and regulations: Socialtours & socialtreks developed its own responsibility policy which has been adapted from international legislation and regulations. They have also adopted a sixpoint health and safety policy. Socialtours & socialtreks believes the principles and ethos of its organization are paramount to their excellent safety record. (GSTC A.2) Provide ac cessibility for people w ith spec ial needs: Socialtours & socialtreks competent guides have safely guided a visually impaired woman through the Langtang region. I had a truly wonderful 14-day trek! As a visually impaired woman traveller it is often hard to find the right trip but on this Trek for Health I felt well cared for, safe, empowered and respected. It was tough going at first, that goes without saying, but every day bought new adventure, landscapes and people. My team were wonderful and there was much singing and laughter. I would do it all again tomorrow if I could!. Maximize Social & Economic Benefits Tanvir Bush, United Kingdom (GSTC A.7) Support local initiatives: The organization supports various school projects and other charitable initiatives through involvement of volunteers and support of community projects through a newly established foundation. Socialtours.com works with SAGA holidays, People and Places, United Planet and recently signed a contract with Save the Children in Nepal to promote charity trips and volunteering. (GSTC B.1) The compan y has i mplemented a policy against commercial exploitation, particularly of children and adolescents, including sexual exploitation: The organization has partnered with Save the Children, Nepal & Bhutan, to promote social tourism and to fundraise to support children s issues in Nepal. (GSTC B.6) Socialtours signs contract with Save the Children! Socialtours Press Release - May, 2010 A historic day for Socialtours as it reaches eight years of operation in May Today, Raj Gyawali, Founder Director, Socialtours and Brian Hunter, Country Director, Save the Children, Nepal and Bhutan, signed a contract to promote social tourism and fundraise to support children's issues in Nepal. This is in keeping with both organizations long term commitments: Save the Children's commitment to support children's issues and Socialtours commitment to find avenues to integrate tourism into social development. This agreement will touch on two different inter-related areas of Voluntourism and Fundraising Tours.

75 68 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Playing cricket with local school boys. Socialtours volunteers helping at a local school.

76 Case studies 69 Snow Leopard Adventures, India Snow Leopard Adventures, India s first ISO 9001: 2008 certified adventure travel outfit, is committed to promoting eco-friendly adventure tourism in India. Business Model Parth Joshi, Snow Leopard Adventures Established in 1990, Snow Leopard Adventures Private Ltd offers adventure tours in India. Be it river rafting on the Ganga, trekking in the Himalayas, cycling on forest trails or rappelling down a cliff, Snow Leopard Adventures assures safe yet exciting experiences. Snow Leopard Adventures pride themselves on meticulous planning, emphasis on safety and eco-sense as the foundation of each of their trips. The company operates five tented campsites in the foothills of the Himalayas near Rishikesh, and a new adventure base at Orchha, Madhya Pradesh, in the heart of India. They have a substantial portfolio of multinational companies, domestic and international schools visiting their campsites to experience the spirit of adventure in the great Himalayan outdoors. Ecotourism Practices Snow Leopard Adventures operations are underpinned by an ecological code of conduct. The code, available on their website, builds upon the following statement take only photographs leave only footprints give something back to the local environment/community. The organization launched the Study and Value Environment (SAVE) programme in May, 2000, which aims to bring together students from different schools and to introduce them to the outdoors and the environment. The programme covers various topics such as alternate energy sources, river pollution, wilderness orientation, tree plantations, and water harvesting. Ganga First Aid Centre, established in 1990, is also run by Snow Leopard Adventures to provide basic healthcare services to the residents of Shivpuri Village where the core operations of rafting on the Ganga are based. There is a visiting doctor who comes daily for two to three hours and provides first aid and basic consultation services, thereby reducing the need for the villagers to travel for some healthcare services. To date, over 12,000 villagers have been treated at the centre. Resources Website: Effective Sustainable Management Sustainable management s ystem: Snow Leopard Adventures introduced a Sustainability Management Plan that is based on three core concepts conservation, mitigation and adaption. It has also developed an Ecological Code of Conduct which is displayed on the organization s website. (GSTC A.1) Employee training: Snow Leopard Adventures runs a bi-annual training programme

77 70 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific for all of the organization s staff. The 50-member team comprises experienced rafters, kayakers, climbers and naturalists. Four of their outdoor instructors have over 15 years of adventure experience while two are qualified mountaineering instructors. The outdoor team is trained and certified every year in First Aid and a CPR. (GSTC A.3) Customer sat isfaction measured and corr ective acti on o taken: Every guest is requested to fill in a feedback form. Inn the case of large groups the trip leader is mailed to provide an opportunity for f follow up feedback. Snow Leopard Tours believe social networking channels such as Facebook are also a useful tool for monitoring their guests satisfaction. (GSTC A.4) Maximize Social and Economic Benefits Support local community initiativess in health and education: a Apart from operating the Ganga First Aid Centre, which was started over ten years y ago to provide basic health care to the villagers, Snow Leopard Tours also frequently donate stationery, computers and furniture to local primary schools. (GSTC B.1) Cultural Heritage The business uses ele ments of l ocal art a nd traditi ons; w hile respecting the intellectual pr operty rig hts of loc al comm unities: Each group s tour includes a cultural evening where local song andd dances are showcased to highlight elements of the local culture and createe an opportunity for guests to understand cultural sensitivity and the respect required in the area. (GSTC C.4) Environment Purchasing p olicy fav ours enviro nmentally sustainable e product s: All vegetables and fruit procured are grown locally and guests are asked too bring theirr own aluminium bottles and mugs so as to not rely on bottled water and disposablesd s. (GSTC D.1.1; D.1.2) Renewable en ergy so urces us ed: : Solar heating of water is used in campsites. (GSTC D.1.3) Wastewater reused: Kitchen wastewater is used in the garden. (GSTCC 2.2) Tree planting by corporate clients. Snow Leopard Adventures provide nature education.

78 Case studies Community Based and Not for Profit Ecotourism Initiatives Sumbiling Eco Village, Brunei Sumbiling Eco Village has provided jobs for a large number of villagers who previously were unable to afford to build a house or own a car. Business Model Mr. Leslie Chiang, Managing Director, Sumbiling Eco Village The Sumbiling Eco Village concept is based on promoting awareness and cultivating sustainability environmentally, socially, culturally and economically. This was to be achieved through the operation of close-to-nature stays in the rainforest, as well as various rainforest and adventure tours, in cooperation with villagers who would share their culture and way of life with visitors. The project is a joint-venture with the Ibans of Kampung Sumbiling Lama, the second last village on the southbound Jalan Batang Duri in Temburong District. The company provided the concept, funding, planning and management of the project, while the villagers provided the manpower, outdoors and cultural expertise, as well as suggestions and ideas which have proven invaluable to the continuing growth and improvement of the project. From the start, a close relationship was forged between the management and the villagers and, to this day, the villagers are an integral part of Sumbiling Eco Village. Ecotourism Practices The Sumbiling Eco Village was set up with the aim of providing continuing opportunities for the local people to improve economically as well as socio-culturally, through the perpetuation and restoration of endangered cultural traits and traditional way of life which is characterised by a strong respect and coexistence with the rainforest. Green goals of the Eco Village include: (i) Cultivate knowledge and love for the environment: Tours, stays and programmes expose visitors to the rainforest, its flora and fauna. (ii) Preserve surrounding natural environment by utilising small, wooden structures to keep the surrounding greenery intact. (iii) Reduce waste and wastage and promote the 3 R s : reduce, reuse, recycle. There are plans for flush-less toilets, rubbish sorting and new structures built with reused wood. (iv) Promote the use of natural alternatives such as rattan and bamboo. Resources Website:

79 72 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Effective Sustainable Management Interpretation information is provi ided to g uests: Sumbiling s tours have a well- elements. Guides are trained to brief guests on do s and don ts. (GSTCC balanced focus on nature, outdoorss experience, Iban and other Bruneian cultural A.7) Maximize Social and Economic Benefits The company is equita ble in hiri ngg w omen and local minorities: Sumbiling Eco Village was established in its present location due to a desire d to work with a local minority tribe in order to empower them and provide new economic opportunities. Staff are locally hired and comprise both males and females, only differentiating based on one s ability to deliver work that one iss paid to do. (GSTC B. 7) Environment Purchasing p olicy fa vours envir onmentally friendly products: Sumbiling Eco Village purchases recycled wood for the construction of buildings and used sustainable tree resources and available bamboo around the village for constructionc n. (GSTC D.1.1) Recycled w ater used w here possiible: Rainwater is collected fromm the roof of the buildings and stored in water storagee tanks for use in bathroom showers and toilets. (GSTC D.1.4) Conserving r esources: Food served is sourced from the nearby secondary forest f areas. The Village aims to t educate visitors as to how itt is possible to subsist on nature s provisions without excessively cultivating and destroying d forested areas. (GSTC D.3) Sumbiling Ecovillage uses natural materials for construction such as in the construction of stairs. Guests on a raft made out off local bamboo. Demonstrating a traditional way of cooking.

80 Case studies 73 Chi Phat Community Based Eco Tourism, Cambodia The overall goal of the project is to reduce dependency on poaching, logging, and other destructive forest and wildlife-dependent activities in the Southern Cardamoms through the development of alternative livelihoods through ecotourism. Business Model Oran Shapira, Project Manager, Wildlife Alliance The Chi Phat project is managed and operated by the Chi Phat Community Based Eco Tourism (CBET) committee and is supported by Wildlife Alliance and its donors and partners, including the Cambodia Community Based Ecotourism Network (CCBEN). The project provides hiking and cycling with single and multi-day tourism packages including services such as accommodation and guides. Ecotourism Practices This project was developed in a participatory process engaging the local community. The pros and cons of ecotourism were discussed with the communities and ideas were shared among stakeholders, consultants and communities. Once agreement was reached, the goal, objectives, vision, products and rules and regulations were developed by the communities. The CBET projects are led by the democratically elected CBET committees composed of active community members with support from different experts and stakeholders. Wildlife Alliance is focusing on supporting the community to run the project independently, including providing ongoing education, training and capacity building. Wildlife Alliances day to day interactions are decreasing with their role shifting to more of an advisory one, equipping the CBET committee with the necessary tools to run the project more independently. Wildlife Alliance provides support with the needed capital and infrastructure development that the community wouldn t have been able to complete on their own (i.e. waste management system, road development, guesthouse improvement, CBET Visitor Center). Wildlife Alliance also supports the marketing and promotion to the responsible tourism sector and works with the private sector, filling in the gaps where the CBET committee has no expertise. The development of sustainable livelihoods, activities and products through CBET are based on adding value to the natural and cultural assets of the community. This has proven to be a viable alternative to hunting and logging, thus giving tangible reasons for conservation and changing exploitive behavior. Income and tourist numbers are steadily increasing. Resources Wildlife Alliance Cambodia Community Based Ecotourism Network (CCBEN)

81 74 Compendium of Best Practices and Recommendations for Ecotourism inn Asia and the Pacific Effective Sustainable Management Management System: Chi Phat addresses monitoring andd analysis requirements, as well as stakeholder input, through a stakeholder committee which iss responsible for project management and development, monitoring of services andd products and accounting. (GSTC A.1) Design and construction uses locall principles of sustainable construction: The visitor centre is built from locally sourced bamboo. (GSTC A.6.3) Maximize Social and Economic Benefits Support local entrepreneurs: Wildlife Alliance is supporting the community to develop local initiatives and handicrafts that are sustainable and don t negatively affect the forest or wildlife of the area. (GSTC B.4) Environment Purchasing policy favours environ mentally sustainable e products : Handicrafts for sale in the visitor centre are made out of sustainable local products. (GSTC D.1.1) Purchase of consumable and disposable goods measures and reduced: Chii Phat provides aluminium bottles for trekking and cycling activities whichh are filled from reusable water containers. Also, locally made reusable baskets b aree used for food containers rather than plastic bags. (GSTC D.1.2) Contributes t o biodivers ity cons ervation: The Chi Phat CBET project supports 32 community rangers. Tourists have thee option to contribute to forest protection through the Wildlife Alliance Cardamom Conservation Fund. (GSTC 3.4) Tourists enjoying access to some unique natural sites preserved by Chi Phat Community Based Ecotourism.

82 Case studies 75 Mlup Baitong, Cambodia Community Based Ecotourism Projects empower rural forest dwelling communities to protect their forest while improving their livelihoods through additional income. In this way natural resources are protected and community livelihoods are improved which contributes to community sustainable development. Business Model Va Moeurn, Executive Director Mlup Baitong, literally translated as green shade is a Cambodian NGO. It was established in 1998 as a project of a British NGO to address the problem of deforestation in Cambodia and to educate the general public on the conservation of natural resources. Its overall goal is to contribute to poverty alleviation in Cambodia through rights-based empowerment of rural communities to manage their natural resources sustainably while improving livelihoods. Its programme consists of community based livelihood improvement projects, community based forest management projects and community based ecotourism projects in three provinces. Mlup Baitong currently employs 45 staff. Ecotourism Practices Mlup Baitong facilitates the empowerment of communities to organize the protection of their forest and natural resources and to establish and manage community-based ecotourism (CBET) projects. Measures include sustainable forestry practices, patrolling the boundaries of community forestry areas to prevent illegal logging/hunting and land encroachment by outsiders. CBET members also improve their livelihoods through income generated from ecotourism services. Mlup Baitong is supporting communities to develop appropriate infrastructure and facilities, to establish connections with tourist markets and to establish and manage eco-tourism business. So far, Mlup Baitong has facilitated the O Russey Kandal Commune and Preah Rumkel Communes in Steung Treng Province. Resources website: Effective Sustainable Management Customer satisfaction is measured and corrective action taken: The organization engages an external auditor every three years to assess the project effectiveness and customer satisfaction as well as identify areas for improvement. (GSTC A.4) Respect the natural or cultural heritage surroundings in design and siting: Three of the organization s five main objectives relate to land rights and respect of the community s environment: (i) Empowered rural communities understand and exert their land rights and actively participate in planning and implementation of Community Forestry (CF) projects.

83 76 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific (ii) (iii) Improved community environment and sustainable management of natural resources by rural communities through Community Environment Action Teams (CEAT). Empowered rural communities understand and exert their land rights and actively participate in planning and implementation of Community Based Ecotourism (CBET). (GSTC A.6.2) Maximize Social and Economic Benefits Hiring of local staff: Mlup Baitong has a policy of only hiring local staff to ensure maximum social and economic benefits for the local community. (GSTC B.2) Offers mea ns for local entrepreneurs: Mlup Baitong supports women and other community groups to operate income generating projects such as home gardening, animal raising, handicraft production and small shops. Because of Mlup Baitong In Chambok a Women Association (WA) has been formed through election through the facilitation of the committee by Mlup Baitong staff. The committee then facilitated and organized an independent election to elect the chief of the association and the committee members with participation of all stakeholders and was officially recognized by the local authorities. The Women Association is experienced in managing and serving food for visitors and also NGO participants who organize week long training sessions or workshops in the Chambok CBET site for more than a hundred participants a day. Some of the ingredients such as vegetables and meats are produced by local community members. Also, the chief has the ability to share her leadership and management experiences with other interested groups. (GSTC B.4) Does not jeopardize community access to basic services: Through its Community Based Ecotourism project activities Mlup Baitong have provided water supply systems to 300 households, water filters to 300 households, and solar lanterns to community members. (GSTC B.9) Environment Greenhouse Gas Emis sions are reduced: Oxcarts and bicycles are used instead of cars or motorbikes for the transportation of visitors within the tourism site. (GSTC D.2.1) Waste Man agement: CBET members provide awareness to tourists about proper disposal of waste and rubbish and organize and maintain a waste management system to collect garbage. (GSTC D.2.3) Conserving biodiversity, ecosystems and landscapes: At Mlup Baitong, the CBET projects are connected with community based forestry management projects and provide awareness to the local community and tourists about the sustainable use of the forests. Regular patrols of the forest are also conducted to protect the forest and its resources from encroachment and illegal logging/hunting by outsiders. (D.3)

84 Case studies 77 Guests enjoy drinking out of cocconuts. Meals wrapped in banana leaves. Tree regeneration.

85 78 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Responsible Tourism Partnership, Sri Lanka The Responsible Tourism Partnership actively promotes sustainable tourism solutions for Sri Lanka. Business Model The Responsible Tourism Partnership (RTP) aims to promote environmentally friendly ways of experiencing Sri Lanka and to focus on volunteering, personal growth and sharing new ways to live on the planet. The organization also promotes recycling, conserving energy, conserving water and creating economic opportunities for the local community, which play major roles in the agenda of the organization. The Travel Foundation in the United Kingdom, in partnership with the Association of Independent Tour Operators (AITO), is the main promoter of the RTP. Followed by several study missions to the destination by responsible tourism (RT) experts, the Travel Foundation committed to a two year destination RT programme and helped set up the RTP. The RTP works in close co-operation with the Travel Foundation in the United Kingdom to access and share good practice from the UK industry and gain synergies from a coherent international approach. Ecotourism Practices The RTP is engaged in promoting sustainable ecotourism solutions for Sri Lanka. Its projects include: Greening Sri Lanka Hotels Project: Targeted at enhancing the environmental performance of Sri Lankan hotels through improvement of energy, water and waste management systems, Trees for Life Project: The Responsible Tourism Partnership has established a tree nursery in the Hiyare Rain Forest in southern region Galle district. Trees for Life Project: provides food, medicinal and economic value to tsunami affected families and conducts environmental conservation awareness programmes for regional school children. It has established a number of community owned village tree nurseries creating income generation and self-employment through conservation. Dickwella Lace Project: The lace project aims at securing the livelihoods of the traditional lace makers, training unemployed young women in this dying traditional craft, obtaining orders for finished products and providing a sales outlet to those who do not have a place to sell their products. Learning involving and nurturing community project: The project aims to minimize the hassle encountered by tourists and to create opportunities for local coastal communities to benefit from tourism. The project also aims at converting beach boys to beach operators. This project which is a long term initiative aims to change mindsets, remove physical and mental barriers and create long term solutions for sustainable tourism experience for visitors, communities and the tourism industry. Resources Website:

86 Case studies 79 Effective Sustainable Management Interpretation and information on surrounding provided: RTP provides information about, and interpretation of, the natural surroundings, local culture, and cultural heritage to all visitors through Best Experience...Sri Lanka: A Guide for Responsible Travellers which is available both as a booklet and on the organization s official website. (GSTC A.7) Maximize Social and Economic Benefits Support of lo cal entr epreneurs: The Partnership has two main areas of focus and projects are based on: Using tourism to help safeguard the livelihoods of the communities and generatee resourcess for environmental restoration, especially in the tsunami devastated coastal areas. Developing initiatives and seeking practical solutions for the long-term, sustainable development of tourism on the island. (GSTC B.4) Cultural Heritage Commits to t he prote ction of lo cally import ant properties: t The RTP s Dickwella Lace Project is housed in a renovated 100 year old house which accommodates a lace museum, retail outlet, training facilities and lace making demonstrations. (GSTC C.3) Learning Involving and Nurturing Community Project. Dickwella Lace Project

87 80 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific 5. National Initiatives Australia s National Landscapes, Australia Parks Australia works to enhance, protect and promote Australia s natural and cultural environment in harmony with the nation s social and economic goals. Business Model Hilary Schofield, Director, Planning, Tourism and Natural Landscapes, Parks Australia Parks Australia and Tourism Australia have forged a tourism and conservation partnership to identify and promote Australia s exceptional landscapes to international visitors. Australia has over 9,000 national parks, reserves and protected areas covering more than 11% of the country. This wealth of protected areas is overwhelming for international travellers to navigate and digest. In recognition of the need to make Australia digestible, Tourism Australia (the Australian Government agency responsible for the international and domestic marketing) and Parks Australia (the Australian Government agency responsible for the management of Commonwealth parks and reserves) formed a unique tourism and conservation partnership. Ecotourism Practices The partnership has seen the creation of Australia s National Landscapes, an initiative to identify and promote up to 15 of Australia's exceptional natural and cultural experiences to the international market and to achieve environmental, social and economic outcomes for each region. The National Landscapes initiative has attracted enormous interest from government, tourism and conservation stakeholders, catalysing opportunities to promote sustainable natural and cultural tourism to achieve conservation, social and economic outcomes for Australia and the regions within it. National Landscapes has attracted enormous interest in Australia as a framework for best practice long-term strategic regional tourism planning. The initiative has been identified by industry bodies as a successful model for conservation and tourism partnerships and regional collaboration. National Landscapes was also recognised in the Australian Governments National Long-Term Tourism Strategy. By focusing on Australia s natural and cultural assets and world class experiences, National Landscapes encourages collaboration across wide stakeholder interests to build a strategic approach to environmentally responsible tourism. Each National Landscape must have effective locally driven management arrangements in place to ensure that tourism contributes to the protection of the region s natural and cultural values and returns benefits to the community. Local engagement is complemented by a high level reference committee, jointly convened by Tourism Australia and Parks Australia with senior representation from the Australian Tourism Export Council, Ecotourism Australia, International Union for Conservation of Nature (IUCN) World Commission on Protected Areas, Tourism and Transport Forum, Australian and state government protected areas and tourism agencies. Resources Website:

88 National Initiatives 81 Ecotourism Society Pakistan, Pakistan Ecotourism Society Pakistan has the very basic aim of helping very small stakeholders of tourism in mountain areas. Business Model Agha Iqrar Haroon, President and Founder, Ecotourism Society Pakistan Ecotourism Society Pakistan (ESP) is a non-profit and non-governmental organization that works closely with the national tourism organization and educational institutions. It collabourates with like-minded stakeholders and is a regional partner of The International Ecotourism Society (TIES) United States and Friends of Nature International Austria. Ecotourism Practices The core duties of ESP include advocacy for disadvantaged people living in remote mountain areas through international networking and to make people aware of how to behave while travelling as a tourist. Its target group is students of universities and it concentrates on the educational and academic linking of students with stakeholders. ESP links ecotourism small stakeholders, buying groups and educational institutions and organizations through its networking. It provides guidelines and information on mountain initiatives and alerts the communities to timely actions. ESP indicated to the Government of Pakistan and tour operator associations after the 9/11 great tragedy that a major number of skilled workers of the tourism industry would leave the industry because of a No tourist No money situation and lobbied for the government to announce social security to porters, drivers and cooks (small stakeholders). ESP points of views were raised at the National Assembly of Pakistan through Parliamentary Commission for Human Rights. Resources Website: The Armenian Ecotourism Association: Karaganda Ecological Museum: ETPack Project: Silk Road Tourism Association from Kyrgyz Republic: Kyrgyz Community Based Tourism Association:

89 82 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Jiuzhaigou National Park, China Ecotourism can assist Jiuzhaigou National Park achieve sustainable development, providing more income from tourism, improving local people s lives, and obtaining more funding for protection projects. Business Model Jiuzhaigou National Park Administration (also called Jiuzhaigou National Nature Reserve Administration) is a fully self-supporting institution under the direct control of Aba Autonomous Prefecture People's Government in China s Sichuan province. The administration consists of three offices, 13 departments, three companies and two hotels with 457 employees in total. Jiuzhai Valley, managed by the Jiuzhaigou National Park Administration, first became a park in 1978 and initially was focused more on anti-logging and restoration work. However, as tourism and education have risen in importance in the new Chinese economy, the park has followed these trends and has been extremely progressive in recent years, inviting foreign expertise in sustainable tourism development, community outreach and environmental technology to provide assistance and advice. Ecotourism Practices Jiuzhai Valley is comprised of numerous waterfalls and lakes and is an important national nature reserve for the panda, the Sichuan gold monkey, and other valuable flora and fauna. Jiuzhaigou was declared a UNESCO World Heritage Site in 1992 and belongs to the category five in the IUCN system of protected area categorization. In 1989 a community liaison office was established. Today, with a staff of 17, it provides assistance to local people in business planning, health and education, land ownership and legal advice as well as holding community meetings and participatory seminars where local issues and park-community dialogue can take place. Jiuzhai Valley has taken the lead with the development of international partnerships with organizations such as the IUCN and UNESCO, and universities around the world, which helps Jiuzhai Valley to measure itself against the experiences and challenges in management, tourism development as well as community development, and environmental protection in a variety of different environments and settings around the globe. Part of this international partnership involves staff exchange and training. The park has been monitoring animal and plant populations since the early 1970s. Today the park monitors water and forests in a measurable weekly protocol, takes readings from satellite and automatic sensors in weather and land use change and is beginning a Visitor Experience for Resource Protection (VERP). This VERP study, the first of its kind to be carried out in China, looks at visitor experience and visitor behaviour in a park or protected area and studies impacts on this experience as the key criteria, rather than a base analysis of visitor numbers to the site. Resources Website:

90 National Initiatives 83 Responsible Travel Club, Vietnam Responsible travel requires both individual and collective efforts. It asks for long term commitment and a real interest in environmental and social issues. One cannot simply pay for membership and expects changes. Business Model Dang Xuan Son, President of Responsible Travel Club The Responsible Travel Club of Vietnam is a not-for-profit membership association dedicated to building responsible travel and sustainable tourism in all regions in Vietnam. The club mainly consists of tour operators who share the same interests in developing responsible tourism products which support the local economy, preserve the local culture and protect the environment. Ecotourism Practices Tourism in Vietnam has grown dramatically in recent years and this has brought about challenges in terms of adequate planning as well as leaving environmental and social impacts. In response, eight tourism companies with the support from SNV Netherlands Development Organization established the Responsible Travel Club. Their objectives are to work together to support the development of responsible travel in Vietnam and to operate their own companies responsibly. RTC aims to promote and facilitate responsible tourism and an equitable business environment for all members. The club focuses on sharing knowledge, developing activities, implementing projects on training, compiling and circulating best practices and providing incentives for sustainable tourism products. The initiative has turned competitors into co-operators for the objective of responsible tourism, specifically in protecting the environment and delivering benefits to communities. The Responsible Travel Club supported the Chieng Yen CBT project (Son La province) in which they donated money for the training and gave suggestions on how to best adapt to eco-friendly community based tourism.the Club is now working together to plan a Green Sapa day where club members, local tourism companies and local authorities join in a tree planting day in Ban Ho village, Sapa town (Lao Cai Province). RTC VIETNAM FOUNDERS: Footprint Vietnam Travel Indochina Travelland Sisters Tours Vietnam Active Travel Asia Hanspan travel Blue Swimmer Adventures itravel Vietnam Freewheelin tours & La Vie Vu Linh Resources Website:

91 84 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Sri Lanka Ecotourism Foundation (SLEF), Sri Lanka The vision of SLEF is To make Sri Lanka one of the most sought after ecotourism destinations in the world and to build a professional ecotourism network, which serves as a model for ecotourism in the Asia and Pacific regions. Business Model The Sri Lanka Ecotourism Foundation (SLEF) is the pioneer ecotourism society in Sri Lanka and was established in It is registered as a non-profit tourism NGO at the Ministry of Tourism, Sri Lanka, and Central Environmental Authority (CEA) that comes under the purview of Ministry of Environmental and Natural Resources, Sri Lanka. The primary focus of the Sri Lanka Ecotourism Foundation is the social and economic development of rural communities in Sri Lanka through Community Based Ecotourism Enterprises (CBEs). From its inception, SLEF has worked hard to introduce and implement poverty alleviation programmes through ecotourism. To realize this objective, SLEF provides support services and motivates local communities to participate in Community Based Ecotourism and environmental conservation projects. SLEF is professionally associated with The Ministry of Tourism, Sri Lanka, The Ministry of Environment and Natural Resources of Sri Lanka, The International Ecotourism Society (TIES), The Fredskorpset (FK), and The Asia-Pacific Regional Ecotourism Council (APREC). Ecotourism Practices SLEF conducts the following activities: advocacy and promotion of ecotourism; conducting research, training, certificate and diploma programmes in ecotourism; assisting academics with research concerning ecotourism; consultation services in planning and management of ecotourism projects and ecolodges; and arranging ecotourism tours in Sri Lanka and the Asia-Pacific region. From its inception, SLEF has worked hard to introduce and implement poverty alleviation programmes through ecotourism. To realize this objective, SLEF provides support services and motivates local communities to participate in community based ecotourism and environmental conservation projects. SLEF have assisted local communities in introducing ecotourism business ventures incorporating ecotourism principles such as outsourcing of community resources and support, adapting renewable energy sources for accommodation and restaurants, promoting organic farming and agro-tourism, and encouraging the hotel owners to adapt proper solid waste management systems. Resources Websites: I

92 National Initiatives 85 Seoul Metropolitan Government, Republic of Korea Seoul Metropolitan Government aims to share with other regional businesses and governments Seoul s experiences and challenges in improving its natural ecological resources and developing ecotourism. Business Model The Seoul Metropolitan Government is the administrative organization of Seoul, founded in In the 1990s, ecotourism emerged as an alternative to traditional tourism and a potential means by which to conserve Seoul s environment and improve the quality of life for residents. Today, many municipalities around the world similarly look for innovative ways to develop green, sustainable growth strategies. Ecotourism Practices In 2007, the Seoul Declaration on Environmentally-Friendly Energy was announced, which included a 20% reduction in greenhouse gas emissions by 2010 and a 25% reduction of the 1990 level by Seoul s Green Strategy includes a number of projects such as: the Cheonggyecheon Stream Restoration Project; the Han River Renaissance Project; the Arisu Water Quality and Awareness Project; introduction of green public transport and private vehicles (electric, hybrid, CNG) to reduce pollution; re-claiming of Seoul s natural green belt ; public campaigns to encourage use of mass transit; extension of 73.3 km of light-rail transit (LRT) (2017); the construction of the new 100% energy independent City Hall; the improvement, creation, transformation and expansion of city parks; increased citizen awareness and participation in environmental issues and assessments; and sustainable development in construction and design of public and private buildings. Recognizing the need to respond to the severity of climate change and growing environmental problems, the Seoul Metropolitan Government formed a global environment team in September 2005 becoming the first local autonomous government in the Republic of Korea to do so. Resources Websites: I

93 86 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific 6. Conclusions and Recommendations 6.1 Sustainable Management Sustainable Management requires commitment, planning, multi-stakeholder involvement and, in some cases, costly initial outlays. It can and should begin during the initial, conceptual stage of business development and should be integrated into all processes and elements of operation. Alternatively when it comes time to develop or redevelop the organization, an opportunity is created to incorporate sustainable best practices into every asset of operations. This begins with the design and construction process. For instance, during the construction phrase of Banyan Tree s Ringha property in China, the group adopted a no heavy machinery policy and adhered strictly to local building guidelines to ensure minimal impact on the surrounding environment and community. Heritance Kandalama in Sri Lanka contracted an architect specialising in sustainable design to create the blueprint for their property, incorporating recycled materials into the construction. It is essential to begin interaction with relevant bodies from the beginning to ensure legal compliance. Many organizations can testify that being sustainable in fact produces significant cost saving benefits even with the initial outlays. Committing to your sustainable strategy can also produce intangible benefits for the local community. For example, a key policy may be to ensure a certain percentage of staff are employed locally. To effectively follow a sustainability strategy it requires the involvement and commitment of staff, local community and guests. Guests can provide valuable feedback through customer satisfaction surveys and focus groups. It is important to share sustainability strategies with guests for them to appreciate efforts and comply with practices. 6.2 Maximizing Social and Economic Benefits Responsible tourism involves giving back to the community in which it operates and interacts. Many of the featured case studies dedicate a portion of their proceeds or human resource capacity to the organization and operation of local community-based health or education programmes and initiatives. Tiger Mountain, an adventure-based lodge accommodation company in Nepal, has various properties in its portfolio, each contributing to a different community project. Tiger Tops Tharu Lodge operates a village clinic providing free health treatment and medicine to the villagers, whilst Tiger Top Swiss-Air Preschool, another Tiger Mountain initiative, provides a free education programme to underprivileged children. Other operators have established community funds whereby a percentage of their profits are directly invested in the local community or in environmental programmes for education and conservation purposes. A multi-stakeholder approach is necessary to ensure benefits are evenly distributed and funds are being allocated to worthwhile programmes. It is essential to have community involvement throughout all stages of community-based initiatives to ensure they align with the needs of the community. Organizations should use their good deeds to their advantage as they serve as

94 Conclusions and Recommendations 87 excellent marketing material, highlighting to customers what they are undertaking to give back to the community and surrounding environment. However, it is important to provide only accurate information which can be evidenced so as to not greenwash. This information should be accurate, simple and punchy. It should also provide honest outcomes and results such as real percentages of guest dollars which have been directly injected into their initiatives as well as actual achievables and deliverables provided to the community. Including guests in all stages of the projects makes them feel directly involved and provides great return in terms of the sense of satisfaction for their contribution. 6.3 Cultural Heritage Travellers are now seeking experiences with superior and more authentic cultural- and heritage-based experiences. However, it is imperative that an organization sactivities and operations do not jeopardize the cultural and historical heritage of the area. Tourism can be a useful tool for creating cultural awareness and can be used to raise the funds needed to preserve cultural traditions and keep practices alive. One method to ensure cultural and historical heritage is preserved is through the hiring of local guides who are respectful of the culture and aware of any sensitivities or customs which may exist. It is important to have a clear understanding of the community and their culture in order not to exploit their way of life for the enjoyment of tourists. Wakatobi Dive Resort in Indonesia use local guides to conduct their village tours. Before entering the village, guests are briefed on acceptable behaviour and conduct. Explore NZ in New Zealand only tells stories relating to the indigenous history of the region if they have received prior approval from the traditional land owners to do so. 6.4 Environment Ecosystems and biodiversity are a vital component of a destination s tourism product. Therefore, it makes sense for destinations and the tourism sector to protect them as valuable assets that contribute to the long-term success of tourism. Organizations can conserve resources in a number of ways such as through the use of sustainable building products and eco-efficient designs as well as the installation of energy, water and power saving devices. When these initiatives produce impressive results, such as significant annual savings or innovative achievements, organizations should proudly display their efforts and encourage their guests to implement similar measures as well as acknowledge their support. It is important that organizations do not provide vague and misleading results. For instance, EcoQueenslander in Queensland, Australia, implemented a number of energy- and water-saving devices which produced significant annual saving and best practice results. They proudly shared their story through an array of media types. Incorporating a hands-on conservation programme into a guest sstay can prove very rewarding and mutually beneficial. Guests feel they are able to give back and their holiday is not only based on self-indulgence. They also justify the cost of their holiday when a certain portion of their tariffs are used directly for conservation. Sukau Rainforest Lodge in Malaysia has a tree-planting (KWICORP) programme whereby guests are given the opportunity to plant a native plant and carry out various

95 88 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific environmental projects under the resort snonprofit division, Sukau Ecotourism Research and Development Centre (SERDC) and under Borneo Ecotourism Solutions and Technologies (BEST). The Responsible Tourism Partnership, Sri Lanka, has a tree planting programme Trees for Life through a self-established nursery which aims to restore rainforest, revegetate coastal conservation areas and provide trees for food, medicinal and economic value to the local community. Another way organizations can benefit from the profits generated from tourism is reinvestment into research. Banyan Tree smaldives Marine Lab is a leader in marine research. The goal of the Banyan Tree Maldives Marine Lab is to increase awareness of coral reefs and their inhabitants throughout the Maldives, and to actively protect and regenerate Maldivian reefs. The Marine Lab has a full-time marine biologist, a lab manager and dedicated marine environment officers, who are from local communities and trained in coral reef conservation. Organizations have the responsibility and a duty of care to interact with wildlife and the environment with as minimal an impact as possible.

96 89 References Crabtree, A., O Reilly, P., & Worboys, G. (2002). Sharing expertise in ecotourism certification: Developing an international ecotourism standard. Paper presented at the World Ecotourism Summit: Setting a worldwide standard for ecotourism, Quebec, Canada. Fennell, D. A. (2001). A content analysis of tourism definitions. Current Issues in Tourism, 4(5), Hassan, S. S. (2000). Determinants of market competitiveness in an environmentally sustainable tourism industry. Journal of Travel Research, 38, Jones, S. (2005). Community based ecotourism: The significance of social capital. Annals of Tourism Research, 32(2), Pforr, C. (2001). Concepts of sustainable development, sustainable tourism, and ecotourism: Definitions, principles, and linkages. Scandinavian Journal of Hospitality and Tourism, 1(1), Sharpley, R. (2006). Ecotourism: A consumptive perspective. Journal of Ecotourism, 5(1&2), Tourism Queensland (2008). Factsheet 4.2 Benchmarking and Certification Programmes. Tourism Sustainability Council (2009). Global Sustainable Tourism Criteria. Available at: United Nations Environment Programme and World Tourism Organization (2005). Making Tourism Sustainable: A guide for policy makers. Madrid: World Tourism Organization. Weaver, D. (2008). Ecotourism (2 nd ed.). Milton: John Wiley & Sons. Wood, M. E. (2002). Ecotourism: Principles, Practices and Policies for Sustainability. Paris: United Nations Environment Programme. World Tourism Organization (2002). World Ecotourism Summit Final Report. Quebec City, Canada. Madrid: World Tourism Organization and United Nations Environment Programme. World Tourism Organization (2001). The British Ecotourism Market. Special Report, Number 11. Madrid: World Tourism Organizati

97

98 Annexes 91 Annexes Annex 1: The Global Sustainable Tourism Criteria Introduction In 2008 a group of organizations comprising United Nations World Tourism Organization (UNWTO), the United Nations Foundation, United Nations Environment Programme (UNEP), the Rainforest Alliance and many others launched the Global Sustainable Tourism Criteria (GSTC): ( The criteria were developed in response to the fact that: sustainable tourism is on the rise; consumer demand is growing; travel industry suppliers are developing new green programmes; and governments are creating new policies to encourage sustainable practices in tourism. However, there is still little understanding of what sustainable tourism really means and how it can be measured and credibly demonstrated to build consumer confidence, promote efficiency, and overcome greenwashing. To address this issue and develop a common understanding of sustainable tourism, the Global Sustainable Tourism Council developed a set of baseline criteria organized around four main themes: sustainable management; social/economic; cultural heritage; and environment. The GSTC are a set of 37 voluntary standards representing the minimum that any tourism business should aspire to reach in order to protect and sustain the world snatural and cultural resources while ensuring tourism meets its potential as a tool for poverty alleviation. The GSTC were designed to help contribute to this broader goal by harmonizing, simplifying and communicating a summary framework to define simply (the criteria) and with some more detailed guidance (the indicators) the breadth of aspects which need to be addressed for a tourism enterprise to achieve sustainability. Specifically, the purpose of the criteria is to: Serve as basic guidelines for businesses of all sizes to become more sustainable, and help businesses choose sustainable tourism programmes that fulfil these global criteria; Provide guidance for travel agencies in choosing suppliers and sustainable tourism programmes; Assist consumers in identifying sound sustainable tourism programmes and businesses; Serve as a common denominator for media to recognize sustainable tourism providers; Help certification and other voluntary programmes ensure that their standards meet a broadly-accepted baseline; Offer governmental, non-governmental and private sector programmes a starting point for developing sustainable tourism requirements; Serve as baseline guidelines for education and training bodies such as hotel schools and universities.

99 92 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific The Global Sustainable Tourism Council engaged in a two month process of public consultation in order to develop the most dynamic set of criteria possible. The consultation process took place from June through August 2008 and participants were invited to contribute via an online survey. The survey was produced in two different forms; one catered to hoteliers and tour operators whilst the other was developed for other stakeholders. The GSTC are reproduced below, together with the Council s detailed explanations for each criterion. Additionally, individual checklists have been provided as an extra tool for organizations to utilize when striving to meet the various criteria. A. Sustainable Management Management System A.1 The company has implemented a long-term sustainability management system that is suitable to its reality and scale, and that considers environmental, socio-cultural, quality, health, and safety issues. The first step toward embracing sustainable business practices is to create a sustainability management system (SMS) that includes transparent, documented policies and procedures, implementation and communication plans. A well written sustainability policy will define and clearly communicate organizational goals and objectives as they relate to the business environmental, socio-cultural and economic performance. The primary purpose of the sustainability management plan is to guide decision-making, management, and the daily operations of the business in a sustainable manner. Checklist for your organization Does your organization have a Sustainability Management System (SMS) in place? Is your SMS communicated internally and externally? Is your SMS integrated in decision-making? Does it include provision for monitoring, analysis, evaluation and adaptive management? Has your organization developed a code of conduct or policy relating to sustainability that it abides by? Does your organization invite stakeholder input? For example, through a committee or a regular evaluative meeting.

100 Annexes 93 Legal Compliance A.2 The company is in compliance with all relevant international or local legislation and regulations (including, among others, health, safety, labour, and environmental aspects). Currently, international as well as local legislation and regulation address many of the negative social and environmental practices associated with tourism operations. These include major labour conventions of the International Labour Organization (ILO) covering freedom of association, no child labour, no forced or bonded labour, no discrimination, health and safety, work hours and minimum pay. This criteria is not an alternative to government regulation and national labour legislation, rather it is a complementary instrument that fills voids in the application, adherence and enforcement of critical social and environmental protections. Checklist for your organization Is your organization compliant with all relevant legislation and regulations? Does your organization have procedures in place for maintaining an up to date list of legal requirements? Employee Training A.3 All personnel receive periodic training regarding their role in the management of environmental, socio-cultural, health and safety practices. The success of the company ssustainability management system depends on the effective integration and internalization of the system by employees at all levels. A defined training program for all employees on the SMS aspects will enable employees to understand the company sgoals and objectives, why they re important, and how they can positively contribute to the company sefforts in each of their individual roles. Checklist for your organization Do staff have access to any relevant and/or critical literature? Does a formal staff training plan exist (a mixture of classroom and self-paced)? Are there training programs and materials provided to all staff in the local language at the organization s expense?

101 94 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Customer Satisfaction A.4 Customer satisfaction is measured and corrective action taken where appropriate. The customer is the central focus of the tourism experience. Their satisfaction should be eagerly sought in order to drive continued travel to a destination through return visits and word of mouth communication. Additionally, the customer provides a unique vantage point on the company soperations which the management and business employees may not be able to provide. The use of tools to monitor customers satisfaction with internal operations, relations with the community and other stakeholders, and the effectiveness of sustainability programs enable the company to make improvements on a regular basis. Checklist for your organization Does your organization measure customer expectations and satisfaction? Is the customer a core focus of your operations? Does your organization receive audits from an external source? Marketing Accuracy A.5 Promotional materials are accurate and complete and do not promise more than can be delivered by the business. Ethics in marketing dictate that all promotional tools should provide an honest representation of what services the business provides. In addition, they reflect the responsible and sustainable strategies that the business undertakes. Accurate information improves customer satisfaction by ensuring that expectations can be met. Checklist for your organization Is the information in your promotional material correct and complete? Does your organization promote only expectations which can be met? Does your organization provide accurate statistical data? A.6 Design and Construction of Buildings and Infrastructure Many of the featured organizations have designed and constructed buildings using: Traditional designs

102 Annexes 95 Local sustainable and/or reclaimed materials Local employees skilled in construction process and development of materials Sustainable designs such as above-ground, prefabricated off-site, natural lighting, and so on. Local Zoning A.6.1 Comply with local zoning and protected or heritage area requirements Local zoning defines how activities can be carried out in a community reflecting the community ssocial, economic, and environmental needs, balanced with long-term sustainability. Alteration of protected and designated heritage sites is regulated through local zoning and legal requirements (local, national, and international conventions). Tourism operations must consider these zoning and area requirements to optimize community development plans, while minimizing impact. Checklist for your organization Does your organization comply with local zoning and legal requirements? Does your organization take into consideration the protection of heritage sites? Design and Siting A.6.2 Respect the natural or cultural heritage surroundings in siting, design, impact assessment, and land rights and acquisition Enhancing the aesthetic, cultural, historic, and natural assets of a destination as well as ensuring that built structures and operations do not negatively impact adjoining lands and people are both important factors. In particular, the land used for buildings and operations should be acquired respecting traditional rights and legislation. Checklist for your organization Does design and construction reduce heating, cooling, lighting, and water consumption through passive design appropriate to local conditions, as well as active technology? Are buildings visually compatible with the natural environment? Does transportation and circulation minimize fossil-fuel consumption? Do utility systems include energy-efficient heating, cooling and lighting; water conservation; waste-water treatment; and solid waste management? Does the reduction of on-site and off-site development impact positively on air, water, and sound quality?

103 96 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Sustainable Construction A.6.3 Use locally appropriate principles of sustainable construction Local environmentally and economically sound design and development techniques should be integrated into the design and construction phase of the tourism operation to minimize natural resource impacts as well as to realize the potential socio-cultural and economic benefits. This includes: locally appropriate tools and materials that minimize environmental impact; locally appropriate technologies used in buildings and for construction, including indigenous materials and technologies; development of local capacity - education, knowledge and experience - in the use of materials, technologies, tools for sustainable construction; and local involvement of all concerned stakeholders in the process of adoption and implementation of sustainable construction principles. Checklist for your organization Does/did your construction plan follow sustainable site designing and planning? Does/did construction minimize: areas of vegetation disturbance; earth grading; and water channel alteration? Are wastes and emissions reduced? Does your organization incorporate local materials and crafts into structures, native plants into landscaping, and local customs into programs and operations? Is a safe and clean workplace provided during times of construction? Special Needs Access A.6.4 Provide access for persons with special needs Disabled or special needs individuals make up an estimated 10 percent of the population and travellers with special needs face particular challenges. Consideration of these needs in design, building architecture, transportation, itinerary alternatives, and interpretative materials not only minimises discrimination but also creates new business opportunities. Checklist for your organization Are your activities or facilities wheelchair accessible? Do you/could you cater for travellers with special needs? Does your organization minimise discrimination through a number of measures such as itinerary alternatives and building design?

104 Annexes 97 Interpretation A.7 Information about and interpretation of the natural surroundings, local culture, and cultural heritage is provided to customers, as well as explaining appropriate behaviour while visiting natural areas, living cultures, and cultural heritage sites. Interpretation of the natural and cultural environment is not only important for educating visitors and protecting heritage, but is also a key factor for a high quality tourist experience marked by a high level of satisfaction (criterion A.4 addresses the need to measure it). Providing information to the customer to educate and inform them about the surroundings should be a priority for tourism businesses. Checklist for your organization Does your organization have an interpretation program? Does your organization have a delivery mechanism for interpretations (i.e., collateral, tour guide, podcast)? Does your organization have staff training programs in interpretation for tourism? Are your interpretive materials accurate? B. Social/Economic Community Development B.1 The company actively supports initiatives for social and infrastructure community development including, among others, education, health, and sanitation. The development of the business should link to the local community, exceeding employment and economic growth for a myriad of stakeholders. Opportunities should be undertaken on a regular basis to provide resources, education, training, financial assistance, or in-kind support for initiatives in accordance with community priorities to improve the local livelihoods, thereby engendering community support for operations and creating a better customer experience. Many innovative community development programs have been introduced to support social and infrastructure community development.

105 98 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Checklist for your organization Local Employment B.2 Local residents are employed, including in management positions. Training is offered as necessary. Local hiring and training is key to maximizing community economic benefit and fostering community involvement and integration with the business. In addition, the tourism operation establishes a long term stable labour relationship while enhancing the local authentic character of the tourism service and product. Providing jobs at all levels of management ensures that the local population does not feel disenfranchised and can provide a sufficient dialogue between the company sownership and the community. The company should support programs internal or external that will allow employees to develop beneficial skills for upward mobility. Fair Trade Does your organization have links with the local community? Does your organization provide educational programmes for the community? Does your organization provide medical assistance for the community? Does your organization contribute financial assistance for community development? Checklist for your organization Does your organization hire local staff? Are there any local staff in management positions? Does your organization provide support programs for employees to develop skills for promotion? B.3 Local and fair-trade services and goods are purchased by the business, where available. Using goods and services produced locally or with fair-trade principles has numerous social, economic and environmental benefits. For instance, it supports local businesses and provide jobs; a higher percentage of the price paid is transferred directly to the provider of the goods and services which is then re-circulated several times in the community; reduced ecological footprint due to fewer greenhouse gases being burned in the transportation of the goods; fair prices and wages are received by the producers; the visitor experience is enhanced; and local goods and services can

106 Annexes 99 substantially reduce costs with fewer middlemen and lower transportation costs. Checklist for your organization Are a percentage of purchases of services and goods from local providers? Are they fair-trade purchases? Are your facilities built using local materials? Does your organization use a percentage of locally owned restaurants, services, and shops on tours? Local Entrepreneurs B.4 The company offers the means for local small entrepreneurs to develop and sell sustainable products that are based on the area snature, history, and culture (including food and drink, crafts, performance arts, agricultural products, etc.). Programs that expose customers to the local culture and encourage the purchase of local crafts, goods and services help increase positive economic benefits to the community while engendering a sense of pride in cultural heritage. Working with local small entrepreneurs can help diversify the tourism product, thus increasing tourist spending and length of stay. In some cases this can include designating a specific area on the premises for use by local entrepreneurs or promoting local cultural activities that are open to the public. Checklist for your organization Does your organization provide access to enterprises, including handcrafts, food/beverage, cultural performances, or other goods and services, to sell directly to guests? Do you promote local products in marketing activities and services? Are there a number of new jobs or opportunities for local enterprises as a result of your organization soperations?

107 100 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Indigenous Communitie B.5 A code of conduct for activities in indigenous and local communities has been developed, with the consent of, and, in collaboration with, the community Respecting and preserving the traditions and property of local populations is an important aspect to consider in terms of today sglobalization. Codes of conduct for tourism activities that are developed in cooperation with local communities, that respect the principle of prior informed consent and the right of communities to say no to tourism activities are key to the long term viability and sustainability of the community and its environment. Tourism businesses should develop a plan to maintain regular and open communication with community officials to create a cooperative agreement that accounts for tourist interaction with the peoples and passage through the local communities. Exploitation Checklist for your organization Does your organization have an appropriate code of conduct integrated into its operations? Does your organization undertake open communication with the community on a regular basis regarding tourism activities and other aspects of your operation? Is community stakeholder input actively sought and considered? B.6 The company has implemented a policy against commercial exploitation, particularly of children and adolescents, including sexual exploitation. Children, adolescents, women and minorities are particularly vulnerable to abusive labour practices, including sexual exploitation. Weak law enforcement, corruption, the Internet, ease of travel, and poverty have created an underground industry which creates devastating immediate and long term community impacts in terms of disease, pregnancies, trauma, ostracism and even death. Many codes and international initiatives within the tourism industry have appeared in recent years as a result of this growing threat. The most pertinent examples are the Global Code of Ethics and The Responsible Tourist and Traveller (see below). Tourism businesses can play a key role in ensuring the protection of local populations at destination by not buying products produced by child labour; not allowing use of tourism premises for sexual exploitation of minors; and denouncing these practices to local authorities. Checklist for your organization Does your organization have a code of conduct against commercial exploitation? Are your staff trained to be aware of exploitation particularly

108 Annexes 101 of children and adolescents? Is your organization involved with awareness raising campaigns about exploitation? Equitable Hiring B.7 The company is equitable in hiring women and local minorities, including in management positions, while restraining child labour. While major international labour conventions and norms address discrimination and child labour, women and local minorities often have unequal access to job opportunities, particularly in management, and child labour is still pervasive in many areas. Equality in hiring policies encourages an equitable distribution of wealth and closes income gaps along gender and ethnic lines. Adherence to international guidelines concerning the employment of children ensures their education, enabling them to be future productive members of their community and enhances their quality of life. Checklist for your organization Is the percentage of women and local minorities employed on staff reflective of local demographics (both in management and non-management categories)? Does your organization pay employees based on experience, knowledge and skill rather than gender? Does your organization have an equitable hiring policy in place? Employee Protection B.8 The international or national legal protection of employees is respected, and employees are paid a living wage. Treating workers humanely and fairly makes good business sense by establishing stable labour relationships. International and national regulation and conventions (including ILO) establish the minimum baseline for respecting workers rights. Wages that allow employees to afford - at minimum - the provision of basic needs such as food, health care, shelter and education is critical for alleviating poverty and improving the quality of life in the local population as well as increasing productivity and employee retention. Checklist for your organization Do salaries and benefits meet or exceed local, national and international regulations? Is overtime paid for hours worked beyond the established

109 102 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Basic Services working week hours and do working hours not exceed the legal maximums or those established by the International Labour Organization? Do all employees have the right to paid annual vacation leave? Is health insurance or the equivalent provided to all employees? B.9 The activities of the company do not jeopardize the provision of basic services, such as water, energy, or sanitation, to neighbouring communities. Tourism businesses can alter, disrupt or strain community infrastructure and basic services, adversely impacting local users and communities. In some cases, service providers, such as utility suppliers may favour businesses over local populations. Regular communication with local communities to ensure that normal business operations enhance the socioeconomic and environmental character of the destination and do not reduce services available to the community or increase their cost is important. Checklist for your organization Has the availability of water, sanitation and energy for the local community been increased due to your operations? Has your organization benefited the local community in terms of improvement of basic services? Is the number of incidents/reports of outages, reduced service or quality of product for the local community comparable to that of the company? C. Cultural Heritage Code of Behaviour C.1 The company follows established guidelines or a code of behaviour for visits to culturally or historically sensitive sites, in order to minimize visitor impact and maximize enjoyment. Respect and understanding for local cultures and historic locations must be observed along with the active minimization of impact on built and natural environments caused by increased visitor activity. Education about local and indigenous people scultural customs, mores, and beliefs as well as appropriate verbal and non-verbal behaviour will contribute to the overall appreciation of the site and local community pride.

110 Annexes 103 Checklist for your organization Does the company profile include an established guideline or code of behaviour? Are travellers accompanied by a guide to brief guests on appropriate conduct? Does your organization educate travellers on local and indigenous people scultural customs and beliefs as well as appropriate verbal and non-verbal behaviour? Historical Artefacts C.2 Historical and archaeological artefacts are not sold, traded, or displayed, except as permitted by law. Sustainable tourism aims to protect and embrace the uniqueness of a destination. Norms, regulations and conventions exist to protect historical and archaeological artefacts from international trade exploitation. With law enforcement and interested markets, tourism businesses are critical in protecting these artefacts while promoting the area sheritage. Several international conventions have been enacted to combat the theft, illicit exportation and trafficking of cultural property as well as promote the restoration of objects to their countries of origin: Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property (UNESCO 1970) (See Annex 3) The General Conference of the United Nations Educational, Scientific and Cultural Organization, meeting in Paris from 12 October to 14 November 1970, at its sixteenth session, adopted the Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property This convention considers the interchange of cultural property among nations for scientific, cultural and educational purposes increases the knowledge of the civilization of Man, enriches the cultural life of all peoples and inspires mutual respect and appreciation among nations. Others include: Convention for the Protection of Cultural Property in the Event of Armed Conflict (The Hague 1954) and Protocols Convention Concerning the Protection of the World Cultural and Natural Heritage (UNESCO 1972) UNIDROIT Convention on Stolen or Illegally Exported Cultural Objects (UNIDROIT 1995)

111 104 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Checklist for your organization Protection of Sites Does the company policy include a section on correct practice for historical and archaeological artefacts? Are all laws followed relating to historical and archaeological artefacts? C.3 The business contributes to the protection of local historically, archaeologically, culturally, and spiritually important properties and sites, and does not impede access to them by local residents. Cultural and historical heritage are an important component of a destination sattractiveness and should be conserved to ensure their enjoyment for future generations. Collaboration with local residents and preservation bodies ensures that tourism-related activities do not damage sites or prevent local people from visiting or using them. Preservation and enhancement of local cultural and historical assets increase the tourism experience and make the product offering stronger. Checklist for your organization Does your organization contribute monetary or in-kind donations to the protection of sites, i.e. per unit of sector activity? Does your organization allow for full access by locals to sites of importance? Does your organization provide a discount for locals if applicable to access sites of importance? Incorporation of Culture C.4 The business uses elements of local art, architecture, or cultural heritage in its operations, design, decoration, food, or shops, while respecting the intellectual property rights of local communities. Utilizing aspects of the local culture wherever possible increases the organization sties to the neighbouring community and, by promoting the destination sunique character, provides an incentive to preserve unique skills that may otherwise vanish. The communication between community leaders and companies is the key point to ensure a respectful use of local culture (e.g. sacred elements) and avoid any wrong interpretations, conflicts, and undesirable commoditization.

112 Annexes 105 Checklist for your organization D. Environment Does your organization liaise with communities to ensure respect for the local culture is addressed? Does your organization integrate local elements in order to provide incentive to preserve unique skills and customs? D.1 Conserving Resources Purchasing Policy D.1.1 Purchasing policy favours environmentally friendly products for building materials, capital goods, food and consumables. The purchasing leverage of a tourism business can produce positive impacts by encouraging sustainably produced goods and services. Responsible purchasing is a powerful means to reduce negative environmental impact. This can be done by favouring certified environmentally friendly products and/or regularly evaluating providers that seek to conserve energy, utilize recycled materials, responsibly manage waste and remain carbon neutral. Checklist for your organization Does your organization purchase goods and services from green or sustainable sources for the following items: building materials, capital goods, food, consumables? Does a waste management plan exist? Is there a package minimization program in place? Consumable Goods D.1.2 The purchase of disposable and consumable goods is measured, and the business actively seeks ways to reduce their use. Responsible consumption and frequent monitoring of waste can help businesses achieve cost savings as well as minimize environmental impact of the waste streams produced. Checklist for your organization Does your organization s purchasing policy require reuseable, returnable and recycled goods where available Does a waste management plan exist? Is there a package minimization program in place?

113 106 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Energy Consumption D.1.3 Energy consumption should be measured, sources indicated, and measures to decrease overall consumption should be adopted, while encouraging the use of renewable energy. Energy use is one of the most damaging activities on the planet with adverse impacts degrading air, water, soil quality, human and ecological health. Energy efficiency through sustainable technology and effective waste management is a key strategy to reduce the negative impact. The greatest environmental and financial benefits related to business operations are achieved by frequently monitoring utility bills, effectively training and providing incentives for staff to implement energy efficient programs and routine preventive maintenance of mechanical equipment. By applying energy efficient practices to the operations and investing in renewable energy technologies (e.g. solar, wind, micro-hydro, and bio-mass), the Company can help conserve natural resources, promote energy independence, and reduce greenhouse gas emissions. UNWTO HOTEL ENERGY SOLUTIONS PROJECT The UNWTO-initiated Hotel Energy Solutions project is the industry response to the challenge of climate change. The project co-funded by the European Agency for Competitiveness and Innovation and implemented in partnership with the United Nations Environment Program (UNEP), the International Hotel & Restaurant Association (IH&RA), the European Renewable Energy Council (EREC) and the French Environment and Energy Management Agency (ADEME) aims at increasing energy efficiency in European small and medium hotels by 20% and the use of renewable energy by 10%. The HES E-toolkit, an easy to use software application, has been designed to reduce the impact of the accommodation sector on the environment and fight climate change. The E-toolkit provides a practical means for hoteliers to assess their current energy consumption and presents the most profitable investment alternatives in terms of energy efficiency and renewable energies. Checklist for your organization Does your organization closely monitor energy usage? Is total energy consumed measured per tourist specific activity (guest-night, tourists, etc) per source or divided renewable versus non-renewable fuel? Has your organization invested in energy saving devices/technologies and renewable energies?

114 Annexes 107 Water Consumption D.1.4 Water consumption should be measured, sources indicated, and measures to decrease overall consumption should be adopted. Water is precious and, in many regions, an increasingly scarce resource with many countries facing moderate or severe water shortages. Year round or seasonal water shortages are expected to increase with climate change. Overall water consumption should be reduced to the minimum possible level necessary for adequate operation. Reducing water consumption also has financial and environmental benefits for tourism businesses. Checklist for your organization Does your organization have a system in place monitoring the business water usage? Does your organization use grey water where possible? Does your organization encourage tourists to be conscious of their water consumption? D.2 Reducing Pollution Greenhouse Gas D.2.1 Greenhouse gas emissions from all sources controlled by the business are measured and procedures are implemented to reduce and offset them as a way to achieve climate neutrality. The principal emissions from tourism businesses are from transportation (especially by air), heating, cooling, electricity use, and methane emissions from sewage and organic wastes. Except for air transport, most of these emissions can be directly reduced by actions from the business. Those emissions that are not reduced can be offset using properly regulated projects. Proper emission management practices will help reduce global warming, promote energy independence from foreign non-renewable sources and may substantially reduce operational costs. Checklist for your organization Does your organization employ a number of initiatives to reduce greenhouse gas emissions? Does your organization implement/support any carbon footprint offset programs? Has your organization seen a positive change in greenhouse gas emissions over time?

115 108 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Wastewater D.2.2 Wastewater, including grey water, is treated effectively and reused where possible. Wastewater management reduces aquatic pollution, protects aquatic ecosystems, and reduces risks to human health. Reusing waste water increases the availability of potable water for human consumption (see criterion D.1.4) as well as reduces a business sewage and clean-up fees. Checklist for your organization Does your organization have a waste water management plan? Is water reused where possible? Waste Management Plan D.2.3 A solid waste management plan is implemented, with quantitative goals to minimize waste that is not reused or recycled. Waste has become a major pollutant affecting both environmental aspects (land degradation, water quality) and socio-economic factors such as health and public dumps. Reducing potential waste streams, reusing what waste cannot be avoided and recycling what is not reusable are critical factors in sustainable tourism operations. Minimizing the amount of solid waste that goes to landfills and incinerators helps reduce negative environmental impacts. Additionally, minimizing waste reduces the need for virgin materials and limits the amount of greenhouse gases that are released throughout a product slife cycle (i.e. extraction, manufacturing, distribution, use and disposal). A lifecycle approach to waste management begins with the purchasing practices (D.1.1 and D.1.2) through coordination with local authorities on appropriate disposal. Checklist for your organization Does your organization reuse or recycle wherever possible? Is none of your waste incinerated? Harmful Substances D.2.4 The use of harmful substances, including pesticides, paints, swimming pool disinfectants and cleaning materials, is minimized; substituted, when available, by innocuous products; and all chemical use is properly managed.

116 Annexes 109 Chemicals and other non-organic materials slip into the environment during application and storage via evaporation, run-off, spills, leaks and over-application. Such practices lead to air, soil and water pollution, adversely affecting the local environment, harming flora and fauna, contaminating water supplies for local communities and causing serious health problems. The misuse and improper handling of potentially toxic substances creates additional threats to the environment and human health. Many natural substitutes exist which not only impact less on the environment and human health, but are often cheaper. Technology has also developed various alternatives. Where no alternatives are possible, the proper storage, handling and use of chemicals will reduce potential impacts. Checklist for your organization Other Pollutants Are harmful substances used, stored and disposed of using correct procedures? Is the use of pesticides etc measured and water/air/soil quality monitored? Is the use of chemicals minimised and are alternatives used where possible? D.2.5 The business implements practices to reduce pollution from noise, light, runoff, erosion, ozone-depleting compounds, and air and soil contaminants. Environmental pollution can occur from several sources and have long-term, damaging effects on local ecosystems and human populations. The company should regularly perform site audits to identify sources for potential pollution while educating and empowering staff to identify potential pollution during daily activities. Particular attention should be paid to special local conditions, such as damage to coral reefs from sediments, eutrophication of rivers and lakes from runoff, melting of permafrost, and light pollution of marine nesting sites, among others. Checklist for your organization Does a pollution management plan exist? Are site audits regularly completed, paying particular attention to local conditions? D.3 Conserving Biodiversity, Ecosystems and Landscapes Wildlife Species D.3.1 Wildlife species are only harvested from the wild, consumed, displayed, sold, or internationally traded, as part of a regulated activity that ensures that their utilization is sustainable.

117 110 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Tourism businesses sometimes use precious woods, palm thatch, or coral for buildings, furniture, or exhibition. Shops often sell items harvested from the wild, such as black coral or carey (from endangered sea turtles). Restaurants may serve food harvested from the wild. These and other uses may be sustainable or not. Nonsustainable consumption should be avoided and other uses should be in accordance with local regulations and conservation practices. Checklist for your organization Does your organization harvest, consume or display wildlife? If so, is it in accordance with local regulations? Does your organization participate in conservation efforts relating to the wildlife from which you derive business? Do company policies relating to wildlife exist and are these communicated to both staff and guests? Wildlife in Captivity D.3.2 No captive wildlife is held, except for properly regulated activities, and living specimens of protected wildlife species are only kept by those authorized and suitably equipped to house and care for them. In general, tourism businesses should not maintain wildlife in captivity for example as pets or in cages unless these activities will enhance conservation. In that case, the activity should be in accordance with local regulations and international conservation. Landscaping Checklist for your organization Is wildlife only held captive for breeding and rehabilitation purposes? Does your organization have conservation policies in place, including staff training on these? Does your organization undertake measures to conserve local wildlife beyond daily operations? D.3.3 The business uses native species for landscaping and restoration, and takes measures to avoid the introduction of invasive alien species. Native flora is adapted to local conditions (drought, temperatures, local pests etc) reducing the need for irrigation (reducing water use D.1.4) and chemicals (criterion D.2.4). The character of the natural environment can be preserved by utilizing sustainable landscaping techniques that incorporate local flora. Non-local species that are used should be screened to avoid introducing potentially invasive plants and animals, which have negative impacts on the biodiversity and local ecosystems.

118 Annexes 111 Checklist for your organization Does your organization spolicy prohibit the use of invasive alien species in gardens, landscapes and other areas of operation? Does your organization have plans for removal and restoration where applicable? Are sustainable landscaping techniques used which incorporate local fauna? Biodiversity Conservation D.3.4 The business contributes to the support of biodiversity conservation, including supporting natural protected areas and areas of high biodiversity value. Tourism activities outside of urban areas generally depend, directly or indirectly, on natural resources. Even those in urban areas can benefit their society by indirect support of their country snatural areas or urban parks. Contribution can range from active participation in projects to financial contributions. Checklist for your organization Is a percentage of your annual budget allocated to support natural protected areas or biodiversity conservation? Does your organization participate in land restoration measures? Does your organization protect and restore natural habitats? Interactions with Wildlife D.3.5 Interactions with wildlife must not produce adverse effects on the viability of populations in the wild; and any disturbance of natural ecosystems is minimized, rehabilitated, and there is a compensatory contribution to conservation management. Tourism activities outside of urban areas frequently interact with plants and animals in the wild. These activities can be passive, such as building construction or trail use, or active, such as hunting and fishing. In all cases, the disturbance created should be minimized and rehabilitated. In addition, compensatory conservation activities should be supported.

119 112 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific Checklist for your organization Does your organization protect or restore habitats including participation in partnership projects? Is a percentage of your annual budget allocated to restore or rehabilitate natural protected areas or biodiversity conservation? Has your organization implemented a code of conduct for interacting with wildlife? Is this code of conduct communicated to staff and guests?

120 Annexes 113 Annex 2: 12 Aims of Sustainabl e Tourism in the United Nations Environment Programme (UNEP) and the World Tourism Organization (UNWTO) publication: Making Tourism more Sustainable A Guide for Policy Makers Economic dimension 1. Economic Viability 2. Local Prosperity 3. Employment Quality 4. Social Equity Socio-cultural dimension 5. Visitor Fulfillment 6. Local Control 7. Community Wellbeing 8. Cultural Richness Environmental dimension 9. Physical Integrity 10. Biological Diversity 11. Resource Efficiency 12. Environmental Purity 1. Economic Viability To ensure the viability and competitiveness of tourism destinations and enterprises: Maintain optimal volume of tourism Reduce seasonality Provide business support Understand the market Ensure good access to and within the destination Diversify the tourism product 2. Local Prosperity To maximize the contribution of tourism to the prosperity of the host destination: Reduce leakages and strengthen local economic linkages: businesses, employment, products Strengthen linkages between businesses Encourage tourists to spend on local services and products 3. Employment Quality To strengthen the number and quality of local jobs created and supported by tourism: Improve employment conditions (fair wage, full-time jobs) Strengthen labour regulations Support skill development and capacity building Improve availability of local labour for tourism 4. Social Equity To seek a widespread distribution of economic and social benefits from tourism:

121 114 Compendium of Best Practices and Recommendations for Ecotourism in Asia and the Pacific To encourage employment and business opportunities in tourism for women, the youth, indigenous people, poor people To promote the re-investment of tourism revenues in infrastructure development, support of local communities To generate support for local social services (health, education etc.) from tourism enterprises and tourists 5. Visitor Fulfilment To provide a safe, satisfying and fulfilling experience for visitors: High quality of information and interpretation services Security and safety Accessibility for people with special Accessibility to tourism facilities needs 6. Local Control To engage and empower local communities in planning and decision making: Decentralize planning and management processes Improve coordination and decision-making processes at destinations Improve local knowledge and participation in tourism 7. Community Wellbeing To maintain and strengthen the quality of life in local communities: Reduce congestion Access to local amenities and services Support local services through tourism income To prevent local shortages (housing, water, energy, food, etc.) due to use by tourism Avoid undue rises in property and other prices stimulated by tourism To prevent disrespect for local social values To prevent and minimise crime and anti-social behaviour by tourists and exploitation of children in sex tourism 8. Cultural Richness To respect and enhance the historic heritage, authentic culture, traditions and distinctiveness of host communities Conserve tangible and intangible heritage support through tourism Appropriate presentation interpretation 9. Physical Integrity To maintain and enhance the quality of landscapes, both urban and rural, and avoid the physical and visual degradation of the environment Development control Reduce physical damage Improve cleanliness 10. Biological Diversity To support the conservation of natural areas, habitats and wildlife, and minimize damage to them Enhance protected areas

122 Annexes 115 Raise support, revenue from tourism Interpret natural heritage Raise awareness on natural values 11. Resource Efficiency Reduce-reuse-recycle To minimize the use of scarce and non-renewable resources in the development and operation of tourism facilities and services 12. Environmental Purity To minimize the pollution of air, water and land and the generation of waste by tourism enterprises and visitors Solid waste Sewage Air quality Sewage Emission control The order in which these twelve aims are listed does not imply any order of priority. Each one is equally important.

123

124 Annexes 117 Annex 3: Global Code of Ethics for Tourism (UNWTO, 1997) 1. The understanding and promotion of the ethical values common to humanity, with an attitude of tolerance and respect for the diversity of religious, philosophical and moral beliefs, are both the foundation andd the consequence of responsible tourism; stakeholders in i tourism development and tourists themselves should observe the social and cultural traditions and practices of all peoples, including those of minorities and indigenous peoples and to recognizee their worth; 2. Tourism activities should be conductedd in harmony with the attributes and traditions of the host regions and countries and in respect for their laws, practicess and customs; 3. The host communities,, on the one hand, and local professionals, on the other, should acquaint themselves with and respect the tourists who visit them and find out about their lifestyles, tastes and expectations; the education and training impartedd to professionals contribute to a hospitable welcome; 4. It is the task of the public authoritiess to provide protection for tourists andd visitors and their belongings; they must pay particular attention to the safety of foreign tourists owing to the particular vulnerability they may have; they should facilitate the introduction of specific means of information, prevention, security, insurance and assistance consistent with their needs; any attacks, assaults, kidnappings or threats against tourists or workers in the tourism industry, as well as the wilful destruction of tourism facilities or of elements of cultural or natural heritage should be severely condemned and punished in accordance with their respectivee national laws; 5. When travelling, tourists and visitors shouldd not commit any criminal act or any act consideredd criminal by the t laws of o the countryy visited and abstain from any conduct felt to be offensive or injurious by the local populations, or likely to damage the local environment; e they should refrain r from all a trafficking in illicit drugs, arms, antiques, protected species and products and substances that are dangerous or prohibited by national regulations; 6. Tourists and visitors have the responsibility to acquaint themselves, even before b their departure, with the characteristics of the countries they t are preparing to visit; they mustt be awaree of the healthh and securityy risks inherent in any travel outside their usual environment and behave in such a way as to minimize those risks; 1. Tourism, the activity most frequently associated with rest and relaxation, sport and a access too culture and nature, should be planned and practised as a privileged meanss of individual and collective fulfilment; when practised withh a sufficiently open mind, m it is an irreplaceablee factor of self-education, mutual tolerance and for learning aboutt the legitimate differences between peoples and cultures and their diversity; 2. Tourism activities should respect the equality of men andd women; they

125 118 Compendium of Best Practices and Recommentdations forr Ecotourismm in Asia and the Pacific should promote human rights and, more particularly, the individual rights of the most vulnerable groups, notably children, the elderly, the handicapped, ethnic minorities and indigenous peoples; 3. The exploitation of human beings inn any form, particularly sexual, s especially when applied to children,, conflicts with the fundamental aims of tourism and is the negation of tourism; as such, in accordance with international law, it should be energetically combated with the cooperation of all the States concerned and penalized without concession by the national legislation of both the countries visited and thee countries of the perpetrators of these acts, even when they are carried out abroad; 4. Travel for purposes of religion, health, education and cultural c or linguistic exchanges are particularlyy beneficial forms of tourism, which deserve encouragement; 5. The introduction into curricula of education about the value of touristt exchanges, their economic, social and cultural benefits, and also their risks, should be encouraged; 1. All the stakeholders in tourism development should safeguard the natural environment with a view to achieving sound, continuous and sustainable economic growth geared to satisfying equitably the t needs and aspirations of present and future generations; 2. All forms of tourism development that are conducive to saving rare and precious resources, in particular water and energy, as well as avoiding so far as possible waste production, shouldd be given priority and encouraged by national, regional and local public p authorities; 3. The staggering in time and space of touristt and visitor flows, particularly those resulting fromm paid leave and school holidays, and a more even distribution of holidays should be sought so as to reduce the pressure of tourism activity on the environment and enhance its beneficial impact on the tourism industry and the local economy; 4. Tourism infrastructure should be designed and tourism activities programmed in such a way as to protect the natural heritage composed of ecosystems and biodiversity and to preserve endangered species of wildlife; the stakeholders in tourism development, and especially professionals, should agree to the imposition of limitations or constraints on their activities when these are exercisedd in particularly sensitive areas: desert, polar orr high mountain regions, coastal areas, tropical forests or wetlands, propitious to the creation of nature reserves or protected areas; 5. Nature tourism andd ecotourism are recognized as being particularlyy conducive to enriching and enhancing the standing of tourism, provided they respect the natural heritage and local populations and are in keeping withh the carrying capacity of the sites; 1. Tourism resources s belong to the common heritage of mankind; the communities in whose territoriess they are situated have particular rights and obligations to them;

126 Annexes Tourism policies and activities should be conducted with respect for the artistic, archaeological and cultural heritage, which they should protect and pass on to future generations; particular care should be devoted too preserving and upgrading monuments, shrines and museums as well as archaeological and historic sites which must be widely open to tourist visits; encouragement shouldd be given to public access to privately- to normal needs of worship; 3. Financial resources derived from owned cultural property and monuments, with respect for the rights of their owners, as well as to religious buildings, without prejudicee visits to cultural sites and monuments should, at least in part,, be used for the upkeep, safeguard, development and embellishment of this t heritage; 4. Tourism activity should be planned in such a way as to allow traditional cultural products, craftss and folkloree to survive and flourish,, rather than causing them to degenerate and become standardized; 1. Local populations should be associated with tourism activities and share equitably in the economic, social and cultural benefits they generate, and particularly in the creation of direct and indirect jobs resulting from them; 2. Tourism policies should be appliedd in such a way as to help to raise the standard of living of the populationss of the regions visited and meet their needs; the planning and architectural approach to and operation of tourism resorts and accommodation should aim to integrate them, to the extent possible, in the local economic and social fabric; where skills are equal,, priorityy should be given to local manpower; 3. Special attention should be paid to the specific problems of coastal areas and island territories and to vulnerable rural or mountain regions, for which tourism often represents a rare opportunity forr development in the face of the decline of traditional economic activities; 4. Tourism professionals, particularly investors, governedd by the regulations laid down by the public authorities, should carry out studies of the impact of their development projects on the environment and natural surroundings; they should also deliver, with the greatest transparency and objectivity, information on theirr future programmes and their foreseeable repercussions and foster dialogue on their contents c with the populations concerned; 1. Tourism professionals have an obligation to provide tourists with objective and honest information on their places p of destination and on the conditions of travel, hospitality and stays; they should ensure that the contractual clausess proposed to their customers are readily understandable as to the nature, price and a quality off the servicess they commit themselvess to providing and the financial compensation payable by them in the event of a unilateral breachh of contract on their part; 2. Tourism professionals, insofar as it depends on them, should show concern, in cooperation with the public authorities, for the security and safety, accident prevention, health protection and foodd safety of those who seek their services; likewise, they should ensuree the existence of suitable systems off insurance and

127 120 Compendium of Best Practices and Recommentdations forr Ecotourismm in Asia and the Pacific assistance; they should accept the reporting obligations prescribed by national regulations and pay fair compensation in the event of failuree to observee their contractual obligations; 3. Tourism professionals, so far as this depends on them, should contributee to the cultural and spiritual fulfilment of touristss and allow them, during their travels, to practise their religions; 4. The public authorities of the generatingg States and the host countries, in cooperation with the professionals concerned and their associations, should ensure that thee necessary mechanisms are in placee for the repatriation of tourists in the event of the bankruptcy of the enterprisee that organized their travel; 5. Governments have the right and the duty - especially in a crisis, to inform their nationals of the difficult circumstances, or even the dangerss they may encounter during their travels abroad; it is their responsibility however to issue such information without prejudicing in an unjustified or exaggerated manner the tourism industry of the host countries and the interests of their own operators the contents of travel advisories shouldd therefore be discussedd beforehand with the authorities of the t host countries and the professionals concerned; recommendations formulated should be strictly s proportionate to the gravity of the situations encountered and confinedd to the geographical areas where thee insecurity has arisen; such s advisories should be qualified or cancelled c as soon as a return to normality permits; 6. The press, and particularly the specialized travel press and the other media, including modern means of electronicc communication, should issue honest and balanced information on events and situationss that could influence the flow of tourists; they should also provide accurate and reliable information too the consumers of tourism services; the new communication and electronicc commerce technologies should also be developed and usedd for this purpose; as is the t case for the media, they should nott in any way promote sex tourism; 1. The prospect of direct and personal access to the discovery and enjoyment of the planet s resources constitutes a right equally open to all the world s inhabitants; the increasingly extensive participation in national and international tourism shouldd be regardedd as one of the best possible p expressions of the sustained growth of free time, and obstacles should not be placed in its way; 2. The universal right to tourism must be regarded as thee corollary of the t right too rest and leisure, including reasonable limitation of working hours and periodic holidays with pay, guaranteed by Article 24 of the Universal Declaration of Human Rightss and Article 7.d of the International Covenant on Economic, Sociall and Culturall Rights; 3. Social tourism, andd in particular associative tourism, which facilitates widespread accesss to leisure, travel and holidays, should be developed with the support of the public authorities 4. Family, youth, student and senior tourismm and tourismm for people with disabilities, should be encouraged and facilitated; 1. Tourists and visitors should benefit, in compliance with international law

128 Annexes 121 and national legislation, from the liberty to move within their countriess and from one State to another, in accordance with Article 13 of the Universal Declaration of Human Rights; they should have access to places of transit and stay and to tourism and cultural sites without being subject to excessive formalities or discrimination; 2. Tourists and visitors should have access to all available forms of communication, internal or external; they should benefit from prompt andd easy access to local administrative,, legal and health services; they should be free to contact the consular c representatives of their countries off origin in compliance with the diplomatic conventionss in force; 3. Tourists and visitors should benefit from the same rights as the citizenss of the country visited concerning c thee confidentiality of the personal data and information concerning them, especially when these are stored electronically; 4. Administrative procedures relating to border crossings whether they fall within the competence of States or result from international agreements, such as visas or healthh and customs formalities, should be adapted, so far as possible, so as to facilitate to thee maximumm freedom of travel t and widespread access to international tourism; agreements between groups of countries to harmonize and simplify these procedures should bee encouraged; specific taxes and levies penalizing the tourism industry and undermining its competitiveness should be gradually phased out or corrected; 5. So far as the economic situation off the countries from which they comee permits, travellers should have access to allowances of convertiblee currencies needed for their travels; 1. The fundamental rights of salaried and self-employed workers in the tourismm industry and related activities, should bee guaranteed under the supervision of the national and local administrations, both of their States S of origin and of the host countries with particular care, given the specific constraints linked in particular to the seasonality of their activity, the global dimension of their industry and the flexibility often required of them byy the nature of their work; w 2. Salaried and self-employed workers in the tourism industry and related activities have the right and the duty to acquire appropriate initial and continuous training; they should be given adequate social protection; job insecurity should be limited so far as possible; and a specific status with particular regard too their social welfare, should be offered to seasonal workers in the sector; 3. Any natural or legal person, provided he, she or it has thee necessary abilities and skills, should be entitled to develop a professional activity in the field of tourism under existing national laws; entrepreneurs and investors - especially in the areaa of small and medium-sized be entitled to free accesss to enterprises - shouldd the tourism sector with a minimum of legal or o administrative restrictions; 4. Exchanges of experience offered to executives and workers, whether salaried or not, fromm different countries, contributes to foster the t development of thee world tourism industry; these movements should be facilitated so far ass possible in compliance with thee applicable national laws and international conventions; 5. As an irreplaceablee factor of solidarity in the developmentt and dynamic

129 122 Compendium of Best Practices and Recommentdations forr Ecotourismm in Asia and the Pacific growth of international exchanges, multinational enterprises of the tourism industry should not exploit the dominant positionss they sometimes occupy; they should avoid becoming the vehicles of cultural and social models artificially imposed onn the host communities; in exchange for their freedom to invest and tradee which should be fully recognized, they should involve themselves in local development, avoiding, by thee excessivee repatriation of their profitss or their induced imports, a reductionn of their contribution to the economies in which they are established; 6. Partnership and the establishment of balanced relations between enterprises of generating and receiving countries contribute to thee sustainable development of tourismm and an equitable distribution of the benefits of its growth; 1. The public and private stakeholderss in tourism development should cooperatee in the implementation of these principles and monitor their effective application; 2. The stakeholders in tourism development should recognize the role of international institutions, among which the World Tourism Organization ranks first, and non- with governmental organizations competence in the field of tourism promotion and development, the protection of human rights, the environment or health, with due respect for the generall principles off international law; 3. The same stakeholders should demonstrate their intention to refer any disputes concerning the application or interpretation of the Global Code of Ethics for Tourism for conciliation to an impartial third body knownn as the Worldd Committee on Tourism Ethics.