Ecotourism, or environmentally responsible travel, is no longer just a trip with backpacks, spending nights in the open air and with little comfort. The world’s best resorts are adding “eco” to their names, combining sustainability with a high level of service. Luxury-Eco is a new concept that combines two seemingly opposing directions. Since luxury is defined as a good or service that is not considered to be a necessity, it is associated with waste. In reality, however, rarity and durability lies in the concept of true luxury. It is not something mass produced but precious, therefore it is in luxury brands best interests to protect scarce resources.

“Luxury brands can not be that proud about their performance on social environmental issues yet,” says Dr. Jem Bendell, Associate Professor in Griffith Business School.  The business of luxury, however, cannot be isolated from the problems of  pollution, climate change and scarcity of resources. The question is not whether luxury industry could be green, but how it could do so.

“The biggest problem in sustainability in any industry is that there is no general definition of what it is,” comments Vanessa Friedman, fashion editor for the Financial Times. The possible answers could be an efficient use of resources, help to local communities, and decent working conditions for employees. Currently each industry faces the challenge to define its own sustainable practices to make sure the resources we have today will be available tomorrow.

The tourism industry is one of the first that has developed criteria for a clear understanding of what sustainable tourism is, and the rules the tourism business should follow. The framework, called the Global Sustainable Tourism Criteria, published in March 2012, covers four main directions: effective sustainability planning, maximizing social and economic benefits for the local community, enhancing cultural heritage and reducing negative impacts to the environment. Market leaders make efforts to follow the criteria.

The Marriott, for example, is about to spend 75 percent of its budget this year to get sustainable furniture and equipment. Another giant, Hilton, managed to cut waste 19 percent during 2010 with its system LightStay. The company states an objective to cut energy consumption by 20 percent, CO2 emission and waste output; water consumption is to be cut by 10 percent in the period from 2009 to 2014. Hilton’s sustainability policy includes eleven points, one of which is engaging  team members through training, tools, and active involvement.

Not only employees, but also customers, should be educated. Hotels cannot limit clients’ consumption of food, water and energy, but what they can do is to create a community with recommendations that are easy to follow. Practices such as changing the towels only when necessary, not using straws for cocktails and reusing glasses are not restricting, therefore customers are likely to respect them. The key here is to give visitors the idea about their contribution. It’s not enough for a hotel to claim to be green. The figures about reduction of water use and energy and contribution to the local community must be presented. The Sol Melía chain, for example, reported 35,506kg of waste collected and recycled for hotel. Another important factor to look at while choosing a green place is whether a hotel has environmental certification.

The current challenge common for all luxury industries is how to make customers accept and follow green practices. Kavita Maharaj, the Director of Global Corporate Relationship in Havas Media, is optimistic about the future: “It’s quite clear from the research we have done that consumers want it. They say quite categorically: we want to be a part of the solution, we want to be engaged in this issue and do something about it.”

In the end, luxury has sustainability in its roots. “The essence of real luxury is to sell high quality, creative and rare objects with an image of good taste and elegance. Thus luxury is resource dependent and obsessed by the sustainability of its resources,” says Jean Noël Kapferer, expert in brand-management.

The article Luxury Hotels Go Green appeared first on The Toonari Post - News, Powered by the People!.

Social Media Today dedicates itself to understanding and studying the complexity of new media in our societies. This innovative website, gathers professionals from all around the world, forming a comprehensive community on the dwelings of social networking, advertising, publicity and other subjects.

A recent article by Barry Hurd, a speaker on online business practices, gives insight on the top five questions business owners must ask to completely understand social media policies and how to work with them to their advantage. They often rely on traditional human resources tactics and forget that they too can manage their workers by using online channels.

Who owns it?  Hurd brings up the important question: if employees are authorized to post online during work hours or if they must do so as a part of their job, who truly owns the company’s social media policy? Owners should take into account that a laid-off employee can easily take a firm’s mailing list and all of its contacts, causing hundreds of dollars in damages.

One must make proactive decisions regarding online communication and the owner must make sure his or her is its leader and the head of a social channel hierarchy.

Do you have access to all your social accounts 24/7? This topic is also related to leadership and control. One must be in complete control of the communication hierarchy to ensure that there are no leaks and that all of the company’s assets are protected.

Have you identified mission critical paths? Hurd said that a vast array of processes for a social media policy need special supervision, and some have particularities that must be taken into account. Barry Hurd singles out sales, marketing, security breaches, employee/client privacy, investor relations, regulatory concerns, among others:

“Each of these communication processes have mission critical elements that are accelerated by social media usage. In many cases the most immediate requirement is the management of fast and effective communication for senior managers and executive leadership.

In the world of social media policy, many mid-management employees feel they are doing the ‘right thing’ and are unfortunately trying to make decisions in an area of business that they are acting blindly in.”

Are you monitoring your employees for rogue communications? What should you do when an employee disrespects you or a company client? This is a very delicate matter which must be settled using sensible criteria and one must be very careful of its consequences; they could potentially violate someone’s civil rights and liberties.

And finally: Does it influence hire/fire decisions? This question takes into consideration the legal requirements of firing someone based on a comment they made in a social communication channel.

One must take into account the legal precedents involved in such cases, and according to the National Labor Relations Board, ”Our review of cases found many specific policies alleged to be overbroad, including those that restrict discussion of wages, corrective actions and discharge of co-workers, employment investigations, and disparagement of the company or its management.”

They have “only just begun to address these many important issues, and it is, of course, hard to speculate as to how the Board will rule as these cases develop and whether those decisions will withstand judicial scrutiny. It is hoped that this survey can assist employers and counsel identify issues with which they should be aware as they grapple with the application of labor law to employee use of social media.”

The article Understanding Social Media Policy appeared first on The Toonari Post - News, Powered by the People!.