Our Group sustainable development strategy was created with the input of key stakeholders. For details of the stakeholders we consulted, view Strategy development in 2007/08 page. The table below gives a summary of their views and how they were incorporated into our strategy.
Our stakeholders praised TUI Travel’s leadership of the leisure tourism industry on sustainable development issues, while acknowledging that leisure tourism is not as advanced in this area as other industries, such as retail. They were particularly pleased at the dedication of our senior management to sustainable development issues over a number of years.
| Strategic priority | Stakeholder Feedback | Our response |
| Embedding | How is TUI Travel rolling out its sustainable development strategy to new acquisitions? | Newly acquired companies are receiving a presentation and follow-up from their Sector Coordinator. Acquisitions in emerging markets will be a key focus for the Specialist & Emerging Markets Sector in 2009/10 (view Specialist & Emerging Markets page) |
| The new strategy should not reduce focus on embedding sustainable development in TUI Travel's core business and informing the strategic direction of the Group | Embedding sustainable development into our business is one of our five strategic priorities for sustainable development (view Strategic priorities page) | |
| TUI Travel has previously been successful in influencing the travel industry to become more sustainable – this should appear within the strategy | Our aspiration is to lead our sector in sustainable development and this will involve continuing to use our influence to achieve this goal | |
| Climate Change | Carbon should be a priority | Climate Change is one of our priorities for sustainable development at TUI Travel (view Strategic priorities page) |
| Carbon offsets should not be reported as contributions towards a carbon reduction target | We calculate our carbon reductions using data from our operations only, and do not include carbon offsets | |
| Destinations | The economic effect of tourism on destinations should be a priority | Measuring and increasing our positive economic effect on local communities forms a key part of the Destinations workstream |
| Labour audits, especially in hotels, should be a priority | The Travelife Sustainability System has a focus on employment policies | |
| Part of TUI Travel’s supplier management should be to stop using hotels that do not comply – balancing this, of course, with the impact of the loss of business to the hotel | Our focus in the first instance is on working with suppliers to improve their sustainability performance (view Workstream 6: Supplier Management page) | |
| TUI Travel should be creating exemplar hotels and destinations on the ground, working more closely with destinations that are actively embracing the sustainability challenge | The development of exemplary flagship hotel properties and working with key destinations both form part of the Destinations workstream | |
| Our People | Getting the message across to your people is a key challenge | This is one of our priorities for sustainable development at TUI Travel (view Strategic priorities page) |
| Our Customers | TUI Travel should be leading the way in communicating with customers about the fuel efficiency of flights | We will encourage our businesses to tell customers about this issue through the Our Customers workstream |
| Communicating key issues to customers in destinations should be a priority – water and waste are directly affected by customer actions | We will encourage our businesses to do this through the Our Customers workstream | |
| Volunteering holidays should be a priority – there is rapid growth in this sector and a lack of regulation | i-to-i is working to address this issue |
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