tourism and sustainable development: putting theory into practice. the island experience

Tourism andSustainable

Developmentputting theoryinto practice

the island experience

Luis GortázarCipriano Marín

1999

GOBIERNO DE CANARIASCONSEJERÍA DE TURISMO Y TRANSPORTES

VICECONSEJERÍA DE TURISMO

International Scientific Council for IslandDevelopment

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Published by:Viceconsejería de TurismoConsejería de Turismo y TransportesGobierno de Canariasc/ La Marina, 5738071 Santa Cruz de Tenerife

Edif. de Usos Multiples IPlaza de los Derechos Humanos35071 Las Palmas de Gran Canaria

a n d

INSULA(International Scientific Council for Island Development)

c/o UNESCO1, Rue Miollis75732 Paris,Francia

Authors:Luis GortázarCipriano Marín

Coordination:Giuseppe Orlando

Graphic desing:Luis Mir

Photograph cover:Alberto Luengo

Traductions:Gabinete Erasmus

Printed by:Tenydea S.L.

D. L.: TF-146/99

Printed on recycled paper

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L he time a hotel boiler takes to heat the hotwater demanded by a customer who turns on thetap will have an enormous impact on an establish-ment’s balance sheet, both in water and energysavings.

This is just a simple example of how importantsome strategies can be when talking seriouslyabout sustainable development, like the develop-ment we promote in the Canary Islands, and whichshould attract all companies that want to enhancethe reputation of our islands and continue to com-pete within the confines of quality that have beenclearly laid down in the Canary Island TourismPlanning Act and its regulations.

The work being presented today by the RegionalMinistry of Tourism and Transport assembles aninteresting catalogue of actions that optimise thesustainable management of tourist accommoda-tion establishments on environmentally fragile is-lands, such as the Canary Islands, where 40% ofthe total surface area has been declared a Pro-tected Natural Area of one kind or another.

It also gives us an interesting and very valuableinsight into different fields of action, both in ac-commodation establishments (water, energy,waste), and tourist destinations (protected areas,infrastructure, bio-diversity).

The recommendations made in the LanzaroteCharter, agreed upon in the 1995 World Confer-ence, have been essential in this task.

For many years now, the Canary Island touristauthorities have been working firmly towardsmaking sustainable development a reality, in or-der to set an example to the whole world of re-spect for the generations of the future, to whomwe should leave the world in the best possible con-dition for the harmonious development of Man-kind.

Professionals in the industry will be able to usethis work as a valuable tool that includes the mini-mum objectives that the Canary Island Govern-ment recommends today (and that they willundoubtedly demand in the future), not just fornewly built facilities, but all who must constantlyupdate their establishments if they want to remaincompetitive on the circuit of the best tourist desti-nations in the world.

Juan Carlos BecerraDeputy Minister of Tourism

of the Canary Island Government.

PPPPProloguerologuerologuerologuerologue

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ContentsContentsContentsContentsContentsTowards a new tourism culture in islands 9

Sustainable tourism, a new development model. 12Islands 13Putting theory into practice 15

Concepts and definitions 17Sustainable Development 17Sustainable Tourism 18Responsible Tourism 18Rural Tourism 18Eco-tourism 19Green Tourism 19Other forms of tourism 19Eco-labels 20Environmental Management System 20Eco-audit 21Standards 22Quality 22Eco-tourist Quality 22Code of Ethics 22Best Practices Guidelines 23Carrying Capacity 23

Tools for managing sustainable tourism 25Codes of conduct 25Characteristics of tourist eco-labels 28Best Practice Guidelines, the first step 33Environmental Management Systems in the tourist sector 37Standards 39

Best practices in island tourist industry 41ENERGY 42

Environmental objectives 42Actions 42Ideas and solutions 42

Minimise energy consumption 42Maximise efficiency of energy sources 44

The role of the renewables 45WATER 47


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SOLID WASTE 50Objectives 50Actions 50Ideas and solutions 50

EFFLUENTS AND EMISSIONS 53Environmental objectives 53Actions 53Ideas and solutions 53

ELIMINATION OF FOCI OF CONTAMINATIONAND ENVIRONMENTALLY PREJUDICIAL PRODUCTS 54


BUILDING, ENVIRONMENT AND LANDSCAPING 56Environmental objectives 56Actions 56Ideas and solutions 57

GOOD PURCHASING PRACTICES 58Environmental objectives 58Actions 58Ideas and solutions 58

GENERAL RECOMMENDATIONS 59INFORMATION AND SERVICES 60

Objectives 60Actions 60Ideas and solutions 60

Estrategias de futuro para los destinos insulares 61Planificación del turismo sostenible 61La gestion integrada de zonas costeras 64El caso del Transporte 64El recurso a la telemática 66

Declarationsand documents 67Barbados Conference - Action Programme 67Berlin Declaration 69Charter for Sustainable Tourism 70European Island Agenda 73Rio Declaration 75

Bibliografía y direcciones de interés 79Bibliografía 79Sitios WEB recomendados 80Direcciones de interés 81

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Since the 1992 Rio Conference, the strategyof sustainable development has evolved as a realoption that is increasingly impregnating political,technical and economic decisions in today’s world.In a few short years, what seemed like a long-term possibility has become a reality in many ac-tions and decisions taken on an international scale.The idea that it is possible to conserve our naturaland cultural capital without compromising the fu-ture and that this ambition is compatible with de-velopment in the present, is starting to be put intopractise in the main areas of economic activity.The phenomenon of tourism, which some havecompared in importance with the Industrial Revo-lution, can not ignore this trend.

Tourism is maybe one of the industries wherethis new sensitivity has had the greatest effect,due to the convergence of tourism and the envi-ronment. Curiously, this is an activity that was la-belled as aggressive to the environment and adestroyer of local cultures, until the eighties. Al-though, it must also be said that this is an extremelyyoung industry; the concept of tourism as we knowit today first appeared in the Oxford English Dic-tionary in 1811.

The profound change that is starting to occur ininternational tourism, which could be interpreted

as a sign of maturity, is based on a recognition ofthe main points surrounding the tourist business.• Tourism is presently the largest industry in the

world. According to the World Tourism Organi-sation (WTO), between 1995 and 1997, there hasbeen an average increase in tourist arrivals of4.5%, reaching a total of 596 million last year.To illustrate the turnover of the industry; in 1996earnings from tourism, excluding air transport,were 423 billion dollars. These figures alone il-lustrate the need for a change in strategy for theworld’s leading industry. It needs to conserve thevery environmental values that underpin the ac-tivity and that justify a large part of the touristproduct in many destinations. An activity of thissize and importance could see its survival threat-ened in those areas where basic tourist resourcesare harmed or deteriorated.

• Tourism demand is registering profound changesin the behaviour of consumers. In recent years,the tourist industry has undergone far reachingtransformations in its corporate culture in re-sponse to the qualitative changes in demand.Traditional mass tourism, typified by the produc-tion and sale of rigid, standardised and mass prod-ucts, is giving way to new forms of business, in

TTTTTowards a newowards a newowards a newowards a newowards a newtourism culturetourism culturetourism culturetourism culturetourism culture

in islandsin islandsin islandsin islandsin islands

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which flexibility and segmentation of productsare the most outstanding features. We are cur-rently witnessing the appearance of a wholerange of diversified and innovative products thatcan adapt to new behaviour patterns.

• The destinations themselves, regardless of thepolicies dictated by operators, are starting tobecome aware of the active role that local so-cial partners should have in the planning anddecision-making aspects of the tourist business.Authorities, the hotel trade and other social rep-resentatives are seeking new ways of improvingthe quality of their areas and they are trying tocull forms of tourism that could jeopardise thesustainability of their resources. For what arecurrently mature tourist destinations, quality and

environmentally-related aspects do not representoptional value added, they are essential specifi-cations of the product that will have a decisiveeffect on their level of competitivity. These areessential aspects at a local level, because, de-spite its ambivalent nature, tourism providesemployment for one out of every sixteen work-ers on Earth and accounts for 7% of capital in-vestment.

• Finally, tourism is becoming an integral part ofthe Information Society. The dizzy advances intelematics make in increasingly possible to main-tain a direct relationship between consumers andthe final product and to shape goods and serv-ices to the varied and specific requirements ofdemand.

Source: Guide for Local Planners -World TourismOrganization (WTO)

TRADITIONAL TOURISM SUSTAINABLE TOURISM

TOURIST DEVELOPMENT AGENTS

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RESPONSIBILITIES ANDOBJECTIVESOF THETOURISTANDTRAVEL INDUSTRYACCORDING TO AGENDA 21.

- Towards environmentally sustainable development -

DEVELOPING A SUSTAINABLE TOURISM PROGRAMTo establish systems and procedures aimed a taking on board

the themes of sustainable development in the core of the managementfunction and to identify necessary actions to make sustainable tourism a reality.

PRIORITIES AND OBJECTIVES

Source:WTTC,OMT, Earth Council(1995) - Agenda 21 for the Travel and Tourism Industry.

I MINIMISATION OF WASTEMinimisation of the consumption ofresources, maximisation of productquality and minimisation of wasteoutputs.

I I ENERGY CONSERVATIONAND CONTROLEnergy saving and reduction ofpotentially hazardous emissions.Introduction of the renewables.

I I I CONTROL OF DRINKINGWATER RESOURCESProtection of water resource qualityand efficient and fair use of existingresources.

IV CONTROL OFWASTE WATERSMinimisation of waste wateremissions in order to protect theaquatic environment, safe-guardflora and fauna and conserveand protect the quality of freshwater resources.

V HAZARDOUS SUBSTANCESReplace products containingpotentially dangerous substanceswith environmentally-friendlyproducts.

VI TRANSPORTReduce and control dangerousemissions into the air and othereffects of transport that are prejudicialto the environment.

VII LAND USE PLANNNINGAddress the multiple demand forland, ensuring that the developmentof tourism does not have a highvisual impact, but rather that it helpsto conserve the environment andculture, at the same time as itgenerates income.

VIII PARTICIPATION OFTHE PERSONNELAND COMMUNITIESCONCERNED INENVIRONMENTALAFFAIRS.Protect and take on boardcommunity interests indevelopment and ensurethat what facilities,tourists and communities havelearned about the environment isput into practice.

IX DESIGN FORSUSTAINABILITYEnsure that tourist productsand technologies used aredesigned to be less polluting,more efficient socially andculturally, as well as tomake them appropriate andaccessible throughout the world.

X ASSOCIATIONSFOR SUSTAINABLEDEVELOPMENTForm associations to producelong-term sustainabilityin tourist matters.

Islands - Sustainable Tourism

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Sustainable tourism,a new development model.

The resolutions of the World Tourism Confer-ences of Manila (1980) and Acapulco (1982) inmatters of Tourism and the Environment were thefirst step, and managed to consolidate environmen-tal interest in the Conference of the Hague, spon-sored by the Inter-Parliamentary Union and theWorld Tourism Organisation. The Hague Confer-ence was convened under the basic principle thatthe «integrity of the natural, cultural and humanenvironment is a fundamental condition for thedevelopment of tourism».

From then on, most international agencies withtourist activity-related competences started to be-

THE COMMUNITYCAN PROVIDE:

� CULTURAL INTERACTION

� TOURIST SERVICES

� LOCAL PRODUCTS

IN TOURIST MATTERS, GOVERNMENTS,ALONG WITH LOCAL AND REGIONAL AUTHORITIES CAN:

� ESTABLISH POLICIES, STANDARDS AND INCENTIVES TO FOSTER AND

� SUPPORT CONSERVATION OF CULTURE AND NATURE.

� ESTABLISH PROTECTED SITES AND AREAS

TOURISM CAN BENEFITTHE LOCAL COMMUNITYTHROUGH :

� CULTURAL INTERACTION

� ECONOMIC INFUSION

� TECHNOLOGY TRANSFER

� ENVIRONMENTAL EDUCATION

� BETTER LAND USE

� IMPROVEMENTS IN INFRASTRUCTURE

� EMPLOYMENT

� DEVELOPMENT OF LOCAL COMPANIES

Source: OMT (1993) - Sustainable TourismDevelopment: Guide for Local Planners.

come involved in actions and programs that havegradually put the theoretical message into prac-tise. Strangely enough, the Rio Conference (1992),which gave international legitimacy to the sustain-able development option, did not include tourismas one of its principle objectives, maybe due tothe fact that the enormous complexity of the in-dustry means it can be approached from many dif-ferent areas of expertise and jurisdictions.

After this period of international accords anddeclarations in favour of responsible tourism inwhich the foundations were laid for this new men-tality, including initiatives like the SustainableTourism Charter approved in Lanzarote, a newscenario started to take shape in which the tourist

� Tourists � Recreational, cultural and

SUSTAINABLE DEVELOPMENT educational experiences

� Outside exchange � Greater appreciation

� Products

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industry itself started to take the initiative, on manyoccasions going beyond inter-governmental agree-ments and the guidelines laid down by internationalagencies.

Companies, tourist industry trade associations,public administrations, investigators, NGO’s, gov-ernments and inter-governmental programs allstarted to mobilise in a surprisingly short period oftime, demonstrating that the sustainability optionin tourism was more than just high-flown theory.The United Nations Environment Program, in avery short space of time, carried out intense activ-ity in favour of «eco-efficiency» in tourist devel-opment. Unesco supported the responsible tourismoption in all its dimensions, both the cultural facetand the facet of natural heritage, sponsoring dem-onstration programs and projects through programslike MaB Programme and initiatives like the Cul-tural Decade. The Silk Route and sustainable tour-ism projects in biosphere reserves are all responsesto the imperious need to get ahead of events.

Many initiatives started to emerge from the tour-ist industry and from local communities. Simplyby consulting the guide of environmentally sensi-tive projects drawn up by ECCONET, you will beleft in no doubt as to the magnitude of the phe-nomenon. Even a product as specific as eco-tour-

ism can claim a surprising number of successfulexperiences. But, what is the role of islands in thisnew vision of the world of tourism?

IslandsIslands form an essential part of the sustainable

development strategy. Chapter 17 of Agenda 21(Rio 92) points out that islands are a special case,both in terms of the environment and development,and they have very specific problems in planningsustainable development. It is important to notethat, although they are small territories when con-sidered individually, all together, they exceed anyterritorial unit. But they tend to be ecologicallyfragile and vulnerable. Their small size, limitedresources, geographical dispersion and their iso-lation all put them at a disadvantage.

The real world of islands shelters a large pro-portion of the planet’s bio-diversity, hosts of themarine-terrestrial habitats catalogued as of inter-est and is the cradle of an extremely wide varietyof almost unspoilt island cultures. All this heritagecould be seriously threatened if tourism is not ad-equately planned. The fragile nature of island en-

Islands - Sustainable Tourism

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vironments and the difficulties their economieshave in tackling abrupt changes and specialisationmake it necessary to define ex profeso develop-ment models for islands.

This is the context that was highlighted in theUnited Nations Conference on Islands and SmallIsland States, held in Barbados in 1994, in whichtourism was recognised as a strategic sector andthe main driving force of development for manyisland regions. Including sustainable tourism as akey point in the Barbados Action Plan is no mere

coincidence. Islands are the second most impor-tant holiday destination after the category of his-toric cities.

Islands, with a real and direct influence overone third of the Earth’s surface, are not a reflec-tion of the exotic worlds that were invented by ro-mantic XIX century travellers. In reality, islandsare an intense world defined by their need to sur-vive in isolation. Territories that have been ideal-ised by mainlanders, but often used as areas ofintensive production of a single crop, where thesustainable development option of tourism becomesmore of a pressing need than an option.

This new scenario presents an ambivalent situ-ation for islanders that must be faced with deci-sion. On the one hand, the tourist industry iseffectively a powerful vector for development andfor breaching isolation, on the other, it is an un-precedented risk for the conservation of an island’snatural and cultural resources, its most valuablecapital, and a particular repercussion on the is-land’s coastline and marine environment.

Tourism is starting to become one of the lead-ing economic sectors on most islands. To give usa territorial idea of the phenomenon of island tour-ism, we can take the example of the intensive is-land destinations of the European Union, wherewe find holiday accommodation densities that varybetween 75 and 150 beds per square kilometre,very often exceeding conventional population den-sities of populated areas of any continent. TheMediterranean Blue Plan gave some spectacularfigures for 1994: European islands have more than1,800 km2 of tourist infrastructures. But if we makethe comparison in terms of tourist flows, the re-sults are even more striking: the Greek islandsreceive more international tourism than Brazil; theBalearic islands are host to the same number oftourists as Portugal; Hawaii is visited by more

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Corfu 592 km2 70.000 bedsMenorca 720 km2 82.000 bedsElba 223 km2 21.000 bedsRodas 1.398 km2 80.000 bedsTenerife 2.036 km2 150.000 beds

Islas - Turismo Sostenible

sential. Our problems can not be solved in the sameway as on the mainland, and it may well be a mis-take to import technical and management solutions,without validating and adapting them to island con-ditions.

With a view to helping to cover these deficitsand to provide incentives for mutual contact be-tween island experiences, Insula has developed aninformation system that includes environmentally-responsible experiences and sustainable tourismplanning initiatives on islands.

people than Chile and Argentina together and twicethe number of tourists visit the Canary Islands eachyear than the 5.5 million international tourists thatgo to the whole of South Africa, the great emerg-ing destination of the African continent.

These figures indicate the intensity and the de-gree of specialisation that the tourist industry hasreached in island regions, and should serve as awarning about the environmental and social risksbeing faced by extremely fragile territories. TheConference on Sustainable Island Development inEurope (UNESCO-INSULA-Minorca 1997) calledattention to these matters, recognising that it wastime to set the right action strategies. Islanders donot want to remain as mere spectators of a proc-ess that, if not suitably controlled, will turn a sourceof wealth into a new crisis factor.

Putting theory into practiceIn the domains of planning, regulations cover-

ing tourism, the environment, and the generationof environmentally-friendly projects, islands haveshown an extraordinary capacity for action. Thenumber of practical cases is high, although thescattered position of islands prevents us from see-ing the overall magnitude of the change in mental-ity. They are small building blocks that, one at atime, are constructing the edifice of sustainableisland development within the framework of thenew tourism culture.

That is why the transfer of information and ex-periences between one island and another is es-

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EVOLUTION OF A SUSTAINABLE DEVELOPMENTPLAN FOR TOURISM IN ISLANDS

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Since the Earth Summit held in Rio de Ja-neiro (1992), much has been written about the in-ternational accords and declarations in which newconcepts are mooted, all concerning the centralidea of sustainable development. In the world oftourism this recent sensitive attitude has gener-ated specific concepts that have varied accordingto the product or objective concerned. This has ledto new practices being adopted by travel agentsand tour operators and concepts dealing with plan-ning strategies for the development of tourism. Atthe same time, quality and environmental policieshave converged in the tourist industry to create newscenarios with more appropriate terms.

The rapid growth of new terminology and theproliferation of literature on the subject make itnecessary to clarify and define its meaning andscope as far as possible, in order to avoid confu-sion.

Sustainable developmentThe concept of sustainable development

emerged in the mid-80's, out of the BrundtlandReport, as it is known, written at the request of theUnited Nations, by the Commission for Develop-ment and the Environment. The sustainable de-velopment option is based on the idea that

Concepts andConcepts andConcepts andConcepts andConcepts anddefinitionsdefinitionsdefinitionsdefinitionsdefinitions

conserving our natural and cultural capital is pos-sible without compromising the future and that thisis compatible with development in the present.

The global strategy for sustainable developmentwas finally coined in 1992, at the United NationsConference on the Environment and Development(UNCED), also known as the Earth Summit andthe Rio Conference. Item three of the Rio Decla-ration states that «the right to development mustbe fulfilled so as to equitably meet developmentaland environmental needs of present and futuregenerations».

Of the many definitions of, and approaches tosustainable development, we would like to men-tion the definition put forward by H. Daly, econo-mist of the World Bank: «for a society to bephysically sustainable, its global material and en-ergy inputs must meet three conditions:1 The rate at which renewable resources are used

must not exceed the rate at which they are re-generated.

2 The rate at which non renewable resources areused must not exceed the rate at which renew-able substitutes are developed.

3 The rate of emissions of polluting agents mustbe in accordance with the environment’s capac-ity to assimilate them».

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Sustainable TourismThis concept is the consequence of the indus-

try adapting the strategy of Sustainable Develop-ment to the world of tourism. On an internationalscale, it was formulated for the first time at theWorld Conference on Sustainable Tourism, heldon the island of Lanzarote in 1995. It is generallyaccepted that sustainability in tourism meansbeing ecologically acceptable in the long termand financially viable and fair from a social andethical viewpoint, for local communities. Thus,tourism must become part of the natural, culturaland human environment, respecting the fragilebalance that is characteristic of many holidaydestinations, particularly on small islands and inenvironmentally sensitive areas. Sustainable tour-ism will place special emphasis on conservingthe cultural heritage and traditions of local com-

munities, enabling destinations to enhance theirsocial and cultural heritage and improve the qual-ity of life of their people.

Within a strategy of environmental quality as ameans of conserving destinations and satisfyingcustomer needs, top priority has been given to pro-moting the participation of everyone involved inthe tourist industry and opting for cultural, techno-logical and professional innovation.

Special priority will be given to covering envi-ronmental costs through a system of setting fairerprices and by paying special attention to ecologi-cally sensitive and degraded areas; the role oftransport, energy and waste management poli-cies.

Responsible TourismThe very term places the emphasis squarely on

assuming and recognising the responsibilities boththe tourist industry and tourists themselves haveto the environment and to the cultural heritage ofeach tourist destination, whilst maintaining theconcept of sustainable development as the finalgoal.

Rural TourismRural tourism covers all tourism activities in-

volving natural, social and cultural elements thatoperate in a rural environment. It is characterisedby: integration in the local environment,complementarity to the main economical activi-ties of the area, utilisation of local products andparticipation in local activities (e.g. open-air ac-tivities, local cuisine, etc.).

The concept of rural tourism often encompassesa whole range of specialist market segments thatare available in the countryside, such as agro-tour-ism, eco-tourism, green tourism, adventure tour-ism, cultural tourism and sports tourism.

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Eco-tourismEco-tourism is tourism that operates in natural

protected areas. It is, therefore, a highly special-ised form of tourism, in which priority is given toconservation, over any other variable. This kind oftourism attracts people who travel to unspoilt wil-derness areas for the specific purpose of learningabout and admiring the ecosystems and their com-ponents, and the cultural features of the region byobserving and studying them. This is an aesthetic,scientific and even philosophical rather than amerely recreational approach to tourism.

In eco-tourism, priority is given to conservingnatural areas, so eco-tourism planning must besubordinated to conservationist interests. In fact,in most cases it is considered as a means of mak-ing the protected area in question economicallysustainable and providing development for localcommunities. The positive aspects of eco-tour-ism do not eliminate the possibility of generatingnegative effects, such as the very fact of bring-ing visitors to virgin or extremely fragile areas.

Curiously the term «eco-tourism» was first usedin the Galapagos Islands.

Green TourismThis is a form of tourism in which the land-

scape plays the leading role, as a meeting pointwhere human and natural variables converge. It isa kind of tourism that is linked to a rural or naturalsetting, where the aim is to integrate visitors andthe local population. In fact, the local populationplays a vital role in receiving tourists. It is a termthat is half way between rural tourism and eco-tourism, mentioned above. In fact, it is term thatis being increasingly ignored because of its vague-ness in the face of the progressive segmentationof the tourism market.

Other forms of tourismThe growth of the tourist industry has led to the

appearance of new kinds of tourist activity, in re-sponse to very specific segments of demand. Wecould mention agro-environmental, cultural, adven-ture and sports tourism for their environmental in-fluence.

Agro-environmental tourism is a specialisedform of rural tourism, in which visitors stay atfarms and take part in agricultural activities, thusplaying an integral part in the everyday life of thefarm.

Cultural tourism is based on using the area’scultural heritage as a means of conserving andpromoting it. Thematic routes, site museums, tra-ditional fiestas and festivals are just some aspectsof this kind of tourism, which can be found both intown and in the most out-of-the-way hamlet.

Concepts and definitions

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Adventure tourism has proliferated recently asa way of generating a sense of discovery by usinglargely unspoilt areas with very little man-madeinfrastructure or facilities.

Sports tourism is based on using rural or naturalareas for practising open-air sports. It started outwith traditional activities like sailing, cycling andskiing, but the range of activities has now increasedto include high risk sports such as white water raft-ing, mountain biking, orienteering and survival.

Eco-labelsThese are the tourism version of green labels,

which can be defined as instruments for inform-ing consumers about goods or services that areenvironmentally friendlier than their competitors.

The objective of green labels is to improve salesand the image of the product bearing the label;gradually increase consumer awareness; providetrue and accurate information; force businessmento accept responsibility for the effect their prod-ucts have on the environment and, last but by nomeans least, to protect the environment. Thesesame characteristics are also valid for tourist «eco-labels». The basic qualities of tourist eco-labelsare:• Reliable environmental information for the con-

sumer to facilitate his decision making processwhen acquiring tourist goods or services.

• Improvements in supplier relations and manage-ment by reducing the environmental impact ofestablishments by adopting the necessary meas-ures to meet the criteria of the label and gain amarketing advantage by enhancing supplier con-fidence.

• Innovation in the industry, through joint com-mitment to continuous improvement and moti-vation for introducing technological innovation.As instruments of self-regulation, the tourist

«eco-labels» should become attractive to both sup-pliers and consumers of tourist products and shouldbecome accepted as valid information instrumentsin the market.

Environmental Management SystemAn appropriate business strategy requires

equally appropriate implementation and integra-tion of an Environmental Management System(EMAS), whose objective is to define and imple-ment the environmental policy that is best suitedto the activity, goods or services supplied by thecompany. It should prevent and minimise environ-mental impact, ensuring the system’s aptitude forcontrolling said impact and of being able to dem-onstrate this aptitude to those concerned.

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An EMAS provides a framework for each com-pany to constantly manage its environmental ac-tions in an active and systematic manner, in orderto:• Contribute to the development of an active ap-

proach in environmental matters.• Enable companies to set specific environmental

objectives and targets.

EMAS are developed in four major steps:1 Planning, which leads to objectives and targets

being set and defines the strategies for achiev-ing them.

2 Organisation, which seeks to establish an organi-sational structure with defined functions and re-sponsibilities.

3 Application, which determines the results thatwill be obtained with varying environmental be-haviour.

4 Monitoring, which is the necessary frameworkfor assessing the results obtained, diagnose thewhole process and improve it.

Eco-auditAn audit is a review and verification of differ-

ent aspects of a company or activity. Dependingon the area under review, there are different kindsof audits; accounting, special and functional au-dits. An environmental audit, or eco-audit, comesinto the category of special audits, like other man-agement, safety or hygiene type audits.

The eco-audit is a process carried out by a com-pany with a view to finding out its environmentalstatus at a given moment in time, encompassing abroad range of situations. There are different typesof audit, depending on the subject to be audited(general or partial) and on its objectives (to studycompliance with legislation or standards, accidentaudit, risk audit or general management audit).

Energy Water

Contractors andSuppliers

SolidWaste

WasteWaters

Emissionsand Effluents

Integrationwith the

Landscape

Environmentalimpacts

and Risks

SafetyRegulations

Noises

Eco-audits can be internal or external, dependingon who does them and what the objectives of theaudit are.

In the world of tourism, they are usually usedas part of the Environmental Management Sys-tem. Here, there are two types: Initial Environ-mental Review, which is an audit that tells us thecompany’s environmental situation and lays thefoundations for an EMAS, and the EnvironmentalReview, which is a periodic audit that is carriedout to monitor progress and fulfilment of EMASgoals and objectives.

The model for an eco-audit in the tourist indus-try should address, at the very least, the followingsections:


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StandardsThis is a self-regulation instrument for the in-

dustry that consists in voluntarily adopting stand-ards. Compliance is verified through a givenprocedure of assessment that has been designedto accredit compliance of a product or service.Standard practices have spread in a spectacularmanner in the world of Quality, through the dis-semination of ISO 9000 standards.

Standards act as a means of complementinggovernment inspection, and to make control moreeffective. It is done through private organisationsthat ensure the quality of goods and services in anindependent and external manner.

QualityThis is the sum of all the properties and charac-

teristics of a product or service that give it the abil-ity to satisfy established or implicit needs. Qualitywas born in the world of industry, to guarantee safeproducts that meet certain specifications of usefullife time, environmental impact, costs and dead-lines. It could be said that the definition of qualityimplicitly includes the existence of a referencestandard against which all goods and services thatare supplied to customers will be measured.

In the world of services, which encompassesthe tourist industry, quality is the degree to whicha company can meet the expectations aroused inthe customer, that is to say the degree of customersatisfaction with the goods or services.

Eco-tourist QualityThis concept encompasses both the environmen-

tal and cultural aspects of the goods or services, beit on a specific level (e.g. accommodation) or gen-eral (destination). Eco-tourist quality must considerthe five areas of customer satisfaction: specifica-tions of the product, compliance with specifications,

reliability or regular compliance with specifications,value for money and delivery of the product in ap-propriate conditions. These are all included in totalquality approaches, as they are known.

Code of EthicsAlso known as codes of conduct, these are vol-

untary instruments that establish guidelines andrecommendations for lines of action, but have nocoercive power. They can either be general oraimed at a specific sector, for example, a code ofconduct for waste treatment or energy policy. Theyare normally used as an initial measure for raising

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awareness in a sector about a certain problem. Theclearest example is the code of conduct of thechemical industry, which has managed to tacklesome very serious environmental problems byadopting what they call a «Commitment toprogress», a code of conduct whose final purposeis to anticipate legislative pressure by reaching avoluntary consensus within the industry rather thanhaving to comply with regulations imposed on themby the government.

Best Practice guidelinesBest practice guidelines are instruments for im-

proving environmental management of a company,establishment, or even a destination, by comply-ing with a set of measures that are established asan example and objective of good practice. Theseguides are highly flexible instruments as they canbe adapted to any particular situation and graduatethe degree of compliance. They are frequently usedas the first step for putting «eco-labels» in placeas they can be gradually adapted to meet new en-vironmental demands and to increasing manage-ment skills. This way, when the time comes,meeting and keeping standards is feasible and nottoo difficult.

Carrying CapacityThis is a concept that refers to the «environ-

mental capacity» of a territory, i.e., the capacityof an area to absorb man’s intervention and pres-ence without starting an irreversible process ofdegradation. Obviously it is a very clear expres-sion to understand, but it is very difficult to assessscientifically. In recent years, it has emerged as atool to be used in conjunction with the concept ofsustainable development, although its origins areto be found in agronomic studies of grazing ca-pacity.

The World Tourism Organisation (WTO) de-fined it in 1981 as «the maximum number of tour-ists that can visit a single site without provokingdestructive physical, biological, economic or socio-cultural effects on the environment, or an unac-ceptable deterioration in tourists’ satisfaction».There are many different variables involved inquantifying it: population numbers and density,density of tourist beds, attendance, infrastructure,terrain, protected areas, as well as sociologicaland economic factors.


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In recent years, the application of the conceptto islands has been somewhat controversial. Theclassical formulations of carrying capacity fromthe scientific world, come across serious practi-cal problems when they are applied to islands. Thisis due to the very complexity of island territories

and societies and the different weight the factorsto be measured have in local development poli-cies. The concept is however, an excellent instru-ment for the tourist management of protected areasand fragile heritage habitats.

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Bringing the tourist industry on board thestrategy of sustainable development is a truly com-plex task that must tackle a plethora of situations,promoting efficient systems of consensus betweenall the social partners involved. For the islands,this task is more of a necessity than an option.

Such a general change of attitude requires com-mitments to be taken at all the different levels onwhich the tourist industry operates. In order to en-courage and develop lasting commitments and tomove tourism in the direction of sustainable be-haviour, an extensive battery of instruments hasbeen created. We have everything from declara-tions and codes of conduct, aimed at promoting anew mindset in tourist management, to best prac-tice guides, designed to offer specific solutions that,on occasions, go into great detail.

Although it is true that much progress has beenmade in recent years by many island governmentsin the area of regulations and legislation, we aregoing to focus on voluntary instruments that haveoften proved to be just as, if not more efficientthan regulatory action.

TTTTTools forools forools forools forools formanagingmanagingmanagingmanagingmanaging

sustainable tourismsustainable tourismsustainable tourismsustainable tourismsustainable tourism

Codes of conductThere has been a wide variety of codes of con-

duct on an international scale since the early ’90s.These were all aimed at providing incentives forand promoting environmentally friendly and sus-tainable development friendly attitudes in the tour-ist industry. Depending on their specific objectives,codes of conduct have usually addressed generalaspects of tourism, specific destinations, or the dif-ferent players operating in the sector. In the lattercase, there are:

• General tourist industry codes• Codes that address specific sectors and activities.• Codes of conduct for tourists• Codes directed to the host populations.

The scope of these initiatives varies accordingto who is promoting them. So, we have a broadvariety of codes promoted by international organi-sations, governmental agencies, tourist industry as-sociations (on a local, regional or internationalscale) and by NGO’s.

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The following are good examples of internationaland general codes of conduct:• Sustainable Tourism Charter (World Conference

on Sustainable Tourism sponsored by UNESCOand held on the island of Lanzarote in 1995)

• ICC Business Charter (International Chamberof Commerce). A general code for this sector ofthe industry.

• Principles for Sustainable Tourism (World Wild-life Fund)

• Cultural Tourism Charter - ICOMOS. Aimed atconserving cultural heritage.

• Tourism Charter and Tourist Code adopted inSofia in 1985 by the WTO (World Tourism Or-ganisation)

• Berlin Declaration on Biological Diversity andSustainable Tourism (1997)

• Agenda 21 for the Tourist and Travel Industry(1996), promoted by the WTO, the Earth Coun-cil and the WTTC (World Travel and TourismCouncil), that encompasses a large number of

important international players in the tourismindustry.Some of these general codes and declarations

refer specifically to island regions, such as theAgenda 21 for the Baltic Sea region, the “RügenRecommendations” (1997) that were elaboratedon the island of Rügen for the Baltic region, or theCalviá Declaration (island of Majorca) on Sustain-able Tourism in the Mediterranean.

Concerning codes of conduct for tourists, thefirst initiatives emerged from the specific segmentof eco-tourism. This was an obvious response, asthe use of high-value, fragile wild areas and con-tact with particular local cultures has made it nec-essary to establish voluntary and eco-compatiblebehaviour guidelines.

With regard to codes for tourists, there is a gen-eral set of recommendations:• Choice of tour operator, in aspects like employ-

ing local staff, support for conservation and theuse of local suppliers.

• Training and preparation for the traveller him-self, on the local culture and activities that couldhave a negative impact on local communities oron the environment.

• Act responsibly during the journey, following therecommendations of guides and tour representa-tives, showing respect for local customs andbuying local handicrafts.

The aim of codes of conduct for the tourist, ingeneral, is to guarantee that a portion of the in-come generated by tourism goes to the local com-munity and to avoid irreversible loss of cultural orecological values. They also address the subjectsof coming into contact with other religions andeven the purchase of protected or endangered ani-mals or products made from them.

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One example of a code of conduct for travel-lers can be found in the Galapagos Islands, wherethe International Tour Galapagos Operators Asso-ciation (ITGOA) passes on recommendations toits customers concerning their behaviour in the is-lands, which have been established by the authori-ties. Tour operators themselves call on theircustomers to behave in a way that is compatiblewith the ecological quality of the islands, avoidingunnecessary impacts that could disturb the wildlife. They also lobby the government of Ecuadorto enhance environmental protection in the islands,especially in marine areas, and reduce populationpressure in the islands, in order to guarantee a low-impact sustainable tourism that will continue togenerate resources, both for conservation and toimprove the quality of life for current residents.

On many islands, this kind of code goes intodetail about specific activities. This is the case ofthe Guide for Turtle Watching in Trinidad and To-bago. Initial codes, on many occasions, haveevolved into legislation, such as for example, thePrevention Guide published by the Marine ParksAuthority of the Cayman Islands, or the code ofconduct for whale watching that has been elabo-rated by the Canary Island Government.

At the other end of the spectrum, that is codesof ethics aimed at host populations, there are veryfew experiences, apart from the code drawn up bythe island of Mauritius.

For businesses, the proliferation of codes ofenvironmental ethics or responsibility has becomea widespread practice that has been used as a firstmeasure to draw attention to these matters. In gen-eral, they are usually short documents that sum-marise the main points of eco-compatible practicesin the tourist industry in a few basic principles.Their voluntary and general nature make themideal for arousing interest in the sector and for cre-

ating a certain framework of competence. Thiscategory of documents includes the Pacific Ameri-can Tourism Association (PATA)’s Code for Re-sponsible Tourism. In just one page, this code is atrue declaration of what a tourist company con-cerned about the environment and sustainabilityshould be.

It includes the following aspects:• Identifying environmentally compatible practices,

with special emphasis on renewable energies.• Conserving ecosystems and development in pro-

tected areas.• Integrating local communities in tourism devel-

opment.

Tools for managing sustainable tourism

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• Enforcing international, national and local envi-ronmental regulations.

• Participating in the planning process, providingaccess to this for the local population.

• Prevention of tourist activity-related environmen-tal impact.

• Implementing management measures, especiallyin waste, water and energy.

• Environmental training for personnel working inthe sector.

• Providing customers with information about re-sponsible environmental practices and behaviour.

• Generating best practices guides for the differ-ent sectors of the tourism industry.

On the island of Borneo, the tour operator «Bor-neo Adventures» is applying the code in aspectslike not organising «ex profeso» dances for tour-ists when they visit jungle villages, or closelymonitoring the generation of garbage in tourist ar-eas, as non-biodegradable products have becomea dreadful consequence of tourist excursions, a phe-nomenon that has been accompanied by an in-creased capacity for consumption by the localpopulation. Another example can be found in theNew Zealand Federation of Tourist Industries,which has pioneered the elaboration of a codecalled Environmental Principles for Tourism,which places special emphasis on the aspects ofmonitoring, co-operation, co-ordination and edu-cation.

There have also been interesting initiativesaimed at island destinations, that have emergedfrom the world of the major tour operators, suchas the proposals and recommendations drawn upby TUI for the island of Fuerteventura. These areproposals that are in line with the European TourOperators Association’s (ETOA) guides and rec-ommendations.

Characteristics of tourist eco-labelsFor many years, management of the environ-

ment and natural resources in tourist areas wasbased on a legislative approach, focussing on is-suing compulsory regulations. This method alone,however, has often proved to be inefficient. Envi-ronmental deterioration has continued, despiteregulations, and can be seen in aspects such asuse of resources, waste disposal, effluents andemissions. Having said that, regulations should notbe underestimated as an excellent means of sup-port for improving conservation and environmen-tal quality, as the basic conditions for promotingtourism development in the future.

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But regulations should be supported by other,more effective, efficient and flexible tools. Self-regulation can play an essential and fundamentalrole. This has been seen from the progressiveadoption of environmental management systems,first by sectors with the most serious environ-mental problems like industry. Really, it is a ques-tion of integrating the environment in themanagement of the business as another factor tobe considered in the decision making process; foreconomic reasons, because of the major savingsthat can be made in energy, water and raw mate-rials; for legal reasons, because of the gradualtightening up of environmental legislation; formarket reasons, given increasing competitivity

and for reasons of marketing and corporate im-age, with the ever increasing awareness amongconsumers and the need to maintain good rela-tions with local communities.

Environmental management is becoming a factof life in the tourist industry, which has alwaysbeen a voracious consumer of natural resourcesand raw materials. There are clear advantages fora company that opts for making the effort to inte-grate the environmental element in to decisionmaking:• Savings arising from improved efficiency in

managing energy, water, waste and purchases.• Staff attraction and loyalty, improvements in

training and reduction in rotation.• Anticipating market pressures and improved

company image.• Compliance with and anticipating legal require-

ments.• Reduced risk for seeking insurance cover and

financing.• Improvements in the environmental quality of

the tourist destination or setting.

In the tourist industry, the most commonly usedinstruments for starting up an environmental man-agement system have been environmental qualitylabels (eco-labels), which have proved to be ef-fective marketing instruments that can improve theenvironmental quality of tourist products and serv-ices. They have also proved to be effective in guid-ing purchase decisions made by potentialcustomers. The first signs of environmental aware-ness in the tourist sector have emerged from eco-labels. They really started to take off in themid-nineties.

Despite differences, as they can cover touristareas, boroughs, or a particular establishment, somecommon features of eco-labels include:


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• Accurate environmental information for custom-ers, to facilitate his decision making process foracquiring tourist goods or services.

• Improvements in management and in supplierrelations by reducing an establishment’s envi-ronmental impact through adopting the neces-sary measures to meet the criteria of the labeland marketing advantages due to enhanced sup-plier confidence.

• Innovation in the sector, due to the inherent com-mitment to continual improvement and an obvi-ous motivation to start a process of technologicalinnovation.

As self-regulation instruments, these tourist«eco-labels» must become attractive to suppliersand consumers of tourist products, so they become

accepted as valid market information tools. Toachieve this, they must not be seen as mere super-ficial «make up» measures aimed at increasingclientele or for attracting new market segments,i.e. they need to produce certain effects that canbe seen both internally and externally:

• Widespread effect, that is not just limited toluxury or elite establishments. «Eco-labels» mustwin wide acceptance, both internally and exter-nally, in order to motivate other potential par-ticipants and generate the effect of examplesetting. Requisites must not, therefore, be sodemanding that they become obstacles to im-plementation, as a destination needs a criticalmass of 10 or 20% of establishments that canmeet the criteria. These establishments shouldaddress the basic aspects of reducing the envi-ronmental harm caused by the establishment andreducing the consumption of raw materials andnon-renewable resources. Good advertising andpublic relations work is also necessary.

• Profound effect, as was mentioned before, it isnot a question of adopting «green» make up meas-ures. The list of criteria should involve a real andacceptable effort that goes beyond a simple namechange in management style. Achieving the pro-found effect should translate into increased moti-vation and a philosophy of continual improvement,in which staff commitment should be promotedas a corner stone of the system.

• Long term effect, as this is not a circumstantialtactic or a marketing trick, but rather a develop-ment with a long time-scale. These environmen-tal quality labels therefore require carefulpreparation, which, in turn, requires a prelimi-nary effort devoted to both investment and in-

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Examplesof advancedEco-labelsimplementedon islands

BiosphereHotelsAfter the Institute for Responsible Tourism was created at theend of 1996, an independent organisation that has the supportof Unesco and other international agencies, a process wasstarted to promote a system for certifying environmental qual-ity for tourist accommodation. The requisites for obtaining thelabel have now become standards. The first area in which theBiosphere Hotels certificate has been widely implemented hasbeen the island of Lanzarote, where a reasonable critical masshas been reached.The range of specific certificates, under the general denomina-tion of Biosphere Hotels is wide and adapts to different situa-tions. Apart from the general certificate, there are specific stand-ards for destinations that have been declared Biosphere Re-serves, or internationally recognised sensitive areas, as well as standards for historic cities that havebeen declared World Heritage Sites.

GreenGlobeThis is another eco-label with wide island acceptance, especially in Cyprus, Sri Lanka and the Carib-bean. The Green Globe certificate is part of an environmental management programme for the traveland tourism industry, that has been developed by the WTTC (World Travel and Tourism Council).TheSGS (Societé Générale de Surveillance S.A.) acts as the agency that verifies certification.

vestigation. A solid structure must be built as afoundation for social support. This should besought in social and environmental type move-ments, getting them involved as elements of sup-port and credibility. Manuals, check lists, trainingand technical assessment are essential. Further-more, legal recognition, if achieved, can be avery useful instrument for the image of «eco-labels».

In the tourist industry, awards and recognitionin the form of environmental labels have becomehighly popular. At the same time, competition isbeing increased between different environmental

awards. But, this is also having a perverse effect.There is a whole mass of «eco» labels and «green»labels, all with different standards, scope andcover. This has meant that, at times, instead ofhelping tourists to make their holiday decisions,the profusion of eco-labels merely confuses them.

Putting a tourist eco-label into place is a task thatrequires preparation, several stages must be cov-ered if it is going to be really effective. Manualshave to be edited, voluntary agreements reached,then prizes and recognition awards and, the finalstep, the eco-label institution can become a work-ing method. Nonetheless, constant developments inthe sector make it impossible to establish a recipe


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or even a general model.The first step is usually to elaborate a manual

to provide specific help in carrying out environ-mentally friendly actions, generally starting fromnothing. On an international scale, there are somegood examples, such as the German Hotel andRestaurant Association (DEHOGA), which pub-lished a brochure in 1993, on how to do business inan environmentally friendly manner, all in a cata-logue of forty points. But, although it may be rela-tively easy to apply these initiatives to an individualestablishment, it is far more difficult to do for holi-day destinations, as there are many different andinterrelated factors to be considered.

The next step is based on adopting voluntaryagreements which go beyond being mere recom-mendations for each specific case. Other agentscome into play here, not just an establishment -the tourist company - but also the local populations,the whole tourist sector and also the tourists them-selves. Thus, an individual tour operator or touristbusiness will inform its customers of the environ-mental impact of its products through a voluntarydeclaration. This kind of measures, aimed at en-suring openness in the market, are far easier toimplement than a «label», for example, in the caseof a tour operator that offers a broad range of indi-vidual products or trips.

Environmental prizes and recognition awards areon a similar level. These can be especially effec-tive instruments for organisations and associationswhose members do not have much chance to im-prove the environmental quality of their productsindividually. This kind of initiative can be of greatinterest as part of a medium term strategy. In afirst stage, access to recognition awards is re-stricted to those companies that have some kindof environmental certificate. An example of thiskind of initiative can be found on the island of Ten-

erife, where an annual prize has been created bythe local hotel association, which is awarded forthe environmental quality of the accommodationsector, while, at the same time, the associationitself has drawn up a manual of best practices andcriteria for hotel management.

Association agreements go beyond voluntaryagreements and the above mentioned prizes. Thesecan include some kind of badge or label of recog-nition of the environmental commitment of theestablishment or tour operator, i.e., what is under-stood to be an environmental or «eco» label. Forexample, in the Asian Pacific area, the regionaltourist organisation (Asian Pacific Travel Asso-ciation, PATA) has drafted a code of environmen-tally responsible tourism, that forces the industryto meet minimum environmental standards.

Variety is the common denominator of touristlabels. It is easy to see that the characteristicsdemanded by each one and the importance of cri-teria for awarding them vary enormously. Anotherelement that varies is the geographical scope ofeach one. A third aspect that differentiates onescheme from another is the process for grantingand monitoring the different schemes, from pointssystems, to juries and incognito visits.

HiiumaaGreenLabel

Hiiumaa, Estonia. The Hiiumaa Green Labelhas emerged from an Eco-Islands project forsix European islands as a product of their co-operation. It is named after one of the islandsthat has also been declared a Biosphere Re-serve by Unesco. This is an international dis-tinction applied to the area of tourist servicesand accommodation that places special im-portance on the customers� perception of com-pliance with the label requisites.

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Financing and costs also vary in eco-labels, de-pending on whether they are publicly or privatelysponsored, or whether they are dependent on a nongovernmental organisation. In fact, there are nu-merous different models that can be divided intothree large groups:• Labels with no cost for participants.• Labels initially subsidised by the administration,

with costs to be paid by participants once thescheme is established.

• Labels with a cost for participants right from thebeginning.

In short, variety is motivated by:

1 Different levels of demand in criteria for grant-ing the label.

2 Geographic area covered by the label.3 Tourist sector or activity.4 Granting procedure.5 Cost.6 Sponsor.7 Duration.

The best way to set up an eco-label is probablyby creating a foundation or trust, that includes thetourist sector itself, as well as social partners andthe administration. It should at least have the ex-plicit support of the authorities. The trust gives thesystem credibility, by setting up an open, transpar-ent and stringent certification structure, with thepossibility of appealing to an independent and pro-fessional third party to audit members’ compliance.All these conditions formed the initial basis of theBlue Flag (1987), one of the longest standingawards in Europe, aimed at rewarding environ-mental quality and services on beaches and coastalports.

Variety among labels can also be seen in theirability to influence specific tourist activities. Inthe tourist sector we have witnessed the consoli-dation of international environmental responsibil-ity labels like: British Airways Tourism forTomorrow (1990), IH&RA Environmental Award(1997), The David Bellamy Conservation Award(1996), Green Key (1994), Environmentally Sen-sitive Hotel & Restaurant (1991).

Among the prizes awarded to island destina-tions, mention must be made of the European Prizefor Tourism and the Environment, with labelsawarded to Kinsale, the Historic Centre of Corfuand the island of Vido.

Best Practice Guidelines,the first step

The first step for putting in place any environ-mental management system is to have Best Prac-tice Guides, i.e. to have the necessary tools fortaking the first steps in identifying the environmen-tal impacts of hotels and resorts and establish linesof action.

The international agencies and organisationshave given environmental action and management


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an enormous boost, that has led to the appearanceof an extensive literature of manuals and guides fordeveloping and implementing Environmental Man-agement Systems in the tourist industry. Thus, theUnited Nations Environment Programme (UNEP)carries out specific actions directed to the touristsector, promoting the concept of sustainability in theindustry. In collaboration with the International As-sociation of Hotels and Restaurants, the UNEP haspublished best practice guidelines for hotels, withsome very interesting opinions on tourist manage-ment in protected areas.

Each different best practice manual covers dif-ferent concepts and addresses them in varyingdetail, depending on the characteristics of the in-dustry and the region concerned. Nonetheless,there are some common areas in all of them, whichform the base for any Environmental ManagementSystem.

• Water Management• Energy• Solid Waste• Emissions and effluents• Environmental Impacts• Noises

We have selected some examples of differentbest practice manuals, with proven influence inisland regions, to analyse how each one treats en-vironmental problems. Some of the leading onesare the IHEI «Action Pack», the Best PracticeManual of the Australian National Eco-tourism Pro-gramme, the «Environmental Management forHotels», also drawn up by IHEI, and the Guide forobtaining the «Biosphere Hotels» certificate.

The «Action Pack for Hotels» is an excellentbest practice manual because it is simple and com-prehensible. It is conceived as a simple guide

for taking the first steps in environmental man-agement in a tourist accommodation establish-ment. Written by the United Nations EnvironmentProgramme, IHA and IHEI, the manual enablesyou to start tackling environmental matters in keydepartments of a hotel. Energy, solid waste, wa-ter, effluents and emissions, suppliers and contrac-tors, are the different areas of environmental actionproposed by the guide. The best thing about theguide are the initial questionnaires that are veryuseful for identifying the strong and the weak pointsof the hotel’s interaction with the environment andfor planning actions by departments, setting tar-gets and objectives. Its main virtue is that it canbe used by the staff themselves, as no specificenvironmental training is necessary for putting itinto practice. It is structured into successive stepsto be taken in the process. First of all, a «green

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health check» is done on the hotel, which givesyou an idea of the environmental trajectory of thehotel and to establish first priorities. It offers aseries of model targets and actions for each de-partment, which can be adapted to each establish-ment in particular.

Once the first assessment is done, the «ActionPack» offers an environmental action plan, whichcan be easily implemented in any average estab-lishment. Once again, it is broken down into de-partments and it provides a whole repertoire ofbest practices, along with one table for setting tar-gets and objectives and another for day-to-day tasksand for environmental management achievements.

«Environmental Management for Hotels» is amore technical and complex guide, also drawn upby IHEI. This does require specific training in or-der to put it into practice. It is presented as a bestpractice guide for the hotel trade and, unlike the«Action Pack», it is not divided into Hotel Depart-ments. It is divided according to the environmen-tal impact an establishment may have. Rather thanrecipes for action, the guide explains different kindsof environmental problems, their impact, bestpractices for avoiding, reducing or eliminating

impact and a selection of real cases that have beensuccessful. This system enables us to study thegeneral characteristics of each problem, its im-pact on the tourist industry and appropriate meas-ures to be taken to deal with it.

«Environmental Management for Hotels» is amanual that requires a certain amount of experi-ence in environmental management, as it analy-ses all potential problem areas in detail. Not justwater, energy, waste, effluents and emissions,which are the most common ones, it also goes intodetail on matters such as purchasing policies, fuelstorage, internal air quality, asbestos problems,toxic and hazardous waste, noise, PCB’s, pesti-cides and herbicides.

This manual also pays special attention to ana-lysing the cost of the proposed environmental man-agement measures, especially the rate of returnon the necessary investment. The manual consid-ers searching for alternatives in matters like en-ergy supply and waste management, that requireinvestment by the establishment and, therefore,there is a need for funding.

Its main use lies in the fact that it enables youto gain detailed information about most environ-mental management related issues in a hotel andto generate the basic tools you will need to dealwith them. Many of the recommendations, how-ever, can not be implemented by the establishmenton its own, as they require support from outsideconsultants and suppliers.

The Australian manual «Best PracticeEcotourism» is specially interesting because of itsscope of application. As has already been men-tioned, eco-tourism is a kind of tourism associ-ated with protected natural areas andenvironmental conservation as a priority. Thismanual was conceived as a guide for the NationalEco-tourism Accreditation Programme, which


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awards «eco-labels» to organisations and productsthat meet a series of criteria. It includes similarareas as the two previous manuals, although itemphasises aspects that are either neglected orare given a very low priority.

One example is the means of transport chosen,which will obviously have a high impact on re-mote areas, and in areas in which sea, river orlake transport is involved. It also pays special at-tention to the generation of waste from the stand-point of prevention and minimisation, when facedwith a deficit in appropriate infrastructure in thetourist areas where it is generated. Landscapingand environmental integration of facilities is an-other aspect that is addressed, with special atten-tion paid to the use of renewable energies and theefficiency of installed machinery, monitoring as-pects like avoiding the use of water pumps or air

conditioning. In fact, architectural aspects are alsogiven close scrutiny, both in terms of blending into the surroundings and for the use of natural en-ergy and lighting to avoid using energy consumingequipments.

Basically, the manual focuses most on minimis-ing water consumption, waste and energy, forwhich it even includes a test to assess the situa-tion of each establishment or service. But, on list-ing the aspects to bear in mind for reducing theenvironmental impact of the establishment or tour-ist activity, there are 25 points, including aspectslike the kitchens, laundry and office material.

Although it was designed to be used by eco-tourism establishments and operators, this manualof «Best Practices Ecotourism» will also be of greatinterest to more conventional facilities. In fact, itsaccuracy and the scope of its recommendationswould act as a magnificent reference guide forany activity or establishment.

Finally, the general Guide for Obtaining a cer-tificate, «Biosphere Hotels», is an excellent com-pendium of the views expressed in the othermanuals that have been mentioned. The set of req-uisites established for awarding a certificate con-stitute a genuine best practice guide focussing ontourist accommodation. It has a structure that isdivided into objectives to be achieved, criteria tobe used and requisites. The areas dealt with in«Biosphere Hotels» are the following:· Instruments of a company environmental policy· Energy related best practices· Water management related best practices· Waste related best practices· Reduction of environmental impact and risks· Noise related best practices· Surroundings, green areas and buildings· Information and services· Contractors and suppliers

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Environmental ManagementSystems in the tourist sector

An Environmental Management System is justanother part of a company’s system of manage-ment. Its objective is to reduce an organisation’senvironmental impact, by defining an environmen-tal policy. The final aim of the policy must be sus-tainable development, from a business standpoint,by attenuating negative impacts on a local, regionaland even global scale.

An Environmental Management System shouldinclude all aspects of the company that are relatedto compliance with environmental policy: the or-ganisational structure, planning of activities, re-sponsibilities, practices, procedures, processes andresources.

In the specific case of tourism companies - wemust not forget that Environmental ManagementSystems came from the area of industry in re-sponse to deterioration in the environment that wasconsidered intolerable -, environmental quality isthe key issue. As this is a sector that uses the sur-roundings (scenery, water and air quality, cleanli-ness, waste management, etc.) as one of its mainassets, the quality of the environment is the cornerstone of its product. Environmental management,therefore, must avoid the undesired effects of hu-man activity.

It is not excessively complicated to implementan Environmental Management System, but it doesrequire a methodology and strict adherence to aseries of steps, in order to build it on solid founda-tions and ensure that it is suitably adapted to thereal situation of the company concerned.

An Environmental Management System can bestarted up internally, by a company’s own staff, orexternally, by consultants. The latter route is themost usual, especially if the objective is to winsome kind of external certificate, be it an eco-la-

bel scheme or to join a standards system such asthe ISO 14000 standards.

However you do it, the implementation of anEMAS must have the support of the top manage-ment of the company, by shifting their businessphilosophy towards the environment. So, the firststep is to make a commitment to a new manage-ment style and make this patent by drawing upan Environmental Policy. The document wouldinclude the organisation’s principles of environ-mental action, which will depend on just howcommitted the company is prepared to be and onthe real situation of the company, as an Environ-mental Policy Document establishes guidelinesfor action and not a mere list of utopian inten-tions.


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→DRAFTENVIRONMENTALPOLICY

REGISTEROFLEGALANDENVIRONMENTAL

ASPECTS

CARRYOUTANAUDIT→→

STARTINGUPAN EMAS

OBJECTIVESANDTARGETS

AUDITREPORT

→→

Once the Environmental Policy Document isdrawn up, the company, or organisation shouldstudy its current environmental status, what im-pacts it produces, what the applicable legislationis and what is their current degree of compliancewith this legislation. This register of legal and en-vironmental aspects is essential for preparing anenvironmental audit of the company and for start-ing to identify strong and weak points.

The audit is carried out, once the company’sinitial situation is known, in order to collect allthe relevant information and identify areas forimprovement. With all the data collected, theaudit report is elaborated, which covers the fol-lowing aspects:• Applicable legislation and degree of compliance• Existing environmental management and qual-

ity policy• Description of the current situation• Proposed improvements• Assigning objectives and targets• Quantification and feasibility of improvements

Once the audit report has been approved, en-dorsement is given to objectives, like tendenciesto improve, and targets, quantifiable achievementswith a specific time scale, which will act as yard-

sticks for measuring compliance with Environmen-tal Policy and performance of the System.

The EMAS is started up once the company hasestablished its Environmental Policy, Objectivesand Targets, as well as documented processes andprocedures and system monitoring systems.

Maintaining an EMAS requires periodic auditsto be done, normally every one to three years, tomonitor the progress of the system and update Ob-jectives and Targets. Other key aspects of EMASare training and communication policies, vital forinvolving employees and the co-operation of sup-pliers and customers.

As an environmental audit method in the hotelindustry, the experience of Grecotel, a major Greekhotel chain, is in the forefront. In the context ofthe Tourism and Environment project financed bythe European Commission, the basic procedureswere established from the accumulated experienceof a series of hotels on the island of Crete.

It must be pointed out that this structured proce-dure forms part of being awarded certain eco-la-bels. For example, to gain the Biosphere Hotelscertificate, the first section contemplates estab-lishing a company environmental policy, that ob-viously has to be audited on these aspects ofimplementing the system.

The steps to be taken to implement anEMAScanbe seen in the following diagram.

39

StandardsThe increasing importance the environment is

being given in the world of business can be seenfrom the fact that an international standard has beencreated to regulate environmental managementsystems. This the ISO 14000 family of standards,approved last year, which are destined to be theyardstick for business management in the XXIcentury.

To a certain extent, the ISO 14000 is a step be-yond the ISO 9000, because if the latter focussedon product characteristics and customer satisfac-tion, the ISO 14000 focuses on environmental char-acteristics and the demands of the communityaround the organisation.

There is a certain consensus among experts, inthat this standard is going to open up a new field inenvironmental protection, because, in contrast tothe control and sanction standard model, the ISO14000 is going to set a challenge for each organi-sation to accept its environmental aspects, set itstargets and objectives, to make a commitment toapplying efficient and reliable processes, based oncontinual improvement, in which staff and man-agement join forces efficiently in assuming respon-sibility for the environmental behaviour of theorganisation.

The ISO 14000 family is made up of 18 differ-ent standards. The most important one is the ISO14001, which is the real core of the system, as thisis the one that enables an Environmental Manage-ment System to be developed and executed. Withthis one, all the other documents are a set of guidesthat help an organisation to understand how to startup a system. The other standards encompass as-pects such as processes for auditing the system,terms and definitions, life cycle analysis, vocabu-lary, etc.

One major advantage of this family of stand-ards, which will allow a good fit in the tourist sec-tor, is that it remains highly flexible and adaptableto a whole variety of situations. This will make iteasier for the standard to become an internationalreference standard, whilst at the same time beingable to adapt to the specific situation of each coun-try and to the specific needs of both large andmedium sized companies.

In fact, many island hotels have already optedfor the ISO 14000 route for certifying the qualityof their environmental management. This is thecase of the Hotel Shangri - La, in Hong Kong,which obtained the ISO 14001 certificate for itsenvironmental management system. The hotel hadpreviously taken part in a pilot project on Environ-


40

mental Management Systems, along with elevenother category Hong Kong establishments. Thispreliminary step was fundamental for the estab-lishment to be able to work on the ISO 14001. TheShangri - La’s green committee identified about ahundred good environmental practices in the ho-tel. To do so, they needed outside consultants andhad to assign resources to the job, especially hu-man resources. The Shangri - La defined three basicelements for implementing the ISO 14001. First,strict compliance with current and potential futurelegal standards; then, in the more practical aspects,prevention of pollution as the basic principle ofaction; and, finally, placing the emphasis on con-tinual improvement as the heart of the whole sys-tem.

The steps taken by the Hotel Shangri - La wereas follows:• Identify legal obligations and corporate require-

ments• Establish a Hotel «green committee» to set tar-

gets and strategies for environmental improve-ment.

• Identify environmental responsibilities and ap-point specific people.

• Promote environmental training for staff, includ-ing a presentation video of the system

• Create an operational control department tomonitor and maintain the technical parts of theHotel

• Six-monthly internal audits of best practices,under the responsibility of the Managing Direc-tor’s Office.In order to put the environmental management

system into operation, the Hotel set up two controlsystems. One technical one, responsible for eve-rything related to monitoring and controlling ma-chinery and installations; and the other, devoted tomanagement, to carry out internal audits.

Since the ISO 14001 standard has been imple-mented in the Hotel, it has already shown an in-crease in staff responsibility, improvement in theuse of best practices, greater certainty that envi-ronmental impacts are appropriately controlled, aswell as proving to be a mechanism that has man-aged to achieve a genuine improvement in the es-tablishment’s environmental quality.

In fact, experiences like this one suggest thatthe future of environmental certification in the tour-ist sector is going to be linked to adopting stand-ards and regulations like the ISO 14000, or othersthat have been mentioned. It must be pointed outthat the option of eco-labels like «Biosphere Ho-tels» or «Green Globe», do not exclude the imple-mentation of ISO standards, it is just that in thelatter case, emphasis is placed basically on man-agement procedures.

As these standards and labels improve their ef-ficiency and introduce suitable guides for the sec-tor, we are going to see the same thing as hasoccurred with ISO 9000 and other quality instru-ments, certified companies will insist that theirsuppliers are also certified. How many businesstrips, how much conference tourism, how muchincentive travel will be affected by these certifi-cates?

41

Best practicesBest practicesBest practicesBest practicesBest practicesin islandin islandin islandin islandin island

tourist industrytourist industrytourist industrytourist industrytourist industry• Energy• Solid Waste• Managing water resources• Effluents and emissions• Landscape conservation and building integration• Environmental impacts

Another set of measures would be complemen-tary measures, such as those mentioned in rela-tion with contractors and suppliers, or thoseconcerning information and training.

In each case, sections have been divided into:• General objectives to achieve• Actions guaranteeing fulfilment of objectives• Management, choice, technological and invest-

ment solutions

M any of the environmentally responsi-ble initiatives that contribute to the sustainabilityof a destination are implemented in tourist ac-commodation establishments and centres, the realcentres of most activity and a very basic point inconsumer expectations. That is why the initia-tives taken in this area are essential elementsfor building an image and a category for an is-land destination.

It is important to point out that not all establish-ments and centres would initially be in a positionto adopt an integral policy in line with the princi-ples of sustainable development, but we can alsosee that the package of suggested measures in-cludes many that are a question of solutions andattitudes that affect management and thereforehave a zero cost investment, whereas others doinvolve investments that will vary according to thesize of the establishment.

This way, companies and institutions can adoptgood practices through a process of establishingan environmental policy with short and mediumterm objectives.

The areas that have the greatest impact on theenvironment and that particularly affect sustain-able development conditions in islands are:

42

ENERGYTourist centres and accommodation are large

energy consumers. Depending on the size of theisland, energy demand from tourist accommoda-tion alone very often exceeds local consumption.

This aspect has an enormous impact for smalland medium sized islands, because, in the case ofelectricity, for example, it forces the authorities tobuild over-sized power stations and basic energyinfrastructure, involving an extra cost which is es-pecially serious for islands with a seasonal touristindustry.

Environmental objectives• Reduce outside energy dependence in islands.• Minimise energy infrastructure-derived impacts• Promote energy saving• Reduce pollution and contribute to protecting the

air and the ozone layer.

Actions• Minimise energy consumption• Maximise efficiency of the energy sources used• Identify the most suitable energy vectors• Promote maximum use of renewable energy

sourcrs

Ideas and solutions

Minimise energy consumptionThis involves all management solutions aimed

at energy saving, the use of devices and construc-tive solutions that help to reduce consumption.

Energy saving solutions in building will obvi-ously only be feasible if they are introduced in thedesign process or when a building is being refur-bished. This latter aspect is very important, as tour-ist facilities undergo complete refurbishmentprocesses every 15 to 20 years. Studies carried

out for different islands have shown that the costof implementing passive solutions in buildings onlyaffects the final cost by between 2% and 6%, de-pending on size.

Adopting passive systems in buildings• Air circulation and heat insulation systems• Promote lay-out of spaces and volumes to allow

maximum use of natural light.• Introduce building techniques and materials that

allow an accumulation of solar radiation heat orair currents for cooling.

• Include bio-climatic guidelines in the design

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Lighting• Control excessive levels of artificial lighting• Use paints and colours that facilitate savings in

lighting.• Use of energy-efficient light bulbs• Use of suitable sleepers and maintenance of them• Reduction of unnecessary exterior lighting im-

pact (advertisements, excessive illumination ofthe façade and balconies).

• Proper maintenance of the lighting system.• Central disconnection system for the lighting in

each accommodation unit, either with a card orswitch, and information for the customer aboutthe company’s saving policy.

HawaiiModel EnergyCode

This is a magnificent example of a governmentinitiative, with the active participation of all thesectors involved. The Hawaii experience wasstarted in 1979, when energy efficiency codeswere adopted for buildings in Honolulu. Theinitiative later spread to the islands of Maui andKauai. The Energy Code is a standard adoptedby the State of Hawaii, influenced by theASHRAE 90.1 standard of California, but thisone has incorporated particular specificationsthat are adapted to the peculiarities of the is-lands. The code has had a special impact onthe tourist accommodation sector.The Hawaii Model Energy Code�s applicationmanual lays out an exhaustive guide for archi-tects, engineers, builders and contractors,covering the basic aspects of hotel buildings,such as: lighting, natural ventilation, heating,insulation and hot water supply. The objectivepursued with this code, is to save 1.1 milliondollars a year in energy consumption, whichis the equivalent of 11,600 megawatts of elec-tricity, or 21,000 barrels of oil a year.

• Disconnection system for illumination, using sen-sors. This will prevent squandering energy in cor-ridors and passing places when not in use.

• Disconnect fridges in unused units and controlof excessive cooling levels.

Heating, air conditioning and hot water• Optimise temperatures in common spaces within

acceptable limits that allow energy saving.• Disconnect heating or air conditioning in unoc-

cupied areas.• Centralised disconnection or reduction to mini-

mum levels of heating and air conditioning inaccommodation units when unoccupied.

• Use of thermostats for regulating air condition-ing.

• Use heating and air conditioning disconnection de-vices when outside terraces and windows are open.

• Avoid overheating the water supply to bathroomsabove clients needs and inform them of the re-percussions of indiscriminate use of hot waterfor an excessive length of time.

• All heat conduits, especially those for hot wa-ter for the bathroom (WAC) in the establish-ment should be appropriately insulated withsuitable materials. Check that insulation mate-rials do not contain asbestos or that CFC’s andHCFC’s are not used in the process of theirmanufacture.

Kitchen and Laundry• Clean heat exchange surfaces in fridges system-

atically, avoiding the formation of frost in theevaporator.

• Systematic cleaning and maintenance of ovens,kitchen hobs, steam baths, etc. to ensure goodheat transmission.

• Use the central hot-water system in high capac-ity laundries, avoiding an independent system.

Best practices in island tourist industry

44

• Separate hot zones from refrigerated zones.• Guarantee air-tight closing of freezers and cold

stores.

Other savings measures• Monitor and adjust the operating times of all

energy-consuming equipment.• In heated swimming pools, make sure they are

equipped with a suitable cover to avoid heat lossat night.

• When conditions allow, replace obsolete equip-ment with others that consume less.

Maximise efficiency of energy sourcesAny energy saving and consumption reduction

policy should be supported by solutions that en-able an establishment to increase the efficiencyof energy sources. On many occasions, most en-ergy waste occurs because of energy efficiencyproblems. Basically for two reasons:

1 Because of deficiencies in energy equipment,be it due to its concept and design, or due to ob-solescence or lack of maintenance.

2 Because of not adapting energy vectors to thework to be done. For example, if we use elec-tricity supplied by a power station to heat water,we are losing almost 40% of the original energy,whereas, if we burn gas directly to obtain hotwater, we will loose no more than 10% in theworst case scenario.

Efficiency measures• Choose the most appropriate energy source and

vector for each task, also assessing the environ-mental impact of the energy source.

• When size allows, implant residual heat energyre-use systems that increase the overall effi-ciency of the system (e.g. combined heat andpower generation).

• The basis of global ecological efficiency lies ineliminating the use of scarce or environmen-tally dangerous fuels (coal, fuel with a high sul-phur content, scarce wood from the forest, etc.).

• Replace obsolete or energy inefficient equip-ment.

ClubSt. Lucia - Caribbean

In Santa Lucia, hotels account for 35% of theisland�s total energy consumption, a typicalcase of a small island holiday destination. 80%of this consumption is accounted for by airconditioning. In this complex an automatic airconditioning control system has been in-stalled, which has reduced energy consump-tion by 35%. This is a simple measure thathelps the island to avoid mortgaging its en-ergy future.

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The caseof the islandsof Sylt andAmrum

In these islands, located in the north of Ger-many, an interesting experience has been ini-tiated, consisting of integrating photo-voltaicsystems in tourist accommodation units de-signed in typical local style.

The role of the renewablesMost islands have abundant renewable energy

resources, especially solar and wind energy. Thiscircumstance identifies them as a priority objec-tive in the world strategy for renewables.

In fact, the World Solar Programme and IN-SULA, with the support of ITER, have launched aspecific programme for islands and particularlyfor the tourist sector.


Bioclimatic buildingworkingscheme

Source: ITER

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The advantage of renewables is that they adaptperfectly to the energy saving proposals and effi-ciency considerations mentioned above. Thus, wehave:• Solar heating applications, with the help of solar

collectors or panels, for producing hot air or wa-ter. This is a tried and tested technology that hasproven to be profitable in hundreds of island ho-tels.

• Photo-voltaic conversion, which transforms sun-light into electricity using semiconductor cells.This technology is presently more expensive thanconventional electricity generating, but it is welladapted to the requirements for places that areisolated and distant from the grid, or where theimpact of the grid is to be avoided (visitors cen-tres, monument lighting, isolated services liketelephones, etc.).

Recommendations

�For large hotel and self-catering establishments, an energysaving and efficiency program, drawn up by an externalauditor is recommended.

� It is always a good idea to keepan energy register in all areas, inorder to find out exactly which arethe priority action tasks.

• Wind energy. This is the fast-est growing resource on is-lands. Current windgenerators can supplyelectric energy to an is-land grid at a price ad-vantage. There arecurrently more thanforty tourist is-lands with estab-lished windfarms. Unlikephoto-voltaic en-ergy, the onlytechnologicalproblem isw h e nthere isno elec-t r i c i t ygrid and stand-alone sys-tems are wanted; energysurpluses produced arevery expensive to store inbatteries.

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WATERFor most islands, water is a scarce and strate-

gic resource. The development of tourism in manyisland destinations has increased consumption tolevels that are way above water renovation ratesand availability. In fact, desalination of sea wateris becoming a normal option for many islands.

The risks of the tourist industry over-exploitingwater resources are obvious: exhaustion of watertables, deterioration in water quality, competitionwith local activities like farming, increasing wa-ter prices for the native population. All too oftenthis generates serious conflicts between touristcentres and their island surroundings.

The volume of water needed by a hotel can veryoften exceed 200 m3 per unit of accommodationper year; as both direct and indirect consumptionby tourists must be counted, such as bathrooms,general services, kitchen, laundry and swimmingpools.

Environmental objectives• Avoid consumption that affects local renovation

rates, creating critical situations in water tablesand water courses.

• Guarantee natural flows to fragile island eco-systems. A frequent situation on coasts and is-lands is the destruction of water resourcesassociated with wet lands, because of tourist use.

• Prevent tourist consumption from competingwith traditional local activities.

• Avoid pollution of water tables, water coursesand coasts.

Actions• Promote all possible measures that tend to save

water.• Implant water re-use systems.• Induce changes in attitude in tourist behaviour.

Ideas and solutions• Adjust discharge volumes in toilets to the mini-

mum level at which they do their job. Most cis-terns discharge far more water than necessary.

• Fit flow metres or automatically opening andclosing devices to the water pipes, limiting flowtime in the establishment’s common services.

• Fit low-consumption heads in showers. Theseshould be cleaned periodically to maintain effi-ciency.


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• Monitor and maintain water pipes and circuitsin good condition to avoid losses.

• Fit time switches and flushes in collective toi-lets and showers, or flushes activated by photo-electric cells.

• Fit high-efficiency irrigation systems: drip irri-gation or porous pipes. On some islands, usingthe imagination to solve the problem of high waterconsumption levels in gardens has had surpris-ing results. This is the case in Lanzarote, wherewater is obtained by condensation from watervapour in the air by spreading a layer of vol-canic cinders (lapilli ) over the soil.

• Use drought-resistant plants in gardens. Manyislands have xerophytic species that are speciallyadapted to support water shortages, andhalophytic species that are resistant to brackishand even salt water.

• Adjust watering times in the garden to the mini-mum necessary.

• Fit rain water collection systems in the building,on roofs and flat surfaces.

• Re-use waste waters for other purposes. Forexample, by establishing an independent circuitfor toilets, fed from recycled soapy water, orwater gardens with these same waters, after sim-ple treatment.

• Inform clients and encourage them to save wa-ter. Suggest measures they can take and promotea reasonable use of water in their activities.

• Establish recommendations on how often tow-els and sheets are changed. For example, leav-ing a towel on the floor means it should bechanged, or a sign to be left on the bed whensheets do not need changing. The frequency withwhich sheets and towels are changed in manyhotels can not be justified from the point of viewof cleanliness, but it does represent a large con-sumption of water in the laundry.

Anexample of co-operation

The Hotel Nikko Hong Kong has drawn up anexcellent guide called �Water and energy con-servation in hotels� in co-operation with thePolytechnic University of Hong Kong and theDepartment of Building and Engineering, whichhas been sponsored by the �Shell Better Envi-ronment Award Scheme�, which is administeredby the International Organisation Friends of theEarth. The results arising from this initiative showthat a 24% reduction in water consumption hasbeen achieved per guest staying at the hotel,excluding laundry services.

The Maho Bay Campground complex in St.John�s (Virgin Islands) has to be supplied withdrinking water from tankers. This has had aninfluence on designing a high-efficiency sys-tem for distributing and consuming water. Butthe most interesting thing is that used water istreated in a low energy consumption plant, andthese treated waters are then used for water-ing in greenhouses, allotments and a smallfish farm.

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Desalination

There are many island tourist complexes thatnow produce drinking water from an inverseosmosis desalination plant. The case of theisland of Lanzarote is possibly the maximumexpression of this phenomenon, as practicallyall island and tourist consumption comes fromdesalinated sea water. The most interestingaspect of this solution however, lies in the factthat part of the energy used in the processcomes from the wind, i.e., from electricity gen-erated in wind farms.One example that closes the desalination cyclecan be found in the Bay Point Resort (Malta),where, after producing water in a desalinationplant, a system has been added that enablessoapy waters to be re-cycled to the toilets and,after treatment, for irrigating the gardens.

The case of a luxury hotel

TheGran Wailea complex, on the island of Maui(Hawaii), is an excellent example of how luxuryand highly complex services can be compat-ible with implementing an environmental qual-ity system.With the support of consultants like the RockyMountain Institute and architects of great pres-tige, they decided to face what they call «de-sign the problem of sustainability». The resultof this environmental management engineer-ing operation in a large accommodation com-plex has been a 21% reduction in electricitycosts, 48% in propane, 45% in drinking waterconsumption and a 34% reduction in solidwaste. These measures represent an opera-tional expenses saving for the complex ofnearly one million dollars.


• Minimise renewal of swimming pool water byoptimising filter and treatment systems.

• Re-use swimming pool water for other purposes.• In coastal resorts, use sea water in swimming

pools, depending on energy costs.• Adjust water consumption in the laundry by es-

tablishing minimums in machines or by acquir-ing more efficient equipment.

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Objectives• Safeguard the landscape and scarce island land

space, minimising the progressive escalation ofcemeteries of island waste.

• Avoid permanent sources of contamination thatcan substantially alter delicate and fragile islandecosystems.

• Foster a mentality in the sense that island con-sumption models have to be different. This ap-plies both to locals and visitors.

Actions• Prevent the generation of waste from the origin• Recover and recycle• Re-use• Reduce waste production to the strictly necessary

minimum.

Ideas and solutionsThe waste generated by a tourist establishment

varies enormously and solutions will depend basi-cally on the kind of waste that needs to be treated.

The different fractions of solid waste include:• Organic waste from food, kitchens and garden-

ing.• Non-organic waste from establishment services:

bottles, cans, packing, plastics and wrappings in gen-eral. In this context, one can divide the waste intothe following fractions: glass, plastic, paper, card-board and special paper like tetra-brick cartons.

• Contaminating or hazardous waste and products:remains of containers with chemicals, fuels, ash,batteries, pesticides, insecticides, solvents, var-nishes and paints.

• Office material and establishment informationwaste: paper, toner, plastics, inks and office com-puter consumables.

• Maintenance and alteration waste: inert waste,metals, wires, panels and glass.

SOLID WASTEThe generation of waste is a real nightmare for

small and medium-sized islands that have largenumbers of tourist arrivals. On island holiday re-sorts, average waste generation rates often doublethe figures of the countries of origin of these tour-ists. This is basically due to the fact that they im-port the same consumption patterns, withoutconsidering that this involves additional packing.Furthermore, in many cases the ratio between thetourist population and the local population is so highthat some islands behave practically like a main-land «resort».

The situation becomes even worse when we seethat the return system is practically impossiblebecause of transport costs, which even rules outsome of the usual recycling options, which in theend are governed by the market laws. So, it is hardlysurprising that rubbish dumps, formal or informal,on many islands cover unacceptable extensions ofland. In summary, this side of tourist developmentis threatening to turn some islands into non-return-able material sinks.

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Reduce waste production• Supply bathroom products in refillable dispens-

ers. There is already a wide range of utensilsavailable on the international market.

• Eliminate or reduce the use of disposable prod-ucts in all services: cutlery, serviettes, mats, ta-ble cloths, glasses and trays

• Reduce as much as possible, the use of smallindividual portions of products, as these repre-sent one of the main sources of solid waste.

• Promote the use of returnable containers, basi-cally for drinks: glass, recycled and returnablecontainers.

• Use refillable and ecologically compatible sys-tems in office material: inks and toner cartridges.

• Drastically reduce communiqués and printedcirculars concerning customer information andactivities. Electronic and telematic media andfixed panels and notice boards are a good alter-native.

• Reduce both in-house and external advertising,on disposable supports: leaflets, stickers and la-bels.

• Use returnable bags (cloth or other materials)for clothes being sent for laundry or ironing.

• When direct or auxiliary services require the useof bags or containers, these should be returnable.

• Establish adjusted calculations for food suppliesto avoid unnecessary leftovers, even if prices areinsignificant within the overall budget of the com-pany.

• In general, try to adjust purchase estimates toreal demand, monitoring best-by dates carefully.

• Maintain a policy of total use of all consumables,including maintenance materials: paint, chemi-cals, oils, fuel and building material.

HotelNikkoHongKong

The environmental management code of prac-tice developed by the Hotel Nikko Hong Kongincludes, under the initials «6R», the establish-ment�s policy for waste management.Six basic lines of action have been identified:

� Reduce� Re-use� Replace� Repair� Re-fill� Recycle


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RecyclingRecycling policies can be applied directly or

indirectly in a tourist establishment, i.e., recyclingand facilitating the recycling of materials, or byconsuming recycled products.• Separation of organic waste at origin, either to

be delivered to separate containers in the localprocessing plant, or to be treated and turned intocompost by the establishment itself or to be usedin some previously agreed agricultural activity.

• Separation of glass and storage in dedicated con-tainers for delivery.

• Collection of batteries in a special recipient. Donot forget that these should be delivered to a spe-cialised operator accredited for this purpose. Thisaspect constitutes a serious problem on manyislands, especially when collection campaignsare mounted without identifying who the com-petent manager is for this type of waste. Theyoften end up at the island rubbish tip, creating avery powerful focus of contamination becausethey are concentrated in one spot.

Compostingand re-use

The Hotel Jardin Atlantico, on the island ofMadeira, composts the whole organic fractionof all waste generated in situ. This is done witha chemical additive-free system that is alsoodourless.Another interesting alternative along theselines, is the experience put into practise by TheExcelsior Hotel that belongs to the MandarinGroup of Hotels. In this case, the hotel hasrented a field where organic produce is grown,fertilised with the compost generated from thehotel rubbish. The produce is consumed inthe hotel, thus closing the recycling cycle.

• The same considerations are established for re-cycling chemicals (photographic products, insu-lation).

• Separation at origin of plastic materials to betreated and re-used.

Try to recover materials both internally and exter-nally: stone, wood or soil

• Separation of metal items for melting down. Veryfew islands have the size and infrastructure formelting these metal products down, so, some-times, intermediate re-use solutions must besought, such as those established in the wastemanagement programme designed for the Shet-land Islands.

• Collection and delivery for recycling, of usedengine oil.

• Establish and standard practice, the use of recy-cled paper, checking that polluting agents likechlorine based bleaching agents have not beenused in the manufacturing process.

• The same practices should be applied to bottles,packaging and recycled cardboard recipients.

• As far as possible, it is advisable to install com-pacting machines, with a view to delivering aminimum volume of the different waste frac-tions. This leads to savings for the collectionservice and for the establishment.

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• Elimination or drastic reduction of apparatusand consumables that contain halons or CFC’s,compounds responsible for destroying the ozonelayer.

• Monitor quality and composition of untreatedwaters disposed of into the network or directlyinto the surrounding environment, with a view totaking appropriate measures.

• Monitor the emissions of boilers, combustionequipment, etc. in order to take the necessarymeasures to reduce NO

x, solid particle, CO

2,

SO2 and CO emissions.

Ideas and solutions• Check that aerosols used in the establishment

do not use CFC’s as propellants, and that this isduly accredited on the product.

• Replace fire extinguishing equipment that useshalons, with other harmless ones, such as thosebased on controlled atmosphere (CO

2, argon) or

micro-springs.• Choose cooling equipment that does not use

CFC’s, or halogen combinations. When oldequipment that uses these substances has to bedisposed of, do not forget that they must be de-livered to specialised companies that know howto eliminate the risk to air quality.

• Install active carbon filters in kitchen extractor fans.• Carry out periodic reviews of boilers and appa-

ratus that uses burners, maintaining them in goodworking order. This will drastically reduce emis-sions.

• Install waste water treatment systems if the gen-eral network does not do this. There are manydifferent technical solutions, depending upon thewillingness of the establishment.

• Maintain fuel and high pollution risk substancestorage tanks in perfect condition, preventing anypossible leaks into the environment.


EFFLUENTS AND EMISSIONSThe activities of a hotel, taken together, always

produce emissions of undesirable particles thatpollute the air. They also produce effluents which,when discharged, can affect water tables, watercourses and seas.

The most frequent sources of risk come fromthe disposal of untreated effluents and emissions:effluents of hazardous chemical products, emis-sions of fossil fuels and CFC’s.

Environmental objectives• Reduce the pollution of air, water resources and

surrounding land.• Increase the environmental health of the area

around the establishment.

Actions• Total elimination of the disposal of oils, fats and

high-risk materials down general or kitchendrains.

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ELIMINATION OF FOCIOF CONTAMINATIONAND ENVIRONMENTALLYPREJUDICIAL PRODUCTS

Hotels and tourist centres are often consumersof products that are directly or indirectly harmfulto the environment and to health. Environmentalaggressions of this kind can be direct or indirect.That is, when harmful products are used, or whenthe obtaining of these products and materials af-fect the environment.

Environmental objectives• Eliminate foci of contamination generated by

tourist centres• Protect the health of guests and employees• Maintain a policy of global responsibility with

the environment• Contribute to conserving bio-diversity.

In 1992, the construction of the Kandalamaluxury hotel in a rural area of Sri Lanka led tomuch controversy about the establishment�simpact on the natural and social environment.In response to criticism, an impact study wascarried out on the hotel. The study laid downthe following principles:1Due to high unemployment levels in the area,a well conceived and executed developmentwould have less environmental andsociological impact than existingunemployment levels.

2Concerning the area where the hotel was tobe built, the study concluded that the zonehad undergone clearing for agriculture andthat the original jungle had been replaced witheucalyptus plantations.

3With regard to polluting the nearby lagoons,the study claimed this could be avoided withappropriate measures and precautions. Whatmust also be added is that most of the waterin these lagoons comes from the irrigationnetwork and there was no risk of upsettingthe balance of natural flows.

The Hotel Kandalama was approved andopened in 1994. As a consequence of all theattention paid to the environmental problem,environmental management techniques wereapplied right from the beginning. These in-cluded integral design, avoiding soil erosionand allowing rain water to flow; a landscaperestoration of the area around the complex,planting 3000 native tree species; Hotel watersupply does not affect the nearby lagoons andwaste waters are monitored and re-used forwatering the gardens; waste managementthrough composting and a recycling centre. Agreen committee has also been set up withstaff and environmental information about thearea is given to clients.

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Actions• Eliminate or restrict to the maximum, the use of

contaminating or dangerous products.• Do away with the use of objects and products

whose manufacture involves an appreciable en-vironmental impact.

• Advise against and do away with tourist activi-ties that cause serious alterations to the environ-ment.

The Hanauma Bay Reserve, in the HawaiianIslands, was suffering from a process of envi-ronmental degradation, due to its popularityamong tourists. An average of 13000 peoplevisited the Reserve every day. The final resultwas damaged coral reefs and seas contami-nated with rubbish and waste waters. In short,the ecological and tourist potential of the areawas disappearing.In 1990, a local conservation group reachedan agreement with the authorities to create amanagement plan for the zone, to make tour-ism and conservation compatible.To achieve this a series of measures were putinto effect:�Tour buses can only park for a limited periodof time, away from the bay.

�The protected zone is closed one day a weekfor maintenance.

�The beach is cleaned four times a year withthe help of volunteers.

�An information point has been created andmanning levels have been increases.

As a result of these measures, rubbish hasdiminished, as has the problem of waste wa-ters. This has made it possible for coral to growagain and for degraded areas to improve. To alarge extent, because the pressure of visitorshas been reduced, from three million a year toone million, two hundred thousand.

• Collaborate with local associations to protect andcorrect environmental management of potentialtourist sites and areas.

Ideas and solutions• Draw up a list of all potentially contaminating

products used and identify harmless or low im-pact alternatives that are available on the mar-ket.

• Seek the support of consumer associations, lo-cal authorities and NGO’s that have informationon the subject.

• Eliminate all products that contain CFC’s.• Stop acquiring food that contains harmful pre-

servatives.• Minimise the use of chemical fertilisers, weed

killers and pesticides. Look for ecological alter-natives in the market or implement organic gar-dening methods.

• Check that all paper and cardboard used is ofthe TFC (Total Chlorine Free) type.

• Do away with using asbestos in construction andeliminate any elements containing this material,guaranteeing an appropriate collection and finaldestination for it.

• Use natural or environmentally harmless airfresheners.


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BUILDING, ENVIRONMENTAND LANDSCAPING

The fact that the main island holiday resorts ex-perienced a major boom on the back of the growthin air transport, from the sixties onward, led to therapid spread of building and planning models im-ported from other latitudes. In general, these im-ported solutions were highly inappropriate for thefragile island conditions where they were applied.Admiration for imported models meant that the needto adapt both infrastructure and tourist facilities totheir surroundings was often forgotten, and formalreference points of local architecture and territorialculture, often full of rich and wise means of adapt-ing to the setting, were lost.

The need to categorise island holiday destina-tions forces us to reconsider many actions takenin the past and to promote a new individual sensi-bility for each island. This is a task of re-conver-sion that is starting to bear fruit in many regions ofthe Earth, very often driven by new habits and de-sires of tourists.

Environmental objectives• Integrate tourism infrastructure and make it com-

patible with its immediate environment.• Conserve the landscape.• Create harmony with local aesthetic and cultural

patterns.

Actions• Reduce impact on the landscape.• Try to minimise infrastructure and facilities in

the environment.• Restore degraded zones around the tourist cen-

tre.• Introduce rational and efficient building criteria

that are appropriate for islands.

• Softeners and detergents used in cleaning andlaundry services should be of the ecological kind,without chemical additives.

• Establish a stringent storage and disposal sys-tem for harmful or hazardous products that haveto be used in the establishment.

• Check that furniture and decorative elements arenot made from woods or materials obtained fromprotected or endangered forests or species (spe-cially those included in the CITES Convention).

• Eliminate the use of plants, in gardening anddecoration, that could alter local ecosystemsbecause of their colonising nature.

• Try to use the highest possible proportion of lo-cal plant species in hotel gardens.

• Advise against and inform clients of the nega-tive effects of environmentally unfriendly tour-ist activities and provide clients with the codesof conduct that have been drawn up for visitingprotected areas.

• Avoid and reduce sound pollution generated bythe establishment: monitor and insulate disco-theques and bars, limit noise levels of telephones,radios and televisions and impose periods of si-lence.

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Ideas and solutions• Use screens of vegetation to minimise visual

impact. Preferably based on local species.• Respect fragile environments of natural interest

in the area around the establishment and con-sider bio-diversity conservation-related aspects.

• Help to rescue and restore degraded zones closeto complexes, through concerted action taken incollaboration with the local agents involved.

• Use local materials adapted to the environmentand the setting, provided this does not involveaggressions to protected species or generatinghigh impact quarries.

• Use colours that mimic the surroundings.• Foster styles based on local architecture as the

key to integrating the establishment into the en-vironment.

• Promote decorative elements that are relevantto local culture.

• Eliminate static advertising and install low-im-pact sign-posting systems.

• Carry out environmental impact studies beforestarting any building or alteration project.

• Incorporate passive architectural solutions anduse bio-climatic building criteria.

Twoexamples ofmimicry

The Network of Tourist Centres of the islandof Lanzarote is a fine example of environmen-tally integrated design. From the sixties until1992 the brilliant island artist, Cesar Manriqueconceived some twenty tourist projects, mainlyvisitors� centres, in all of which the emphasisis firmly placed on the surrounding geologyand environment. The design is based on asimple fact: Mother Nature has already createdthe architectural style in the local geology.These centres presently receive more than twomillion visitors a year and, strangely enough,they do not have an appreciable impact on theisland.The Jean Marie Tjibaou Cultural Centre project,conceived by architect Renzo Piano in NewCaledonia, is another excellent example ofcultural heritage integration, inspired by theforms and building materials used in «kanaks»- traditional local huts.


• Identify, promote and protect natural and herit-age resources that exist in the landscape, inte-grating them as the main subjects in theconception of the project.

• As far as possible, site new facilities in zonesthat are already degraded or altered by man, in-cluding restoration of the area in the design.

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GOOD PURCHASING PRACTICESAny environmental management strategy for

tourist establishments that has the backing of sup-pliers and contractors will be far more compli-cated to implement. It is therefore essential toestablish a system that guarantees supply that iscoherent with the good practices implemented bythe company.

Environmental objectivesTo guarantee efficiency and integral application

of the environmental solutions adopted by the tour-ist establishment or centre.

ActionsChoice of products and services that are com-

patible with the company’s environmental policy,assessing the possible alternatives available to thecompany. With special emphasis on:• Food supply• Cleaning products• Equipment and maintenance• Cosmetics and toilet articles• Office and advertising consumables• Auxiliary or sub-contracted tourist services (ex-

cursions, transport and other recommendations)

Ideas and solutions• Establish a system for selecting suppliers and

products to be used.• Inform suppliers and contractors of this decision• Draw up a purchasing guide to be respected by

all company departments.• Establish ecological criteria for purchasing (haz-

ard, pollution, bottles, etc.)• Reduce superfluous and unnecessary products.

An example of a practical application of theconcept in a destination can be found on the Ger-man island of Borkum, in the North Sea, which,since 1990, has a tourist eco-label. One of the out-standing features of this is a good purchasing guide,closely linked to waste management, for mem-bers of the eco-label. One of the main objectivesof the catalogue of criteria for being awarded theeco-label focuses on the purchasing guide. Theimpact of the recommendation is mainly aimed atsmall auxiliary tourist establishments, where theemphasis is put on voluntarily giving up the sale ofcanned drinks, in the gradual elimination of non-returnable one use products and preference is givento ecological and regional products, both for thereduced environmental impact involved in theirproduction and their packaging and distribution.

Another curious experience in drawing up a goodpurchasing guide, that illustrates this section, is oneproduced in Canada for the events of the G-7, agroup of the most powerful countries on Earth, whenthey tried to create an environmentally friendly at-mosphere by establishing coherent measures in thewelcome. One of the key points in the organisationof the meeting, from an environmental stance, was«green» supplies. To achieve this, a list of requi-sites was drawn up on two levels: one to check theecological quality of the product and the other tocheck the environmental history of the supplier.

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The criteria were:1 Draw up an environmental check list for suppli-

ers, in order to objectively establish the situationof each one, from the check list.

2 Design criteria and standards for each serviceand product, always giving preference to thoseregistered with a recognised environmental la-bel.

3 Establish the supplier’s degree of commitment,especially from the point of view of the life cy-cle of the product or service being supplied.

4 Give preference to local products, or, where ap-plicable, to local suppliers, with emphasis onreducing packing and transport costs.

In all, a code of 34 minimum questions wasdrafted to assess the ecological quality of eachservice or product that had to be presented by sup-pliers in order for their goods to be accepted. Thefirst question was whether the product was neces-sary, or whether it could be replaced by an exist-ing one. From this premise, extraction, production,distribution, transport, marketing, use and handling,recycling potential and final destination werechecked.

GENERAL RECOMMENDATIONSFor implementing the process of good practices

in reality, with tangible results, the following sup-port measures are recommended:• Maintain registers to provide data on the progress

and implementation of initiatives, including sav-ings and profit results. Without this kind of con-trol, it would be very difficult to assess the strongand the weak points of the company’s environ-mental policy.

• Involve the staff in decision-making. This canbe done through training and information actions,appointing people in charge, and providing in-

centives for new ideas and initiatives to arisefrom those in charge. One must remember thata management policy of this kind is essentiallybased on participation.

• Build alliances with local associations andNGO’s involved in the environment. They canalways provide complementary solutions andgreater coherence for company initiatives.

• Maintain a special register of all legal regula-tions and findings concerning the environmentin all facets of tourist management. Familiarityand compliance with these regulations is theminimum threshold of the establishment’s re-sponsibility.

• Build fluid relations with local authorities andadministrations with responsibility for tourismand the environment, either directly or throughtourism associations, with a view to implement-ing the process harmoniously. Many decisionsin matters of waste, water, training and infor-mation should complement local administrationinitiatives and legislation, should these exist.


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INFORMATION AND SERVICESImplementing an environmental management

strategy in tourist establishments requires that allactions are backed up with sufficient informationfor customers and by a minimum level of coher-ence in the supply of auxiliary services.

ObjectivesPublicise the company’s environmental policy

and its commitment to sustainable development.• Supply information and suitable indications to

enable clients to make an efficient contributionto initiatives taken by the company.

• Include local dishes and produce in the foodserved in the establishment.

• Provide information about collective means oftransport and low-impact alternatives that existon the island.

• Equip the establishment with a fleet of bicyclesto give clients this alternative form of transport,right from the front door.

• Information on pedestrian accesses and routesof interest.

• Provide information about codes of conduct andnecessary guidelines dealing with desirable touristbehaviour at different sites.

• Information on the importance and unique na-ture of the island’s natural and historic heritage.Actions

• Provide customers with suitable informationabout the environmental and cultural aspects ofthe island.

• Foster a supply of responsible services, in linewith these guidelines.

Ideas and solutions• Eliminate advertising related to tourist products

that are prejudicial to the environment or to thesensitivity of local culture.

• Foster advertising and information on responsibleand environmentally-friendly tourism products.

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L a apuesta por nuevos modelos de turismosostenible en las islas debe contar forzosamentecon iniciativas y estrategias a nivel de todo elámbito de la isla. La fuerte interrelación territo-rial, económica y cultural del fenómeno turístico,nos enseña que muchas de las medidas específicasen sectores concretos, sólo tienen validez si seplantean de forma complementaria a lasestrategias insulares.

Este es el caso de las políticas en materia deresiduos, agua, transporte e incluso de energía. Porejemplo, existen varios casos de experienciasinsulares sobre la separación y recogida selectivaen origen de los residuos sólidos en centrosturísticos, muy bien intencionadas, pero que antela ausencia a nivel local o de gobierno insular deuna solución que permita el reciclaje y recogidaen las mismas condiciones, termina convirtiéndoseen un fiasco, en un esfuerzo inútil.

Planificación del turismo sostenibleLos instrumentos de planificación territoriales,

sectoriales o estratégicos se manifiestan comopoderosos aliados en la consolidación de modelosinsulares de desarrollo sostenible del turismo. Las

acciones de planificación más comunes en las islasse refieren a:• Estrategias territoriales y de conservación de

recursos• Gestión integrada de las zonas costeras• Sistemas de gestión de áreas protegidas• Planificación sectorial

Algunos de estos planes logran traducirse eninstrumentos jurídicos y reglamentarios queestablecen condicionantes al desarrollo turístico,ya sea desde el punto de vista urbanístico oadoptando estándares relativos a las diversasactividades relacionadas con la industria turística.En otras ocasiones, la planificación se concretaen documentos estratégicos que establecen unaguía útil para autoridades y responsables del sec-tor, sobre las principales líneas alternativas deactuación y sobre las debilidades o fortalezasdetectadas.

Este es el caso del proyecto ECOMOST, «LaPlanificación del Turismo Sostenible», desarrolladopara las Islas de Mallorca y Rodas con el con-curso de la Federación Internacional de TourOperadores (FITO). Constituye un trabajo ya

EstrategiasEstrategiasEstrategiasEstrategiasEstrategiasde futuro para losde futuro para losde futuro para losde futuro para losde futuro para losdestinos insularesdestinos insularesdestinos insularesdestinos insularesdestinos insulares

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clásico que demuestra cómo, a partir de undocumento de prospectiva, se suministran valiososinstrumentos y reflexiones a las autoridades ygestores locales para establecer las bases de susdecisiones en materia de planificación.ECOMOST aportaba, además, ciertasinnovaciones frente a otros proyectos. Teniendoen cuenta que la relación de expectativas ypercepciones se encuentran en la base de lavalidación de cualquier producto turístico, centróuna gran parte de su trabajo en interrogar a losturistas para averiguar si tenían consciencia decómo podría protegerse en medio ambiente. Elresultado fue sorprendente, aunque obvio, ya queal no existir pautas claras en el destino susrespuestas y percepciones se encontrabanmediatizadas por los patrones culturalesmedioambientales en origen, registrándose asíimportantes elementos de disparidad.

Este mismo método de trabajo sobreexpectativas y percepciones fue utilizado años mástarde en la isla de Lanzarote en un estudio titulado«Bases para la definición de un productosostenible». También aquí los resultados fueronsorprendentes. Lanzarote ya tenía una muy buenaimagen ambiental a nivel internacional y, por ello,los planificadores y gestores locales trataban deafianzar esta imagen introduciendo nuevosproductos relacionados con la naturaleza. Pero alprofundizar en el resultado de las encuestas sedescubría otra realidad. Si bien el medio ambienterepresentaba la segunda expectativa en importanciatras el alojamiento, cuando se preguntaba másdetalladamente sobre las actividades en lanaturaleza, se descubría que la potencialidad deeste segmento era extraordinariamente baja. Larespuesta estaba en los gaps que se producían en-tre expectativas y percepciones, donde uno de losmayores era la calidad ambiental de los centros

turísticos. Es decir, los turistas que visitaban laisla no demandaban nuevas actividades y productosen el medio natural, sino que básicamenteesperaban encontrar un entorno bien cuidado enlos centros turísticos. Quiere esto indicar laimportancia que tiene para las islas el contar conbases sólidas y datos fiables para la planificación,en el caso descrito tal circunstancia desaconsejaprovocar nuevas colonizaciones de espaciosfrágiles y no demandados y centrar los esfuerzosen la mejora de la calidad ambiental de los centrosy asentamientos turísticos. Una estrategia que hadado muy buenos resultados por ejemplo en Calviá,municipio turístico de la isla de Mallorca queconstituye uno de los primeros casos de ciudadesturísticas en dotarse de una Agenda 21 Local.Siendo ésta una via realmente interesante paramuchos municipios insulares de altaespecialización turística.

Si consideramos la isla en su globalidad comodestino, es preciso destacar dos iniciativasciertamente ambiciosas en materia de planificación.Se refieren a las islas de Lanzarote y Menorca.Ambas fueron declaradas Reservas de la Biosferapor la UNESCO en 1993. La declaración seconcedió en base a sus valiosos recursos naturalesy patrimoniales y, fundamentalmente, por laexcelente posibilidad que presentaban estosterritorios como laboratorios del turismo sostenible.Haciendo honor a esta designación, en ambas islasse vienen desarrollando experiencias deplanificación integral que constituyen hoy unexcelente modelo de acción insular. En Menorca,se ha desarrollado y aprobado a nivel del gobiernolocal el llamado «Plan de Desarrollo Sostenible» y,en Lanzarote, el plan de similares característicasdenominado «Lanzarote en la Biosfera»; estandoambas iniciativas cofinanciadas en el marco delPrograma Life de la Comisión Europea. Pero

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tampoco podemos olvidar dos experiencias pionerasen esta línea: el Ecoplán de la Isla de La Gomera(1987) y el plan de las islas de Ouessant, declaradastambién reserva de biosfera.

En el amplio panorama de experienciasinsulares de planificación conviene resaltaralgunos otros ejemplos de interés:• Maldivas: «Un Modelo de Desarrollo Sostenible

del Turismo», elaborado en cooperación con laOrganización Mundial del Turismo (OMT).

• Plan de Desarrollo de Infraestructuras turísticasde Praham Harbour (Antigua), en cooperacióncon la Organización de Estados Americanos(OAS).

• Proyecto de Ecoturismo de Fiji, elaborado encooperación con el Consejo Económico deCooperación del Pacífico (PECC), destinado acrear un plan director de desarrollo orientado ala conservación de los recursos naturales yculturales de la zona.

• Iniciativa de planificación turística en el mar deWaden, que constituye un excelente ejemplo decooperación transnacional sobre turismosostenible en el rosario de pequeñas islas quebordean este tramo de la costa europea.

Un aspecto esencial a contemplar en laspropuestas de planificación sostenible del turismoinsular radica en el diseño y concepción de lasinfraestructuras insulares. Con demasiadafrecuencia nos encontramos con planes deordenación territorial que restringen los niveles deocupación del suelo y el número de alojamientos,pero que olvidan dimensionar apropiadamenteaspectos como las infraestructuras decomunicaciones (aeropuertos y puertos), el viarioo el suministro energético. Se produce en muchoscasos la convivencia entre un sistemaproteccionista del territorio con un sistema

hiperdimensionado de colonizacióninfraestructural, y al final siempre terminavenciendo este último, a causa de su mayorpresión. Por ejemplo, no pueden dimensionarseaeropuertos para recibir diez millones de turistasal año, cuando el máximo previsto en laplanificación sostenible del territorio se sitúa enun millón.

La planificación de las infraestructuras en elmarco de la concepción de productos sosteniblesconstituye uno de los mayores desafíos actuales.Como referente de metodología a aplicarresaltamos el caso del proyecto de centro devisitantes en Teno, magnífico paraje natural situadoen la costa norte de la isla de Tenerife que sufríaun rápido proceso de degradación ante elcontinuado aumento de la frecuentación. Elproyecto integra tres aspectos esenciales:planificación sostenible de los usos, integraciónde las infraestructuras en el territorio y definiciónde un producto turístico cualificado y sensible. Seemplean elementos tecnológicos de alto nivel comotransporte eléctrico, arquitectura de mimetizaciónen base a los materiales del medio, automatizacióny diseño pasivo en la concepción del centro devisitantes, sumergido en el terreno, recuperaciónde los elementos patrimoniales y masivo recursoa la electrónica en los aspectos interpretativos. Seconsigue así cualificar la experiencia turística,concentrar los usos, valorizar el patrimonio cul-tural y mantener intacto el paisaje terrestre ymarino. Esta forma de actuar es lo que se ha dadopor llamar por algunos arquitectos como proyectos«astutos», capaces de cumplir los requisitos desostenibilidad en zonas de alta frecuentación.

Un magnífico ejemplo de esta concepcióninfraestructural lo encontramos en la isla deLanzarote, donde el genial arquitecto de lo insólitoCésar Manrique logró diseñar una decena decentros de visitantes absolutamente integrados en

Estrategias de futuro para los destinos insulares

64

el medio, imponiendo un modelo insular que hoyrepresenta uno de los principales activos turísticosde la isla. Tal concepción se expresa en una desus declaraciones: «yo trato de ser como la manolibre que forma la geología».

La gestion integrada de zonas costerasEl capítulo 17 de la Agenda 21 de Rio reconoce

explícitamente la enorme importancia que tienenlas islas en la protección de los mares y zonascosteras. Pero resulta curioso que cuando sedesarrollan instrumentos de planificación en lasislas, el litoral no suele ser tratado con la dignidadque merece. Es cierto que los insulares viven enmuchas ocasiones de espaldas al mar y que antela aparición del turismo, la costa se conviertesimplemente en un lugar destinado al desarrollode esta actividad, con muy pocos criterios deestrategia territorial. Un simple recorrido por lasáreas insulares protegidas en el mundo nos indicaclaramente que la proporción de parajes litoralesy marinos incluidos es ciertamente baja enproporción con las áreas terrestres.

Frente a ello surge la necesidad de recuperar el

protagonismo y valor actualizado de este granrecurso insular. Un importante ejemplo de gestiónintegrada de la zona costera, centrado básicamenteen el desarrollo de una propuesta de usossostenibles de litoral, lo encontramos en Tenerife.En esta isla se ha concebido desde el gobierno in-sular, en cooperación con los agentes locales yparticularmente con la industria turística, unambicioso programa denominado Tenerife y ElMar. A través de esta iniciativa se está procediendoa la recuperación del espacio costero,introduciendo nuevas pautas turísticas, recuperandoel patrimonio natural y cultural del mar, y creandoformas de coexistencia, por ejemplo entre elturismo y la pesca, capaces de generar una ofertaadaptada a las singulares características de estaisla.

El caso del TransporteEl desarrollo de la industria turística lleva

aparejado el surgimiento de infraestructuras deviario importantes y cambios sustanciales en elesquema de movilidad tradicional de las islas. Losviarios de colonización costera han sido una nefasta

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consecuencia en multitud de islas que se abren alturismo y, según datos de ISLENET, el costeenergético del transporte representa el 60% del totalen las áreas aisladas. Ante esta situación, laplanificación sostenible del transporte se imponecomo una apremiante necesidad en los procesosde desarrollo turístico.

Un caso nos puede ilustrar bien este problema.En el marco del Plan de Desarrollo Sostenible deMenorca se detectó que el impacto aparente de lared viaria era ciertamente más bajo encomparación con otras islas turísticas del entornoMediterráneo. Sin embargo, los datos indicabanlo contrario, la densidad de 0,53 km/km2 de viarioera mucho más alta que las medias de las otrasislas. La respuesta estaba en el trazado, enMenorca el viario no había cambiadosustancialmente su esquema tradicional, a pesarde que se contabilizan 45 núcleos turísticos en unaisla de 800 km2. Fruto de la especial sensibilidadinsular, no se desarrollaron sustancialmente nuevosviarios turísticos y, además, desde las institucionesinsulares se sigió manteniendo la misma tipologíadel camino tradicional apoyado en pared de pie-

El caso de MaldivasSe trata 26 atolones que contienen 1190 islasbajas y 200 de ellas habitadas. Se handesarrollado un conjunto de estándares queconciernen a la capacidad máxima deocupación territorial por isla en funcíón de lasuperficie y de las áreas sensibles. Seestablece un control de la arquitectura einclusión en el medio ambiente, adecuacióntipológica de los embarcaderos,equipamientos para la gestión de residuos yrecogida de aguas integradas en la arquitectura.Se introduce, además, un aspecto importanteel control de la calidad en la percepciónpaisajística de los turistas en el diseño yubicación de los equipamientos.

dra seca. Estas reflexiones condujeron acuestionarse seriamente las nuevas demandas decomunicación que planteaban algunos sectores. Denuevo, los datos técnicos mostraron laincongruencia de tal opción desde la óptica turística.El análisis de la accesibilidad demostraba que eramuy elevada (ningún punto de afluencia turísticadistaba de otro más de 60 minutos), pero ademáslas encuestas a turistas indicaban su rechazo a víasrápidas de corte continental, entendiendo que elviario tradicional satisfacía mucho más susexpectativas de paseo y disfrute de la isla.

Otro frente de acción que se está abriendo en lasestrategias sostenibles de transporte viene de la manode la innovación tecnológica. Hablar hoy en día detransportes colectivos, silenciosos y de emisionesultrabajas o emisión cero, como los eléctricos, esya una realidad. Las islas de Rügen y Jersey estánexperimentando la introducción de vehículoseléctricos colectivos. También en Jersey se hantomado medidas ejemplares de transporte: lavelocidad máxima permitida a los vehículos de

Estrategias de futuro para los destinos insulares

66

motor es de 65 km/h, seimpulsa actualmente unprograma de alquiler devehículos eléctricos conuna autonomía de 200 kmy se establecen medidasimportantes para darprioridad a las bicicletas.

En la recienteConferencia de Sala-manca sobre energía,transporte y telemática enlas ciudades patrimonio(1998), se han puesto derelieve los grandesavances en los territoriosinsulares en materia detransportes turísticosalternativos hacia loscentros y lugareshistóricos. Destaca por sucomplejidad la propuesta de movilidad para elconjunto de islas de Venecia, basada en un diseñocombinado de transporte de bajo impacto terrestrey acuático.

El recurso a la telemática

La incorporación de las islas a la sociedad de lainformación, permitirá a buen seguro rompermuchas de los problemas y barreras asociadas adesarrollos turísticos inducidos desde el exterior.En el marco de un mundo tendente a laglobalización, las islas pueden curiosamenteincorporar nuevos elementos diferenciales y devalor añadido a su producción turística.Fundamentalmente:• Consolidando ofertas horizontales interinsulares• Estableciendo relaciones directas con el cliente

• Accediendo a segmentos turísticos específicosde mercado

• Abriendo nuevas ventanas a la valorización delpatrimonioSe trata pues de una opción que permitirá

afianzar las estrategias de planificación turísticaque desee cada isla, acercando la oferta y lademanda en un contexto de cualificación deservicios.

En esta línea, Insula con la ayuda de la DGXIIIde la Comisión Europea ha lanzado un ambiciosoprograma telemático para las islas denominadoTeleinsula, donde el turismo ocupa un papelimportante, junto a la enseñanza y la saludpública. Como dato curioso de los resultadosobtenidos en la primera fase sobre un conjuntode islas piloto, baste resaltar el caso de Lipari.En las escuelas de la isla se propuso que losalumnos desarrollaran, para su inclusión eninternet, el diseño de las distintas visitas a la islasegún su particular óptica. El resultado de este

Skye

Îlesdu Ponant

Madeira Lipari

Samos

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DeclarationsDeclarationsDeclarationsDeclarationsDeclarationsand documentsand documentsand documentsand documentsand documents

Basis for action1 Tourism has contributed much to the development of small

island developing States and, as one of only a few devel-opment options for small island developing States, willcontinue to be very important for their future growth. Itcould also stimulate the development of other sectors.However, if not properly planned and managed, it couldsignificantly degrade the environment on which it is sodependent. The fragility and interdependence of coastalzones and the unspoilt areas on which eco-tourism de-pends calls for careful management. One of the specialtourist attractions of small island developing States is thedistinctiveness of their cultures. The diversity and fragilityof their environments are reflected in the diversity andfragility of their cultures. The protection of the former is animportant condition for the protection of the latter.

2 Capital investment in tourism, particularly for the neces-sary infrastructure, is costly. There is usually also greatcompetition for land resources between tourism, agri-culture and other land uses. Large increases in tourismand overdevelopment of tourism in particular areas or inwhole islands could be environmentally and culturallydisruptive and detrimental to other valuable sectors, suchas agriculture. It is imperative, therefore, that the devel-opment of tourism be carefully planned, particularly inrelation to compatible land uses, water management,coastal zone management and the development of parksand protected areas. Tourism, like all forms of develop-ment in the coastal zone, needs to be carefully integratedwithin the existing cultural and environmental constraintsand opportunities present within small island developingStates. Eco-tourism, linking areas of high ecological value

United Nations Global Conference on the SustainableDevelopment of Small Island Developing States

(Barbados 1994)

Action ProgrammeTourism resources

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to low-impact tourism, may present important and envi-ronmentally sustainable opportunities for tourism develop-ment in small island developing States.

National action, policies and measures(i) Ensure that tourism development and environmental

management are mutually supportive.(ii) Adopt integrated planning and policies to ensure sus-

tainable tourism development, with particular attentionto land-use planning and coastal zone management,requiring environmental impact assessments for all tour-ism projects; continuous monitoring of the environmen-tal impact of all tourism activities; and the developmentof guidelines and standards for design and constructiontaking into account energy and water consumption, thegeneration and the disposal of wastes and land degra-dation, the proper management and protection of eco-tourism attractions, and the carrying capacity of areasfor tourism.

(iii) Identify and develop facilities to meet specific nichemarkets, particularly in eco-tourism, nature and cul-tural tourism, and involve local populations in the iden-tification and management of natural protected areasset aside for eco-tourism.

(iv) Adopt measures to protect the cultural integrity of smallisland developing States.

Regional action(i) Ensure that tourism and the environment are mutually

supportive in cooperation schemes at the regional levelincluding, where appropriate, harmonization of stand-ards and regulations.

(ii) Encourage the assessment and development of poten-tial complementarities among small island developingStates including the development of packaged optionscovering several islands and encouraging joint market-ing and training programmes.

(iii) Establish or strengthen regional mechanisms for theexchange of information in the development of a safeand sustainable tourism sector, using, as appropriate,the capacities of regional tourism organizations.

International action(i) Promote recognition of the value of tourism in small

island developing States to the international communityas well as the fragility of the resources on which tour-ism in small island developing States depends and ofthe need therefore for international support to encour-age its sustainable development.

(ii) Facilitate efforts at the national and regional levels toassess the overall impact of the economic, social andecological aspects of tourism, to plan sustainable tour-ism and to develop eco- and cultural tourism.

69

• Aware that tourism is an important source of economicwealth and one of the fastest growing sectors in the worldeconomy;

• Considering that tourism is a world-wide phenomenon in-volving a growing number of people undertaking morelong-distance journeys;

• Recognizing that a healthy environment and beautiful land-scapes constitute the basis of long term viable develop-ment of all tourism activities;

• Observing that tourism increasingly turns to areas wherenature is in relatively undisturbed state so that a substantialnumber of the world’s remaining natural areas are beingdeveloped for tourism activities;

• Concerned that while tourism may importantly contrib-ute to socio-economic development and cultural ex-change, it has, at the same time, the potential for degradingthe natural environment, social structures and culturalheritage;

• Taking into account that sustainable forms of tourism gen-erate income also for local communities, including indig-enous communities, and that their interests and culturerequire particular attention;

• Recognizing also that tourism may generate or increase ademand for wild animals, plants or products made thereoffor souvenirs, and thus endanger species and effect pro-tection measures;

Berlin DeclarationBiological Diversity and Sustainable TourismWe, Ministers, assembled in Berlin for the International Conference

on Biodiversity and Tourism from 6 to 8 March 1997 :

• Further recognizing that there is a need to value and pro-tect nature and biological diversity as an essential basis forsustainable development;

• Convinced that nature has an intrinsic value which callsfor the conservation of species, genetic and ecosystemdiversity to ensure the maintenance of essential life sup-port system;

• Furthermore convinced that sustainable forms of tourismhave the potential to contribute to the conservation of bio-logical diversity outside and inside protected areas;

• Bearing in mind that vulnerable areas, including small is-lands, coasts, mountains, wetlands, grasslands and otherterrestrial and marine ecosystems and habitats of outstand-ing beauty and rich biological diversity deserve specialmeasures of protection;

• Convinced that achieving sustainable forms of tourism isthe responsibility of all stakeholders involved, includinggovernments at all levels, international organisations, theprivate sector, environmental groups and citizens both intourism destination countries and countries of origin;

• Determined to work together with all who are involved inthe elaboration of international guidelines or rules that har-monize the interests of nature conservation and tourism,that lead towards sustainable development of tourism, and,thus, contribute to the implementation of the Conventionon Biological Diversity and the objectives of Agenda 21.

Declarations and documents

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We, the participants at the World Conference on Sustain-able Tourism, meeting in Lanzarote, Canary Islands, Spain,on 27-28 April 1995,

Mindful that tourism, as a worldwide phenomenon, touchesthe highest and deepest aspirations of all people and is alsoan important element of socioeconomic and political devel-opment in many countries.

Recognizing that tourism is ambivalent, since it can con-tribute positively to socio-economic and cultural achieve-ment, while at the same time it can contribute to thedegradation of the environment and the loss of local identity,and should therefore be approached with a global methodol-ogy.

Mindful that the resources on which tourism is based arefragile and that there is a growing demand for improvedenvironmental quality.

Recognizing that tourism affords the opportunity to traveland to know other cultures, and that the development of tour-ism can help promote closer ties and peace among peoples,creating a conscience that is respectful of the diversity ofculture and life styles.

Recalling the Universal Declaration of Human Rights,adopted by the General Assembly of United Nations, and thevarious United Nations declarations and regional conven-tions on tourism, the environment, the conservation of cul-tural heritage and on sustainable development.

Guided by the principles set forth in the Rio Declarationon the Environment and Development and the recommen-dations arising from Agenda 21.

Recalling previous declarations on tourism, such as theManila Declaration on World Tourism, the Hague Declara-tion and the Tourism Bill of Rights and Tourist Code.

Recognizing the need to develop a tourism that meetseconomic expectations and environmental requirements, andrespects not only the social and physical structure of destina-tions, but also the local population.

Considering it a priority to protect and reinforce the hu-man dignity of both local communities and tourists.

Mindful of the need to establish effective alliances amongthe principal actors in the field of tourism so as to fulfil thehope of a tourism that is more responsible towards our com-mon heritage.

APPEAL to the international community and,in particular, URGE governments, other publicauthorities, decisionmakers and professionals inthe field of tourism, public and private associa-tions and institutions whose activities are relatedto tourism, and tourists themselves, to adopt theprinciples and objectives of the Declaration thatfollows:

1 Tourism development shall be based on criteria ofsustainability, which means that it must be ecologicallybearable in the long term, as well as economically vi-able, and ethically and socially equitable for local com-munities.

Charter for Sustainable Tourism

71

Sustainable development is a guided process which en-visages global management of resources so as to ensuretheir viability, thus enabling our natural and cultural capi-tal, including protected areas, to be preserved. As a pow-erful instrument of development, tourism can and shouldparticipate actively in the sustainable development strat-egy. A requirement of sound management of tourism isthat the sustainability of the resources on which it de-pends must be guaranteed.

2 Tourism should contribute to sustainable development andbe integrated with the natural, cultural and human environ-ment; it must respect the fragile balances that characterizemany tourist destinations, in particular small islands andenvironmentally sensitive areas. Tourism should ensure anacceptable evolution as regards its influence on naturalresources, biodiversity and the capacity for assimilation ofany impacts and residues produced.

3 Tourism must consider its effects on the cultural heritageand traditional elements, activities and dynamics of eachlocal community. Recognition of these local factors andsupport for the identity, culture and interests of the localcommunity must at all times play a central role in theformulation of tourism strategies, particularly in develop-ing countries.

4 The active contribution of tourism to sustainable devel-opment necessarily presupposes the solidarity, mutualrespect and participation of all the actors, both public andprivate, implicated in the process, and must be based onefficient cooperation mechanisms at all levels: local,national, regional and international.

5 The conservation, protection and appreciation of the worthof the natural and cultural heritage afford a privilegedarea for cooperation. This approach implies that all thoseresponsible must take upon themselves a true challenge,that of cultural, technological and professional innova-tion, and must also undertake a major effort to create andimplement integrated planning and management instru-ments.

6 Quality criteria both for the preservation of the touristdestination and for the capacity to satisfy tourists, deter-mined jointly with local communities and informed bythe principles of sustainable development, should repre-sent priority objectives in the formulation of tourism strat-egies and projects.

7 To participate in sustainable development, tourism mustbe based on the diversity of opportunities offered by thelocal economy. It should be fully integrated into and con-tribute positively to local economic development.

8 All options for tourism development must serve effectivelyto improve the quality of life of all people and must influ-ence the socio-cultural enrichment of each destination.

9 Governments and the competent authorities, with theparticipation of NGOs and local communities, shall un-dertake actions aimed at integrating the planning of tour-ism as a contribution to sustainable development.

10 In recognition of economic and social cohesion among thepeoples of the world as a fundamental principle of sustain-able development, it is urgent that measures be promotedto permit a more equitable distribution of the benefits andburdens of tourism. This implies a change of consumptionpatterns and the introduction of pricing methods which al-low environmental costs to be internalised.Governments and multilateral organizations shouldprioritize and strengthen direct and indirected aid to tour-ism projects which contribute to improving the quality ofthe environment. Within this context, it is necessary toexplore thoroughly the application of internationally har-monised economic, legal and fiscal instruments to en-sure the sustainable use of resources in tourism.

11 Environmentally and culturally vulnerable spaces, bothnow and in the future, shall be given special priority in thematter of technical cooperation and financial aid forsustainable tourism development. Similarly, special treat-ment should be given to zones that have been degradedby obsolete and high impact tourism models.


72

12 The promotion of alternative forms of tourism that arecompatible with the principles of sustainable develop-ment, together with the encouragement of diversificationrepresent a guarantee of stability in the medium and thelong term. In this respect there is a need, for many smallislands and environmentally sensitive areas in particular,to actively pursue and strengthen regional cooperation.

13 Governments, industry, authorities, and tourism-relatedNGOs should promote and participate in the creation ofopen networks for research, dissemination of informa-tion and transfer of appropriate knowledge on tourismand environmentally sustainable tourism technologies.

14 The establishment of a sustainable tourism policy neces-sarily requires the support and promotion of environmen-tally-compatible tourism management systems, feasibilitystudies for the transformation of the sector, as well as theimplementation of demonstration projects and the devel-opment of international cooperation programmes.

15 The travel industry, together with bodies and NGOs whoseactivities are related to tourism, shall draw up specificframeworks for positive and preventive actions to secure

sustainable tourism development and establish pro-grammes to support the implementation of such prac-tices. They shall monitor achievements, report on resultsand exchange their experiences.

16 Particular attention should be paid to the role and theenvironmental repercussions of transport in tourism, andto the development of economic instruments designed toreduce the use of non-renewable energy and to encour-age recycling and minimization of residues in resorts.

17 The adoption and implementation of codes of conductconducive to sustainability by the principal actors involvedin tourism, particularly industry, are fundamental if tour-ism is to be sustainable. Such codes can be effectiveinstruments for the development of responsible tourismactivities.

18 All necessary measures should be implemented in orderto inform and promote awareness among all parties in-volved in the tourism industry, at local, national, regionaland international level, with regard to the contents andobjectives of the Lanzarote Conference.

73

A. Basis for action• European island resorts have developed very rapidly in a

short period of time. They currently receive more than 40million tourists a year.

• Tourism is one of the mainstays of the economies of 70%of European islands. In a third of these, it accounts formore than 50% of G.D.P.

• Environmental degradation can be highly detrimental totourist products, forcing them to pay the price of all prod-ucts that are no longer competitive. This is something is-land economies and territories could not bear.

• Tourism on many islands is highly seasonal, which meansthey need solutions and products that maintain employ-ment and economic activity in the low season.

• A lack of integration of the tourist industry in the natural,cultural and human environment can easily upset the frag-ile balance that characterises island tourist resorts, makingthem economically and ecologically vulnerable.

• The area of conserving, protecting and promoting the natu-ral and cultural heritage of the islands is ideal ground for analliance between tourism and sustainable development.Maintaining resources will guarantee greater diversity ofeconomic activity and tourist products, helping them, there-fore, to become more competitive and profitable.

• A balance between the development of tourism and thecapacity of existing infrastructures, facilities and services

must be ensured, in order to prevent irreversible territorialdistortions and environmental impacts.

• It is essential to opt for an integrated approach to environ-mental care in the tourist industry. An immediate objectiveof the islands is to adopt environmental criteria in the Man-agement of Tourism Quality.

• Special attention must be paid to areas that have becomedeteriorated by obsolete or inappropriate tourist actions,because of the negative consequences they have on howquality is perceived in tourist resorts.

• Qualifying and integrating facilities and services, usingcriteria of environmental integration and recovering localculture, represents one of the main technical and manage-rial challenges for the current tourist industry.

B. Priorities• Develop reinforcement actions to improve the common

image of European island holiday destinations.• Foster agreement between all the players involved in the

planning of tourism: the tourist industry, public institutions,local population and NGOs.

• Develop specific planning tools for developing sustainabletourism.

• Define and implement specific indicators for island tour-ism schemes.

EUROPEAN ISLAND AGENDAMinorca 1997

Chapter 3TOWARDS A NEW TOURIST CULTURE IN ISLANDS


74

• Promote the creation of eco-tourism quality labels by theislands themselves.

• Develop island networks and routes, with joint promotionand management systems between different island regionsof Europe.

• Promote a local Agenda 21 among the local authoritiesand people of tourist resorts.

• Promote responsible codes of conduct and good practiseguides aimed at both the tourist industry and at touriststhemselves.

• Develop co-operation projects based on the enormous po-tential of the new telecommunications systems and infor-mation technology.

75

Having met at Rio de Janeiro from 3 to 14 June 1992,Reaffirming the Declaration of the United Nations Con-

ference on the Human Environment, adopted at Stockholmon 16 June 1972 and seeking to build upon it,

With the goal of establishing a new and equitable globalpartnership through the creation of new levels of coopera-tion among States, key sectors of societies and people,

Working towards international agreements which re-spect the interests of all and protect the integrity of theglobal environmental and developmental system,

Recognizing the integral and interdependent nature ofthe Earth, our home,

Proclaims that:

Principle 1Human beings are at the centre of concerns for

sustainabledevelopment. They are entitled to a healthy andproductive life in harmony with nature.

Principle 2States have, in accordance with the Charter of the United

Nations and the principles of international law, the sover-eign right to exploit their own resources pursuant to theirown environmental and developmental policies, and theresponsibility to ensure that activities within their jurisdic-tion or control do not cause damage to the environment ofother States or of areas beyondthe limits of national juris-diction.

Principle 3The right to development must be fulfilled so as to equita-

bly meet developmental and environmental needs of presentand future generations.

Principle 4In order to achieve sustainable development, environmen-

tal protection shall constitute an integral part of the develop-ment process and cannot be considered in isolation from it.

Principle 5All States and all people shall cooperate in the essential

task of eradicating poverty as an indispensable requirementfor sustainable development, in order to decrease the dis-parities in standards of living and better meet the needs of themajority of the people of the world.

Principle 6The special situation and needs of developing countries,

particularly the least developed and those most environmen-tally vulnerable, shall be given special priority. Internationalactions in the field of environment and development shouldalso address the interests and needs of all countries.

Principle 7States shall cooperate in a spirit of global partnership to

conserve, protect and restore the health and integrity of theEarth’s ecosystem. In view of the different contributions to

Rio Declaration on Environment and Development

The United Nations Conference on Environment and Development,


76

global environmental degradation, States have common butdifferentiated responsibilities. The developed countries ac-knowledge the responsibility that they bear in the interna-tional pursuit of sustainable development in view of thepressures their societies place on the global environmentand of the technologies and financial resources they com-mand.

Principle 8To achieve sustainable development and a higher quality

of life for all people, States should reduce and eliminateunsustainable patterns of production and consumption andpromote appropriate demographic policies.

Principle 9States should cooperate to strengthen endogenous capac-

ity-building for sustainable development by improving scien-tific understanding through exchanges of scientific andtechnological knowledge, and by enhancing the development,adaptation, diffusion and transfer of technologies, includingnew and innovative technologies.

Principle 10Environmental issues are best handled with the

participationof all concerned citizens, at the relevant level.At the nationallevel, each individual shall have appropriateaccess to information concerning the environment that isheld by public authorities, including information on hazard-ous materials and activities in their communities, and theopportunity to participate in decision-making processes.States shall facilitate and encourage public awareness andparticipation by making information widely available. Effec-tive access to judicial and administrativeproceedings, includ-ing redress and remedy, shall be provided.

Principle 11States shall enact effective environmental legislation. Envi-

ronmental standards, management objectives and prioritiesshould reflect the environmental and developmental context towhich they apply. Standards applied by some countries may beinappropriate and of unwarranted economic and social cost toother countries, in particular developing countries.

Principle 12States should cooperate to promote a supportive and open

international economic system that would lead to economicgrowth and sustainable development in all countries, to bet-ter address the problems of environmental degradation. Tradepolicy measures for environmental purposes should notconstitute a means of arbitrary or unjustifiable discriminationor a disguised restriction on international trade. Unilateralactions to deal with environmental challenges outside thejurisdiction of the importing country should be avoided. Envi-ronmental measures addressing transboundary or global en-vironmental problems should, as far as possible, be based onan international consensus.

Principle 13States shall develop national law regarding liability and com-

pensation for the victims of pollution and other environmentaldamage. States shall also cooperate in an expeditious and moredetermined manner to develop further international law regard-ing liability and compensation for adverse effects of environ-mental damage caused by activities within their jurisdiction orcontrol to areas beyond their jurisdiction.

Principle 14States should effectively cooperate to discourage or pre-

vent the relocation and transfer to other States of any activi-ties and substances that cause severe environmentaldegradation or are found to be harmful to human health.

Principle 15In order to protect the environment, the precautionary

approach shall be widely applied by States according to theircapabilities. Where there are threats of serious or irrevers-ible damage, lack of full scientific certainty shall not be usedas a reason for postponing cost-effective measures to pre-vent environmental degradation.

Principle 16National authorities should endeavour to promote the in-

ternalization of environmental costs and the use of economicinstruments, taking into account the approach that the pol-luter should, in principle, bear the cost of pollution, with due

77

regard to the public interest and without distorting interna-tional trade and investment.

Principle 17Environmental impact assessment, as a national

instrument,shall be undertaken for proposed activities thatare likely to have a significant adverse impact on the envi-ronment and are subject to a decision of a competent na-tional authority.

Principle 18States shall immediately notify other States of any natural

disasters or other emergencies that are likely to produce sud-den harmful effects on the environment of those States. Everyeffort shall be made by the international community to helpStates so afflicted.

Principle 19States shall provide prior and timely notification and rel-

evant information to potentially affected States on activitiesthat may have a significant adverse transboundary environ-mental effect and shall consult with those States at an earlystage and in good faith.

Principle 20Women have a vital role in environmental management

anddevelopment. Their full participation is therefore essen-tial to achieve sustainable development.

Principle 21The creativity, ideals and courage of the youth of the world

should be mobilized to forge a global partnership in order toachieve sustainable development and ensure a better futurefor all.

Principle 22Indigenous people and their communities and other lo-

cal communities have a vital role in environmental man-agement and development because of their knowledge andtraditional practices. States should recognize and duly sup-port their identity, culture and interests and enable theireffective participation in the achievement of sustainabledevelopment.

Principle 23The environment and natural resources of people under

oppression, domination and occupation shall be protected.

Principle 24Warfare is inherently destructive of sustainable devel-

opment. States shall therefore respect international lawproviding protection for the environment in times of armedconflict and cooperate in its further development, as nec-essary.

Principle 25Peace, development and environmental protection are

interdependent and indivisible.

Principle 26States shall resolve all their environmental disputes peace-

fully and by appropriate means in accordance with the Char-ter of the United Nations.

Principle 27States and people shall cooperate in good faith and in a

spirit of partnership in the fulfilment of the principles embod-ied in this Declaration and in the further development ofinternational law in the field of sustainable development.


79

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Montreal Protocol, How the Hotel and Tourism Industrycan Protect The Ozone Layer, 1998.

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Hotels.- IHEI. Environmental Management for Hotels, Butterworth

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Technical Report No. 29, 1995.- Green Audit Kit. Rural Development Commission, UK.- Naturalmente exitoso. Schweitzer Hotelier-Verein &

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Environmental Action Packs for Hotelshttp://www.oneworld.org/pwblf/ihei

World Travel and Tourism Council (WTTC) ECoNETT

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Pacific Asia Travel Associationhttp://www.pata.org

The Ecotourism Societyhttp://www.ecotourism.org

Guide to Energy and Water Conservation in Hotels.http://hotelnikko.com.hk/energy

Biosphere Hotelshttp://www.newtourism.com

ISO (International Organisation for Standardisation)http://www.iso.ch

Guide to Best Practicehttp://www.oneworld.org/pwblf/ihei/practical/envhot1.htm

Sustainable Tourism Self-Audit Workbook.http://www.destination-ns.com/tians/balance.htm

Traveler’s Code for Traveling ResponsiblyGuidelines for Individuals.

http://www2.pirt.org/pirt/travelcode.html

The Eco-sourcehttp://www.podi.com/ecosource

Baltic21 Tourismhttp://www.surfnet.fi/agenda21

Office of National Tourism - Australia.http://www.dist.gov.au/tourism

Directrices para el ecoturismohttp://www.ecotourism.org/textfiles/spanguid.txt

Sitios WEB recomendados sobre turismo y medio ambiente

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Casos y proyectos- Calviá, Agenda local 21. Ayuntamiento de Calviá- Hamele, Herbert. The book of environmental seals and

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• UNEP (United Nations Environment Programme) Industry and Environment, Tour Mireabeau, 39-43 QuaiAndré Citroën, F-75739 Paris Cedex 15.Tel. +33 1 44371450 - Fax +33 1 40588874

• World Tourism Organisation (WTO),Capitán Haya 42, E-28020 Madrid.Tel. +34 91 571 0628 - Fax +34 91 5713733.

• AIEST (International Association of Scientific Experts inTourism), Varnbüelstrasse 19, CH-9000 St. Gallen.Tel. +41 71 2242530 - Fax +41 71 2242536.

• ECONETT Project Office, c/o WTTC.Tel. +44 171 2352135 - Fax +44 171 2352445,e-mail: [email protected].

• Green Globe office, c/o WTTC.Tel. +44 171 2352135 – Fax +44 171 2352445

• IFTO (International Federation of Tour Operators),170 High Street, GB-Lewes BN7 1YE.Tel. +44 1273 477722 – Fax +44 1273 483746

• IHA (The International Hotel Association),80 rue de la Roquette, F-75544 Paris, Cedex 11.Tel. +33 1 47008457 – Fax +33 1 40588874

• IHEI (International Hotels Environment Initiative),c/o The Prince of Wales Business Leaders Forum, 5 Cleve-land Place, St. James’, GB-London SW1Y 6JJ.Tel. +44 171 3216407 (direct), 44 171 9252933 (switch-board) Fax +44 171 3216480

• INSULA(International Scientific Council for Island Development),c/o UNESCO, 1 rue de Miollis, 75015 Paris -France.Tel.: +33 1 45 68 40 56 - Fax: +33 1 45 68 58 04E-mail: [email protected].

• IUCN European Office,219 Huntington Road, GB-Cambridge CB3 0DL.Tel. +44 1223 277802 - Fax +44 1223 277175

• WTTC (World Travel and Tourism Council), 20 GrosvenorPlace, GB-London SW1X 7TT.Tel. +44 171 8399400 - Fax +44 171 8389050

• The Ecotourism Society, P.O. Box 755 North Bennington,VT 05257,Tel. +1 802-447-2121 - Fax.+1802-447-2122email: [email protected]

• PATA (Pacific Asia Travel Association) - OperationalHeadquarters, Unit B1, 28th Floor, Siam Tower, 989 RamaI Road, Pratumwan, Bangkok 10330, Thailand.Tel. +66 2 6582000 - Fax. + 66 2 6582010

• Hotel Nikko,72 Mody Road Tsimshatsui East Kowloon Hong Kong.Tel. +852 27391111 - Fax +852 23113122,e-mail: [email protected]

• ISO (International Organization for Standardization)Central Secretariat, 1 rue de Varembé, Case postale 56,CH-1211 Genève 20.Tel. +41 227490111 - Fax +41 22 733 34 30,e-mail:[email protected] - WWW http://www.iso.ch

• TIANS (Tourism Industry Association of Nova Scotia),World Trade and Convention Centre, 1800 Argyle Street,Suite 402, Halifax, Nova Scotia, Canada, B3J 3N8.Tel. +902 4234480 - Fax +902 4220184,e-mail: [email protected]

• South Australia Tourism Commission, 7th and 8th floors,Terrace Towers, 178 North Terrace, Adelaide, South Aus-tralia, 5000.Tel. +61 8 3032222 - Fax +61 8 3032339

• The Earth Council Secretariat, Apartado 2323-1002, SanJosé, Costa Rica.Tel. +506 2561611 - Fax +506 2552197,e-mail: [email protected]

• IH&RA (International Hotel & Restaurant Association),251 rue du Faubourg St-Martin 75010 Paris, France,Tel. 33 1 44899400 - Fax 33 1 40367330.

• The Responsible Tourism Institute, Apdo. de correos 11052Santa Cruz de Tenerife o Apdo. de correos 54048 MadridTel. +34 902 11 77 25 - Fax +34 91 738 46 86e-mail: [email protected]: www.newtourism.com

• ACTA (Associazione Cultura Turismo Ambiente)via Scarlatti, 27 , Milano, Italy.Tel. +39 026709862 - Fax +39 0266716371,e-mail: [email protected]

• ECOTRANS e.V., Berliner Promenade 7, D-66111Saarbrücken, Germany.Tel. +49 681 374679 - Fax +49 681 374633,e-mail: [email protected]

Direcciones de interés

Bibliografía y direcciones de interés

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• Baltic Sea Tourism Commission,Tel. +46 11 123 503 - Fax +46 11 103 103,e-mail: [email protected]

• Sustainable Development Institute Micronesian Area ResearchCenter, University of Guam, MARC-UOG, 303 UniversityDrive, UOG Station, Mangilao, Guam 96923, USA.Tel. +1 671 7352150 - Fax +1 671 7347403

• Conservation International, 2501 M Street, NW, Suite 200,Washington, DC, 20037 USA.Tel. +1202 4295660Toll-Free +1800 4295660Fax +1 202 8870193

• International Centre for Tourism & Hospitality Research,Box 2816, Poole BH12 SYT, University P.O.,UNITEDKINGDOM.Tel. + 44 1202 595158 - Fax + 44 1202 595228

• CIRAD (Ecoregional Island Development Network), BP5035, 34032 Montpellier FRANCE.Tel. +33 4 67593872 - Fax +33 4 67593799

• Research Institute for Subtropics, 1 Asahimachi, Naha,Okinawa 900, JAPAN.Tel. +81 98 8667500 - Fax +81 98 8667533

• Route Méditerranéenne de l’Histoire et de la Culture desIles, 8 rue de Diamants, 75013 Paris, FRANCE.Tel. +33 1 45801862 - Fax: +33 1 45810800.

tourism and sustainable development: putting theory into practice. the island experience

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