VISION OF THE FUTURE OF TOURISM IN 2025
Contents:
1. Foreword
2. Introduction
3. Background
4. Vision of the future of tourism in 2025
5. Agenda for the future
5.1 Internal management
5.2 Partners
5.3 The tourist product
5.3.1. Transport
5.3.2. Accommodation
5.3.3. Excursions/Activities
5.4 Customer communication
1. FOREWORD
‘Prediction is difficult, especially about the future!’. An old Chinese saying
which, in my opinion, tends to put things into perspective when you read all
those publications about expectations for the future. In addition, I have
noticed that good entrepreneurs aren't all that interested in predictions
anyway. They prefer to create the future themselves, by being more flexible
and willing to change than others in their environment. In my opinion,
companies don't tend to go bankrupt because they are doing the wrong
things, but because they hold on to what was once correct for too long. With
a successful future in mind, however, it is well worth taking the time to identify
drivers of change. Based on your findings, you can then outline a number of
scenarios, as we did in the Industry Vision for 2025.
One of the main drivers of change is sustainability. This was a hugely important
factor for nearly all the interviewed CEOs. This is understandable, because if
you are selling an experience and the nature and culture at the destination
(which is what travel companies actually do), it is simply impossible to ignore
sustainability-related issues. In the interests of us all, a successful future for the
travel sector means that we must try to minimise the negative impact of travel
as much as possible. Not to mention increasing the positive impact. In any
case, this is the starting point adopted by the ANVR (the Netherlands
Association of Travel Agents and Tour Operators) and an ever-increasing
number of travel companies. Over the past years, the ANVR and its members
have become increasingly active in this field, with visible success. Highly
practical projects, tackled with great enthusiasm, have made the ANVR one
of the leading associations in Europe at industry level.
A genuine success story thus far. However, we want to go still further, because
we have overlooked one thing in the industry. Practical as we are, we
immersed ourselves in the material very quickly and started several projects
with great enthusiasm. However, as a group we have also noticed that, for
several reasons, it would be very useful for us to formulate and describe our
(collective) ambitions in a better way. This would help to increase support,
outline a vision of the future and convey a clear message.
It would be a tremendous step forward, for everyone in our sector, if we
succeeded in writing down our shared ambition and translating it into
concrete goals. Granted, we are talking about a long-term vision here. This is
quite tricky in a dynamic sector like ours. However, we must be brave enough
to also think ‘big’. The challenge of achieving more sustainable tourism
demands it.
This is why we need to follow this path! It is extremely important, as it will allow
us all to coordinate the next steps with each other. It will greatly simplify
communication about all our sustainability-related ambitions and projects and
will more clearly convey the commitment of all the parties concerned.
So, to cut a long story short: it is highly recommended.
Frank Oostdam
Director of ANVR
2. INTRODUCTION
The world is undergoing drastic changes. If the travel sector wishes to be able
to respond to future changes, cooperation on global issues such as climate
change and the scarcity of raw materials, which far exceed the boundaries of
individual companies, is essential. After all, we have practically the entire
world as our playing field. A shared vision of the future will help us to
determine the right direction to take, to safeguard the holiday destination -
the product we depend upon - and face a healthy future. It is in everybody's
interests for destinations to remain attractive in the longer term. However, this
will only be possible if the entire travel sector strives to achieve the objectives
specified in the ‘Vision of the future of tourism in 2025’ and to accelerate
sustainable development in the travel sector.
3. BACKGROUND
When it comes to putting sustainability on the agenda, the ANVR was truly a
pioneer. Since the introduction of the PMZ (Product-Oriented Environmental
Care) system in 2003, this system has been implemented by all the tour
operators which are affiliated with the ANVR. As sustainability has now been
incorporated into the entire travel sector, the ANVR is working on its next goal:
to gradually integrate sustainability still further within the sector, with the aid of
the Travelife sustainability management and reporting system. Thanks to the
Travelife training sessions, the members of the ANVR are familiar with every
aspect of running a sustainable tourism company.
In the middle of 2009, several parties in the travel sector began to actively
collaborate in the Sustainable Trade Initiative (IDH). Ten pioneers then joined
forces to encourage accommodation suppliers at six destinations to improve
their sustainability and obtain Travelife certification. They are also making
every effort to accelerate sustainable tourism in the sector and were actively
involved in developing the ‘Vision of the future of tourism in 2025’. In 2011, the
ANVR, the Reiswerk foundation and NHTV (Breda University of Applied
Sciences) researched the expected developments within the travel sector. An
important message received from the group of 30 participating travel
organisations was that they also wanted to speed up the development of
sustainable tourism activities.
It is all these things together which led to the establishment of the ‘Vision of
the future of tourism in 2025’. The ANVR and MVO Nederland (the knowledge
organisation for corporate social responsibility) wrote the outline together and
discussed it both in group situations and individually with the pioneer group.
On this basis, the vision was then refined and presented to all the sustainable
tourism coordinators. They could then state whether they agreed with the
specified vision and the associated goals. All this input was then incorporated
into the final ‘Vision of the future of tourism in 2025’.
4. ‘VISION OF THE FUTURE OF TOURISM IN 2025’
The following mission and vision were drawn up by the travel sector and form
the starting point for determining the future agenda, with the main focus on
sustainable tourism.
VISION:
The aim is for sustainable tourism to have become widely accepted by 2025
and fully integrated into the operational management of the ANVR members.
We will have maximised the positive effects of the travel product and
minimised the negative effects, with the aim of achieving a balance between
People, Planet and Profit. This applies to both the countries of origin and the
destination countries.
MISSION:
The travel sector aims to accelerate sustainable tourism on the basis of
collaboration. In order to achieve this, the sector will:
- actively collaborate, in the Netherlands and in the chain, as well as in the
destination countries
- share knowledge
- achieve jointly established goals
5. AGENDA FOR THE FUTURE
The travel sector has various travel organisations which perform different roles.
For example, some travel organisations specialise in long-distance travel and
others focus on organising train journeys. Some organisations put together
tourist products, while others are in contact with the customer to sell these
products. The objectives stated below apply to the travel sector as a whole.
However, it is clear that the diversity in travel organisations means that some
will identify more with a specific objective than others, and vice versa.
You are the best person to know which objectives are relevant for your travel
organisation and which tie in most closely with your operational
management. It is also far from realistic to start working on all the stated
objectives immediately. You should therefore first decide which objectives fit
in with your organisation and will generate an impact. This will allow you to
select from the stated objectives and tailor your vision to your organisation.
5.1.
Internal management
Any travel organisation wishing to work actively towards achieving sustainable
tourism must first be aware of its current situation. A critical look at the
operational management will provide insights and help to determine the
policy and action plans. It is obvious that you must first get your own house in
order before expecting others to implement measures aimed at increasing
sustainability. Creating internal support ensures committed employees and the
integration of sustainability in the business processes.
MAIN OBJECTIVE FOR 2025:
For sustainable tourism to be fully integrated into the operational
management of the ANVR members.
SHORT-TERM OBJECTIVES FOR 2013 – 2015:
For all ANVR members (tour operators and (commercial) travel agents) to
have taken the Travelife training and passed the exam in 2013.
For all ANVR members to have a sustainable tourism coordinator who
reports the action plans to the ANVR.
As well as the sustainable tourism coordinator, employees from different
departments will be involved with and trained in the area of sustainable
tourism, including the following:
o The ANVR is developing a train-the-trainer programme for
managers/senior tour leaders in the Netherlands and is rolling this
out. The managers will participate in this training so they can train
their tour leaders in the area of sustainable tourism.
o For each tour operator, at least 50% of the product managers who
contract holidays independently will have been trained in
sustainable tourism.
o Travel organisations will attend the marketing communications
workshop organised by the ANVR on communication and
sustainable tourism.
For 20 tour operators to be ‘Travelife Certified’ before the end of 2015.
For profit opportunities within the operational management in the
Netherlands with regard to the purchase of office articles, staff commuting
and ways to save water, energy and waste to be examined in detail and
quick wins to be implemented.
5.2 Partners
Tourist products will be put together in collaboration with partners such as
incoming tour operators, local representatives and guides/tour leaders. Their
position offers attractive possibilities for increasing the sustainability of tourist
products at the destination and ensuring the successful sustainability of the
travel sector as a whole. For this reason, these partners will be actively
involved in achieving the objectives in the ‘Vision of the future of tourism in
2025’.
MAIN OBJECTIVE FOR 2025:
For sustainable tourism to be integrated into the operational management of
the partners, both here in the Netherlands and at the destination.
SHORT-TERM OBJECTIVES FOR 2013 – 2015:
For major partners to be informed of the sustainability policy and invited to
meet the relevant requirements.
For incoming tour operators, as well as suppliers of accommodation,
excursions, activities and transport at the destination, to be informed about
sustainability clauses in contracts (to prevent issues such as child labour,
the sexual exploitation of children, activities which adversely affect
biodiversity, corruption etc.).
For major incoming tour operators to be invited to participate in
sustainability training sessions at the destination, if available (such as
Travelife training sessions and training sessions offered by the CBI).
For travel organisations to bring the online Travelife training for tour
operators (or other relevant sustainability training) to the attention of their
main incoming tour operators.
5.3 The tourist product
The tourist product consists of the following elements: transport,
accommodation and entertainment. Each of these aspects has its own
impact on sustainability.
5.3.1. Transport
MAIN OBJECTIVE FOR 2025:
For the Dutch travel sector to make every effort to reduce the CO2 emissions
which are related to the travel sector.
SHORT-TERM OBJECTIVES FOR 2013 – 2015:
For train journeys to be brought to people's attention in a more active way,
in order to increase their use.
Within the chosen transport type, for the main factors which influence CO²
emissions to be taken into account (such as the transport type, occupancy
level, stopovers etc.) in order to promote the least polluting form to the
customer.
Develop and test new knowledge about the measurement of carbon
footprints of tour packages and translate this into a simple application
which allows tour operators to integrate carbon management into their
daily operations (Carbon Management for Tour Operators project).
5.3.2. Accommodation
MAIN OBJECTIVE FOR 2025:
For 50% of the customers booking their accommodation with an ANVR travel
organisation to stay in a hotel with sustainable operational management.
SHORT-TERM OBJECTIVES FOR 2013 – 2015:
For the suppliers of accommodation which is sold most frequently by the
Dutch travel sector to be encouraged to use tools such as Travelife for
accommodation (www.Travelife.org) in order to promote their
sustainability performance.
If a relevant Travelife or other sustainability training course for
accommodation suppliers is available at the destinations, the supplier will
be invited to take part.
For the suppliers of contracted accommodation to be encouraged to
prevent their activities endangering important basic facilities for the local
population (such as food, water, energy and health). They will also be
encouraged to limit any negative effects on the local biodiversity.
For sustainability clauses (to prevent issues such as child labour, the sexual
exploitation of children, activities which adversely affect biodiversity,
corruption etc.) to form a standard part of the contract by the end of 2015
at the latest.
For accommodation suppliers to be encouraged to improve their
sustainability performance and obtain certification from Travelife or
organisations which are internationally recognised by the GSTC (the Global
Sustainable Tourism Council), so that by 2016 10% of the Dutch customers
who book with an ANVR travel organisation will stay in sustainable
accommodation.
As soon as Travelife certification or a different internationally-recognised
form of certification for cruises becomes available, travel organisations
which also offer cruises will actively bring this to the attention of the cruise
company.
5.3.3. EXCURSIONS AND ACTIVITIES
MAIN OBJECTIVE FOR 2025:
For all excursions and activities which are offered to comply with the
international guidelines and codes of conduct, in order to make a positive
contribution to people, animals and/or nature at the destination.
SHORT-TERM OBJECTIVES FOR 2013 – 2015:
For suppliers of excursions and activities to be informed of and
encouraged to comply with the international guidelines and codes of
conduct in order to develop more sustainable excursions and activities.
For travel organisations to strive to increase the percentage of excursions
which have positive effects on the local population, nature and the
environment.
For excursions and activities which involve animals to comply with the
relevant Global Codes of Animals In Tourism.
For sustainability clauses (to prevent animal suffering, child labour etc.) to
form a standard part of the contract by the end of 2015 at the latest.
5.4 CUSTOMER COMMUNICATION
Customers lead the way. If they more frequently choose a product which
integrates both quality and sustainability, the demand for these products will
increase and this will help to accelerate the improved sustainability of the
tourism product. Communication statements which convey the sustainable
tourism options in a positive, enjoyable and adventurous way will win over
customers and are therefore extremely important.
MAIN OBJECTIVE FOR 2025:.
For the customer to be sure that if he or she books a holiday with one of the
travel organisations which is affiliated with the ANVR, he or she will experience
a holiday which has sustainability integrated into the product. At key points of
contact, the customer will be informed how he or she can make a positive
contribution to the destination.
SHORT-TERM OBJECTIVES FOR 2013 – 2015:
For sustainable transport, accommodation and entertainment to be
promoted in the communication.
For customers to be informed how to make a positive contribution at the
destination (such as buying responsible souvenirs, using public transport,
saving water, encouraging local initiatives and reporting the sexual
exploitation of children and/or minors etc.).
For sustainability information about the travel organisation with which the
customer is booking to be communicated.
For CO2 compensation to be promoted, with clear information as to which
transport option causes the least environmental burden.
For sustainability issues to be included in customer satisfaction surveys, or
integrated into the questions.
6. GETTING STARTED
The fact that the ‘Vision of the future of tourism in 2025’ has now become a
reality is absolutely fantastic. Not just because this guide shows us how to
make our sector more sustainable, but also because it will allow us to face a
healthy future.
What we now have on paper expresses our intention to achieve this together.
But how can we make sure that this vision is upheld? And that we will jointly
make every effort to achieve the objectives associated with the vision?
Many of the objectives mentioned above far exceed the scope of individual
companies. If we wish to achieve our objectives, collaboration within the
sector is essential. In order to encourage this and to help travel organisations
achieve their goals, we will organise working sessions which focus on the goals
described in the short-term objectives. These will be organised by the ANVR,
supported by MVO Nederland. Parties can sign up for the working sessions
which are relevant to their organisation. As well as conveying knowledge,
these sessions will also offer practical assistance which organisations can put
to use in their sustainability efforts.
We have deliberately chosen to divide the period from 2013 to 2025 into short
segments. This makes working towards our goals simpler and more concrete
and also helps us to focus. For the first segment (2013 to 2015), we have
described the concrete goals we will be working on over the next three years.
In the latter half of 2015, we will determine the shared goals for the next period
(2016 to 2018), etc. This means we will always be able to translate the vision
into short-term objectives, and will allow us to keep the vision concrete. It will
also enable us to keep our finger on the pulse, in order to respond to the latest
developments.
Every year, during the ANVR ‘Changes in Tourism’ Trade Day at the Holiday
Fair in January, we will discuss the progress of the objectives in the ‘Vision of
the future of tourism in 2025’. During this evaluation, we will look back on our
successes and look ahead to the opportunities and challenges awaiting us.
Colophon
Published by: ANVR
This 'Vision of the future of tourism in 2025' is the result of a collaboration
between the ANVR, ANVR members and MVO Nederland and supported by
the Sustainable Trade Initiative (IDH)
Any questions about the Vision of the future of tourism in 2025 can be
submitted to:
ANVR, Gerben Hardeman, Sustainable Tourism Manager
[email protected]
www.anvr.nl