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Sustainability Report 2009/2010

Guests in Paradise
Milestones
20 Years of Commitment to the
Environment and Sustainability

1990 1990 TUI is the first mainstream tour operator to set up an environmental
management unit
1990 TUI launches destination monitoring to observe the state of the local environment
1991 TUI awards its first International Environment Award
1992 TUI’s first Environment Forum at the ITB fair in Berlin

1995 1995 Active contribution to the Charter for Sustainable Tourism in Lanzarote
1995 The Annual Report starts to include environmental reporting
1995 TUI Sponsorship adopts its first charitable project in Hanover
1996 TUI selects the first Environment Champions

2000 2000 TUI co-founds the Tour Operators’ Initiative for Sustainable Tourism Development
2000 The Preussag Foundation (now: TUI Foundation) is established
2001 TUI AG co-founds econsense
2003 Contribution to UNWTO’s Djerba Declaration on Tourism and Climate Change
2003 TUI Deutschland receives its ISO 14001 certificate
2004 TUI AG is listed on FTSE4Good
2004 TUI AG publishes the first Group Environment Report

2005 2005 TUI AG receives its ISO 14001 certificate


2006 First involvement in the Carbon Disclosure Project (CDP)
2006 TUI AG joins the Dow Jones Sustainability Index
2006 First EcoResort award for a Group hotel brand
2007 TUI AG publishes the first Group Sustainability Report
2007 TUI AG wins first place in the Good Company Ranking environment category
2007/08 Group-wide Year of the Dolphin campaign with the UNEP Bonn Convention
2007 Contribution to UNWTO’s Davos Declaration on Tourism and Climate Change
2008 TUI AG signs the Diversity Charter
2008 TUI AG joins the Business & Biodiversity Initiative set up by the German
Environment Ministry
2009 TUI AG co-founds the sustainability initiative Futouris

2010
Sectors

TUI has built a robust position as a tourism group. The structure includes TUI Travel –
one of the world’s largest tourism companies – alongside Europe’s leading holiday hotel
provider TUI Hotels & Resorts, and cruises for the German-speaking luxury and premium
segment.

TUI Travel Cruises


TUI Travel was created by the merger of TUI Group’s Hapag-Lloyd Cruises is the leading provider of discovery
retail section, tour operating business, airlines and and luxury cruises in the German-speaking countries.
incoming activities with the British company First The fleet comprises the cruise liners Europa, Hanseatic,
Choice Holidays PLC. TUI Travel services over 30 million Bremen and Columbus. In 2008, TUI Cruises was formed,
customers in 27 source markets with a portfolio of paving the way for TUI AG to set its mark in the German
more than 200 products and brands. Its business is volume market for premium cruises. With the liner Mein
structured into four sectors: Mainstream, Specialist Schiff (which translates as ‘My Ship’) operations started
& Emerging Markets, Activity and Accomodation & in spring 2009.
Destinations. TUI Travel offers a broad choice of leisure
travel ranging from package tours to individual niche
products like chartering yachts, expeditions and
student trips. TUI AG has a majority shareholding in
TUI Travel.

TUI Hotels & Resorts


TUI Hotels & Resorts manages the TUI Group’s hotel
companies and is Europe’s largest holiday hotel pro-
vider. Its business portfolio covers around 240 hotels
with more than 150,000 beds. The hotels of the various
brands are situated at premium locations in attractive
holiday regions and offer guests a diverse range of
hotel concepts with the highest levels of service and
quality, and with exceptional environmental standards.
About us
TUI is Europe’s leading travel group

Putting a smile on people‘s faces – this is our mission. And this is what we work for – 65,000 employees
around the world work day after day to create unforgettable holiday experiences for our over 30 million
customers.

As an integrated travel group, our brands offer the complete range of services associated with holiday and
travel. Our three business sectors TUI Travel, TUI Hotels & Resorts and Cruises form the World of TUI.

What drives us
Our mission
Putting a smile on people‘s faces

Our values
Opening doors
An open door is a welcome. An invitation to discover
new things. Gaining new experiences. Experiencing new
perspectives.

Going beyond
We constantly do our best. But we want to go even
further. We seek to give our customers that little extra,
the unexpected, the surprising. Going beyond the ordi-
nary and improving day after day – this is what drives us.

Enjoying life
Success is the result of hard work. But what would life
be without enjoyment? Everyone deserves to enjoy life.
Our services are designed to help achieve this goal.

Creating values
Sustainable economic, ecological and social action is
an indispensable element of TUI’s corporate culture.
We seek to create value for our customers, investors
and employees.
Table of Contents

Forewords

1


8
Responsible Governance
Corporate Governance
10 Code of Conduct
11 Compliance
12 Risk Management
13 Key Performance Indicators

2


22
Sustainable Development
Sustainability Aspects
23 Organisation
26 Internal and External Reporting
27 Cooperation Schemes and Dialogue
31 Sustainability Rating

3


34
Environment
Climate Strategy
36 Climate Action
42 Biodiversity Strategy
44 Biodiversity Action
50 Resource Efficiency
53 Certifications

4


56
Our People
Training
57 HR Development and Staff Motivation
59 Health and Safety at the Workplace
60 Work-life Balance
61 Diversity
62 Co-determination
63 Innovation and Ideas

5


66
Society
Committed to Human Rights
69 Corporate Citizenship
71 Globally active – Globally engaged
77 Futouris e. V.

6 Product Responsibility and Consumers


80 Sustainable Product Development
85 Consumer Information
88 Safety and Crisis Management
GRI Index
Contact
Dear Reader,

As a global player aspiring to market and brand leader- For the fourth time in a row, TUI has scored top marks
ship in the tourism sector, TUI feels a particular com- in the Dow Jones Sustainability World Index in the
mitment to the principle of sustainability. categories climate strategy, stakeholder engagement
and brand management. We are delighted to see that
Our springboard for sustainability-oriented manage- our efforts are being recognised in this way. It spurs us
ment is the belief that we must place our activity within on to keep improving our sustainability strategy and to
the context of an overall social perspective and inte- continue playing a decisive role in setting the standards
grate responsibility into our core business as a corpo- for solution-oriented products and services.
Dr Michael Frenzel, rate value driver. The principal challenge to the Group,
Chairman of the primed by the various expectations of our stakehol- This Sustainability Report sets out to make that social
TUI AG Executive ders, is to resolve genuine and perceived conflicts bet- “investment” visible and reflect upon the socio-ecologi-
Board ween economic, ecological and social objectives in a cal consequences of our activities. Even at a time when
manner that creates value. For us, the long-term bene- the economic environment is difficult, we intend to
fits to be gained from integrating and networking these press ahead along our chosen road of commercial
three fields amount to more than the sum of the parts. operation geared to responsibility. We see this as an
This applies not only to our product and service portfo- opportunity to hone our social profile and ensure our
lio, but also to our performance at company sites and future viability. Let me invite you to accompany us
tourist destinations around the world. To generate further down this road to sustainability. Measure us
innovate responses, we need motivated employees, against our achievements and support us with your
positive partnerships, a strong will to shape our own suggestions. We look forward to dialogue with you!
environment, and most of all a long-term view of our
day-to-day operations.

Yours,
Michael Frenzel

4 TUI Sustainability Report 2009/2010


This TUI Sustainability Report bears the title “Guests in A good guest behaves impeccably. We, too, have refo-
Paradise”. The first association this sparks in your mind cused the guidelines for our work in the TUI Code of
might be our clients, who want to spend the best weeks Conduct. Legality, social responsibility, openness, tole-
of their year in first-class hotels surrounded by beauti- rance and encouragement for innovation are the fun-
ful landscape and cultural authenticity. damental principles which clearly define the actions
of every Group employee. Observing human rights,
But TUI itself, as a company, also sees itself as a guest respecting the values underlying different cultures,
in Paradise. Ambience, culture, landscape and natural fair competition and shunning corruption are the solid
resources are not capital assets in our own inventory, cornerstones of our creed. We openly pledge to pursue Dr Peter Engelen,
but precious and above all limited resources whose in- the ten principles of the UN Global Compact, seeking to TUI AG Executive
telligent use provides the basis for our core business. implement and disseminate them together within our Board Member
That is why we wish to make sure that the tourism ser- sphere of influence. Our reliable network of committed Human Resources,
vices we provide in our destinations are not detached partners in many holiday regions will support us in this Legal Affairs and
from ecological and social conditions in the receiving undertaking. Sustainable
country, and why we see ourselves as an integral part Development
of a networked economy that can sustain its future and Finally, we firmly believe that responsible action is not
reflects the specific character of each region. Creating merely a duty on the part of a courteous guest, but
decent local working conditions, preserving the dyna- above all a key factor in sustainable corporate success.
mics of self-determined culture and ensuring natural A good guest arrives on the heels of a good reputation.
habitats are all major challenges in this, and we want to A good guest attracts trust and is always welcome.
adopt appropriate strategies to tackle them. Our com- A good guest eventually becomes a valued partner.
mitment has already become a tradition, and in 2010 We want to be good guests.
we shall be celebrating an anniversary that – for the
tourism industry – is itself impressive: 20 years of en-
vironmental and sustainability management at TUI.
Yours,
Peter Engelen

TUI Sustainability Report 2009/2010 5


1 Responsible
Governance
Transparency
TUI is committed to responsible and transparent corporate management
geared to the long-term success of the enterprise. Our behaviour towards
business partners is professional, transparent, respectful and fair. This is the
case both for internal cooperation as well as for business transactions with
external partners.

TUI Sustainability Report 2009/2010 7


1 Corporate Governance

Good and responsible corporate governance TUI AG’s Executive Board and Supervisory Board coope-
The actions of TUI AG’s management and oversight rate closely and in a spirit of trust in managing and over-
bodies are determined by the principles of good and seeing the Company.
responsible corporate governance.
The Supervisory Board advises and oversees the Exe-
TUI has consistently based its corporate governance on cutive Board in the management of the Company. It is
the recommendations and suggestions of the German involved in strategic and planning decisions and all deci-
Corporate Governance Code. The most recent version sions of fundamental importance to the Company. In
of the Code is dated 18 June 2009. It contains new ele- accordance with the terms of reference, decisions taken
ments, in particular concerning remuneration issues. by the Executive Board on major transactions such as
TUI AG has adopted and implemented all amendments the annual budget, major acquisitions or divestments
to the Code. The Executive Board and the Supervisory require the approval of the Supervisory Board. The
Board discussed corporate governance issues several chairman of the Supervisory Board coordinates the
times in the short financial year 2009 and jointly sub- work in the Supervisory Board, chairs its meetings and
mitted an updated declaration of compliance for 2009 externally represents the concerns of the body.
on 28 October 2009, pursuant to section 161 of the
German Stock Corporation Act. The declaration was The Executive Board provides the Supervisory Board
made permanently accessible to the general public on with comprehensive up-to-date information at regular
TUI AG’s website. meetings and in writing about the budget, the develop-
ment of business and the situation of the Group, inclu-
The current and Declaration of compliance for 2009 ding risk management, and compliance. An extraordi-
all previous decla- “In accordance with section 161 of the German Stock nary Supervisory Board meeting may be convened if
rations of compli- Corporation Act, the Executive Board and Supervisory required when events of particular relevance occur.
ance have been Board of TUI AG hereby declare: The recommendations The Supervisory Board has adopted terms of reference
made permanently of the Government Commission on the German Cor- governing its work. In the run-up to the Supervisory
available on the porate Governance Code in the version of 6 June 2008, Board meetings, the representatives of shareholders
internet at www. as published by the Federal Ministry of Justice in the and employees meet separately, where necessary.
tui-group.com official section of the electronic Federal Gazette on
8 August 2008, have been and are fully complied with. TUI AG has taken out a D&O insurance policy with an
TUI AG will additionally fully comply with the recom- appropriate deductible for all members of the Executi-
mendations in the currently valid version of 18 June ve Board and Supervisory Board. As of calendar year
2009, as published by the Federal Ministry of Justice on 2010, a deductible of 10 % of the damage or one and
5 August 2009. In addition, TUI AG also complies with a half times the fixed annual remuneration has been
the suggestions set out in the Code.” agreed.

Working methods of the Executive Board and Super- Composition of the Supervisory Board. In accordance
visory Board. TUI AG is a company under German law, with the Articles of Association, TUI AG’s Supervisory
which also forms the basis of the German Corporate Board comprises twenty members, with ten represen-
Governance Code. One of the fundamental principles of tatives elected by the shareholders and ten by the em-
German stock corporation law is the dual management ployees for an identical period of office. In accordance
system involving two bodies, the Executive Board and with the new recommendations of the German Corpo-
the Supervisory Board, each of which is endowed with rate Governance Code, the shareholders’ representa-
independent competences. tives were elected individually in the last elections to
the Supervisory Board at the Annual General Meeting

8 TUI Sustainability Report 2009/2010


on 10 May 2006. Factors taken into account in nomina- Risk management
ting candidates for election to the Supervisory Board Good corporate governance entails the responsible
are the knowledge, skills and expertise required to im- handling of commercial risks. The Executive Board of
plement the tasks as well as diversity. The Supervisory TUI AG and the management of the TUI Group use
Board does not comprise any former Executive Board comprehensive general and company-specific reporting
members. It comprises a sufficient number of indepen- and monitoring systems to identify, assess and manage
dent members not maintaining any personal or busi- these risks. These systems are continually developed,
ness relationship with the Company or its Executive adjusted to match changes in overall conditions and re-
Board. The Supervisory Board has been elected for a viewed by the auditors. The Executive Board regularly
period of five years that will expire at the end of the informs the Supervisory Board about existing risks and
2011 ordinary Annual General Meeting. the development of these risks. The Audit Committee
deals in particular with monitoring the accounting pro-
Committees of the Supervisory Board. The Super- cess, including reporting, the efficiency of the internal
visory Board has established three committees from control system, risk management and the internal audi-
among its members: the Presiding Committee, the Au- ting system, compliance and audit of the annual financi-
dit Committee and the Nomination Committee, which al statements.
prepare and complement its work. The Presiding and
Audit Committee have six members each, with an equal More detailed information about risk management in
number of shareholder and employee representatives. the TUI Group is presented in the Risk Report. It also
The chairman of the Audit Committee is independent contains the report on the accounting-related internal
and, based on practical professional experience, has control and risk management system required in accor-
special knowledge and experience in the application dance with the German Accounting Modernisation Act.
of accounting principles and internal control methods.
The Nomination Committee consists exclusively of Transparency Moreover, the
shareholder representatives in accordance with the TUI provides immediate, regular and up-to-date infor- company website
German Corporate Governance Code. Its task is to sug- mation about the Group’s economic situation and new provides compre-
gest suitable candidates to the Supervisory Board for developments to capital market participants and the hensive information
its suggestions to the Annual General Meeting. There is interested public. The annual report, the half-year on the TUI Group
no plan at present to establish any further committees. financial report and the interim reports for the quar- and the TUI share
The Executive and Supervisory Board members are ob- ters are published within the applicable timeframes. www.tui-group.com
liged to act in TUI AG’s best interests. In the completed The Company publishes press releases and ad hoc
financial year, there were no conflicts of interest requi- announcements, if required, on topical events and
ring immediate disclosure to the Supervisory Board. any new developments. All information is published
None of the Executive Board members of TUI AG sat simultaneously in German and English and is available
on more than three Supervisory Boards of listed non- in print as well as by appropriate electronic media such
Group companies. as e-mail or the internet.

TUI Sustainability Report 2009/2010 9


1 Code of Conduct

Exemplary behaviour in activities to promote the economic, ecological and


Sustainable economic, ecological and social activity is social development of our Company sites and in our
an indispensable part of the TUI corporate culture. destinations.
This also includes integrity in dealings with employees,
business partners, shareholders and the general public UN Global Compact
– and this is best achieved by exemplary behaviour. As Apart from the fundamental values of our Code of
a services group it is incumbent on us to win and main- Conduct, we embrace the ten principles of the United
tain the trust of our customers. We want to be regarded Nations’ Global Compact and intend to roll them out
as being credible, trustworthy and reliable and we the- and implement them within our sphere of influence.
refore act accordingly.

A Code of Conduct has been drawn up for the entire


Group to ensure consistent standards of exemplary
action and behaviour. It is intended to set out guiding
principles for each Group employee to follow, i.e. the
Executive Board, managers and all Group employees.
The Code of Conduct is not only based on applicable
laws and policies but also refers to our corporate vision,
core competences and values. It thus sets minimum
standards and indicates how all employees can work
together in implementing these standards.

Strict legality principle


TUI’s Code of Conduct focuses on five areas. The first
area addresses the fundamental values: legality, social
and environmental responsibility, openness, tolerance
and encouragement for innovation. They determine
the actions of each individual within the Group and de-
monstrate how we pursue our objectives. The second
area relates to national and cultural rules. The top prio-
rity for our Group is to respect the law and recognised
values of different cultures. The third area of the Code
of Conduct is a clear commitment to respect and ho-
nesty: TUI commits to observing human rights. We re-
spect the dignity, privacy and personal rights of every
individual. Our corporate culture is characterised by
mutual respect, team spirit, openness and professiona-
lism. The fourth area relates to our business relation-
ships with other companies and customers – the fun-
damental goals of the TUI Group include fair competi-
tion and the prevention of corruption at all levels. And
last but not least, we accept our overall social and eco-
logical responsibility. It is a key factor in the sustainable
success of a tourism company. That is why we engage

10 TUI Sustainability Report 2009/2010


Compliance

Law, in-house rules and voluntary commitments Organisation. Our Compliance function helps to com-
Compliance denotes securing the observance of legis- municate the above-mentioned values into our Group
lation, the Articles of Association, in-house rules and structure and anchor them in a sustainable manner. It
voluntary commitments. It forms a key element of TUI’s ensures Group-wide implementation of our compliance
good corporate governance. Compliance issues include programme.
e. g. the prevention of corruption and worldwide anti-
corruption measures, strict observance of applicable The Executive Board of TUI AG has appointed the
health and safety standards for our employees and Board member in charge of HR, Legal Affairs and
customers, securing the legal requirements on product Sustainable Development as Chief Compliance Officer.
liability, Group-wide observance of environmental pro- In this function, he regularly reports any material inci-
visions and many other aspects of the law. dents or infringements of compliance provisions to the
Board.
TUI’s Code of Conduct. The centrepiece of our com-
pliance management is the TUI Code of Conduct, which Whistleblower system. In order to reflect the inter-
is based on applicable legislation, internal rules and po- national character of our Group, a worldwide whist-
licies but also enshrines our corporate vision, our core leblower system is being implemented. It enables all
competences and our values. The purpose of the Code Group employees to report any infringements on an
is to assist our employees in mastering the ethical and anonymous basis. Any incidents reported are immedia-
legal challenges arising in their everyday work and pro- tely analysed by an evaluation committee specifically
vide orientation in conflict situations. By means of cor- formed for that purpose, which initiates any measures
rect and ethical behaviour we also help secure our futu- required.
re economic success. In the interest of all stakeholders
and our Company, we will investigate any infringements Training, both attendance- and web-based, is offered
and remove their causes. This also includes the consis- to managers and employees to teach them the corpo-
tent persecution of misbehaviour in the framework of rate values listed in the Code of Conduct. The central
applicable national provisions. Compliance Department supports implementation of
the Code of Conduct within the Group and answers
questions. It aims to play a preventive role in raising our
employees’ awareness and achieving competence and
confidence within the TUI Group.

Sector Basis/performance indicator Target for 2011

TUI Group Implementation of the Code of Conduct and installation Complete Group-wide TUI Code of Conduct
of a communication and training system training for all employees

TUI Sustainability Report 2009/2010 11


1 Risk Management

Identifying, monitoring and controlling risk existence of the Company. These risks are reported
The TUI Group is a global player operating worldwide in through a separate system, organised with its own dis-
particular in Tourism, its core business. Depending on tinct structure alongside operational risk management.
the type of business, Tourism operations and financial Early risk identification aims to provide reports, both
exposure in Container Shipping entail various inherent regular and case-by-case, in order to identify potential
risks. Risks may arise from the Group’s own entrepre- risks within the Group companies, assess these risks
neurial action or external factors. In order to identify with the aid of uniform parameters and summarise
and actively control these risks, the Group has introdu- them in an overall Group-wide system.
ced Group-wide risk management systems.
Environmental risks. In the short financial year 2009,
Risk policy. TUI’s risk policy is designed to steadily both current companies of the TUI Group and compa-
and persistently enhance the Group’s corporate value, nies already sold were involved in the use, processing,
achieve its medium-term financial goals and secure the extraction, storage or transport of materials assessed
Company’s ongoing existence in the long term. It is thus as hazardous to the environment or human health. TUI
an integral component of the Group’s corporate policy. takes preventive measures to counter environmental
risks arising from current business transactions and has
For the complete Risk management. In order to meet its overall respon- taken out insurance policies to cover certain environ-
Risk Report of the sibility within the Group, TUI AG’s Executive Board has mental risks. Where environmental risks have not
TUI Group, see the set out policies incorporating the essential elements of passed to the purchaser in divestment transactions,
TUI AG Annual Re- the risk management system. They are applicable to all TUI has built appropriate provisions in the balance
port 2009 Group companies. The Board has also installed monito- sheet to cover any potential claims.
ring and control systems to regularly measure, assess
and manage business development and the related
risks. Responsibility for the early identification, repor-
ting and handling of business risks lies with the mana-
gement of the respective companies, with control func-
tions over each tier exercised by the
management level above.

The Executive Board and operative


management employ multi-stage
integrated reporting systems for
risk management purposes. Within
the planning and auditing system,
deviations of actual from projected
business developments are analy-
sed on a monthly basis so that risks
that might jeopardise the Company’s
performance are quickly recognised.

In addition, special independently


organised reporting systems have
been introduced for the early iden-
tification of risks threatening the

12 TUI Sustainability Report 2009/2010


Key Performance Indicators

Group economic indicators performance indicators and headcount numbers for the
The TUI Group and its operating companies are active short financial year 2009 are presented alongside the
in the tourism sector. Its core segments include TUI figures for the comparative period in 2008 (1 January
Travel, TUI Hotels & Resorts and Cruises. Following the to 30 September) and the balance sheet figures as per
sale of Hapag-Lloyd AG to a Hamburg-based consor- 30 September 2008. By contrast, comparing the figures
tium, TUI holds a 43.33 % stake in Hapag-Lloyd, conso- for the short financial year with those for the full finan-
lidated at equity. cial year 2008 is of limited value. A different system
was used for the environmental indicators, facilitating
The Annual General Meeting on 13 May 2009 decided a year-on-year comparison with the 12-month period
to change TUI AG’s financial year from the calendar in 2008.
year to the tourism year (1 October to 30 September).
As a result, the short financial year 2009 only has nine
months. In order to enhance comparability, the key

Development of divisional turnover


Divisional turnover SFY 2009 9M 2008 Var. [%] 2008
Tourism €m 13,054.3 15,136.2 -13.8 18,585.8
TUI Travel €m 12,636.1 14,690.6 -14.0 18,015.1
TUI Hotels & Resorts €m 276.2 290.1 -4.8 370.7
Cruises €m 142.0 155.5 -8.7 200.0
Central Operations €m 49.3 64.8 -23.9 85.8
Continuing Operations €m 13,103.6 15,201.0 -13.8 18,671.6

Development of divisional earnings


Underlying divisional EBITA SFY 2009 9M 2008 Var. [%] 2008
Tourism €m 695.6 664.1 +4.7 620.5
TUI Travel €m 571.2 520.0 +9.8 453.7
TUI Hotels & Resorts €m 123.1 132.9 -7.4 160.0
Cruises €m 1.3 11.2 -88.4 6.8
Central Operations €m -39.0 0.4 n/a -54.4
Continuing Operations €m 656.6 664.5 -1.2 566.1

Divisional EBITA SFY 2009 9M 2008 Var. [%] 2008


Tourism €m 274.4 177.3 +54.8 127.2
TUI Travel €m 150.0 33.2 +351.8 -35.8
TUI Hotels & Resorts €m 123.1 132.9 -7.4 156.2
Cruises €m 1.3 11.2 -88.4 6.8
Central Operations €m -39.0 0.4 n/a -52.6
Continuing Operations €m 235.4 177.7 +32.5 74.6

TUI Sustainability Report 2009/2010 13


1

SFY 2009 9M 2008 Var. [%] 2008 restated


Net profit for the year €m 400.7 44.9 +792.4 -141.9
Earnings per share € 1.25 0.07 n/a -0.57

Asset structure
Non-current assets €m 9 ,116.0 7,903.9 +15.3 7,344.7
Current assets €m 4 ,426.2 9 ,847.8 -55.1 9 ,358.1
Total assets €m 13,542.2 17 ,751.7 -23.7 16 ,702.8

Capital structure
Equity and liabilities €m 2,380,0 2 ,918.3 -18.4 2 ,242.5
Non-current liabilities €m 5 ,035.3 6 ,018.0 -16.3 5 ,796.2
Current liabilities €m 6 ,126.9 8 ,815.4 -30.5 8 ,664.1
Total equity and liabilities €m 13 ,542.2 17 ,751.7 -23.7 16 ,702.8

Equity ratio % 17.6 16.4 +1.1* 13.4

Cash flow from operating activities €m 1,134.6 2 ,058.9 -44.9 945.8

Capital expenditure €m 340.4 810.1 -58.0 952.4

Net debt €m 2,329.9 2 ,792.3 - 16.6 4 082.8

Differences may result from rounding


* in percentage points
SFY: short financial year 2009 (1 Jan – 30 Sep 2009)
9M: comparative 9-month period in 2008 (1 Jan –30 Sep 2008)

14 TUI Sustainability Report 2009/2010


Group employee indicators yed the largest proportion of personnel at 93 %, up
In the short financial year 2009, the TUI Group’s head- from 84 % in 2008. As before, around 1 % of employees
count decreased to 69,536. This decline was primarily worked for Central Operations. Discontinued Opera-
due to the sale of Hapag-Lloyd AG. tions accounted for 7 % after 15 % in the previous year.
This change in the structure of the Group headcount
Changes in headcount. At the balance sheet date, the resulted from the sale of Container Shipping.
TUI Group’s worldwide headcount was 69,536, around
12 % down year-on-year. The Tourism Division emplo-

Employees by division
30 Sep 2009 30 Sep 2008 Var. [%] 31 Dec 2008
Tourism 64 ,336 66,294 -3.0 59 ,706
TUI Travel 50 ,285 52 ,920 -5.0 48 ,508
TUI Hotels & Resorts 13,832 13,167 +5.1 10 ,989
Cruises* 219 207 +5.8 209
Central Operations¹) 675 762 -11.4 665
Continuing Operations 65,011 67,056 -3.0 60 ,371
Discontinued Operations 4 ,525 12,136 -62.7 9 ,883
Total 69,536 79,192 -12.2 70 ,254

* excl. TUI Travel cruise companies


¹) of which Corporate Centre: 200 employees as at 30 Sep 2009; 257 employees as at 30 Sep 2008

At the end of the short financial year, the headcount in The headcount in TUI Hotels & Resorts rose by 5 %
Tourism totalled 64,336, down 3% year-on-year. The year-on-year to 13,832. This headcount growth was
individual sectors recorded different trends. attributable to capacity increases driven by the opening
of new hotels and shifts to full-year operation.
The headcount in TUI Travel fell by 5 % on the first nine
months in 2008 to 50,285. The Mainstream Sector had The Cruises Sector reported a slight increase in head-
35,353 employees, 5 % down year-on-year. This decline count of around 6 % to 219, above all due to the as-
was mainly attributable to synergies in the UK and fur- sumption of new functions in accounts receivable and
ther integration. The Specialist & Emerging Markets accounts payable accounting and the integration of a
Sector recorded a decline in headcount of around 34 % call centre.
to 1,581 due to ongoing restructuring measures. The
Activity Sector reported a decrease in headcount to
4,212, down around 6 % year-on-year due to the clo-
sure of a business segment and ongoing restructuring
measures. Accommodation & Destinations did not
report any major changes.

TUI Sustainability Report 2009/2010 15


1

Employees by region
30 Sep 2009 30 Sep 2008 Var. [%] 31 Dec 2008
Germany 9 ,562 12 ,549 -23.8 11,313
UK/Ireland 19 ,409 19,775 -1.9 19 ,311
Nordics 1,717 1,940 -11.5 2 ,070
France/Benelux-countries 7,245 9,284 -22.0 8, 063
Spain 10 ,168 11,848 -14.2 8 ,224
Rest of Europe 9,239 9 ,487 -2.6 5 ,608
America 6 ,815 7, 572 -10.0 8,434
Rest of World 5,381 6 ,737 -20.1 7,231
Total 69,536 79,192 -12.2 70 ,254

Central Operations recorded a year-on-year decline in Personnel by region (in %)


headcount of around 11% to 675 as at the end of the
short financial year, primarily resulting from the fall in UK/Ireland 28
the number of employees working for the Corporate
Centre by around 22 % to 200 due to contractual Spain 15
reallocations.
Germany 14

The headcount in Discontinued Operations of 12,136 Rest of Europe 13


declined by 63 % to 4,525 at balance sheet date. This
decline was attributable to the divestment of Container France/Benelux 10
Shipping and the associated loss of 7,682 employees.
The headcount in Magic Life grew by 2 % year-on-year Nordic countries 2
due to capacity adjustments.
America 10
International headcount. The number of employees
Rest of world 8
working in Germany declined by 24 % to 9,562, above
all due to the sale of Hapag-Lloyd AG. Accordingly, the As of 30 September 2009
Group’s headcount in Europe fell by 12 % to 57,340 or
82 % of the Group’s overall headcount. The number of
employees working for Group companies outside Euro-
pe declined by 15 % to 12,196. They accounted for 18 %
of the overall headcount, the same proportion as in
2008.

16 TUI Sustainability Report 2009/2010


Personnel costs. Personnel costs of Continuing Opera- due to synergies achieved by the integration of the for-
tions decreased by 12 % to € 1,550m in the period mer First Choice and the TUI Group. The proportion of
under review. This was attributable to changes in the employees in training in Germany fell to 5.3 % due to
group of consolidated companies as well as cost savings the divestment of Container Shipping.
Personnel costs
SFY 2009 9M 2008 Var. [%] 2008 restated
Wages and salaries €m 1,288,7 1,481,0 -13.0 1,935.9
Social security contributions €m 261.1 283.2 -7.8 355.7
Total €m 1,549.8 1,764.2 -12.2 2 ,291.6

Other staff indicators


30 Sep 2009 30 Sep 2008 Var. [%]
Staff in training
% 5.3 6.7 -1.4*
(German TUI companies)
Proportion of female employees (TUI Travel)
workforce % 65.6 66.9 -1.3*
part-time % 15.1 14.3 +0.8*
management % 41.8 50.1 -8.3*
executive staff % 44.3 26.1 +18.2*

* in percentage points

Environmental performance of the TUI Group context, completeness, balance, comparability, accuracy,
The TUI Group uses the collection and processing of timeliness, clarity and reliability.
data to obtain meaningful indicators as a key tool in
monitoring performance. Before effective action can be
implemented, the extent of the environmental impact
first needs to be measured and determined. For this
reason, we have operated a Group-wide monitoring
system for many years. With a view to selectively iden-
tifying potential and implementing measures, our annu-
al monitoring is carried out in the emission-intensive
areas: airlines, cruises and hotels. “In the framework of our recurring audit, we have checked the plausi-
bility of the TUI Group’s environmental indicators. To this end, we
An overview of the key environmental indicators in had access to all relevant documents and obtained explanations on
Tourism is presented below. To permit comparison bet- the documents. The method used to determine the indicators is com-
ween the short financial year 2009 and previous years, prehensible and well-documented. The indicators determined appear
the environmental indicators for 2009 are those for the plausible. The continuous collection and updating of the environmen-
pro forma financial year (1 October 2008 to 30 Sep- tal indicators is also exemplary.“
tember 2009 [PF]). In line with the G3 guidelines of the Arqum – Consulting corporation for occupational safety, quality,
Global Reporting Initiative, the calculation of indicators and environmental management
was based on the principles of materiality, stakeholder

TUI Sustainability Report 2009/2010 17


1

Energy consumption within the TUI Group. Energy Direct CO² emissions (2009 [PF])
consumption in the TUI Group’s continuing operations
declined by 4.2 % as against 2008 in the pro forma year Cruises*
449,233 tonnes (7 %)
2009. This was primarily attributable to lower fuel con-
sumption by the airlines. Indirect energy consumption TUI hotel companies*
remained almost constant. 115,347 tonnes (2 %)

Unit 2009 [PF] 2008


TUI Airlines TJ 85,289 89,418
Cruises* TJ 6,365 6,388
TUI hotel companies* TJ 3,608 3,638
Total TJ 95,262 99,444 TUI Airlines
5,778,712 tonnes (91 %)
* incl. TUI Travel companies

Direct energy consumption TJ 92,948 97,126 Total: 6,343,292 t


* incl. TUI Travel companies
Indirect energy consumption TJ 2,314 2,318
Total TJ 95,262 99,444
Specific CO² emissions by Cruises *. Specific CO²
emissions by Cruises rose to 80.55 kg per 100 passen-
Total emissions by the TUI Group. In pro forma year ger nautical miles [pnm]. This resulted from changes
2009, carbon emissions by the emission-intensive areas in the fleet portfolio such as the commissioning of the
within the TUI Group totalled 6,343,292 tonnes. This “Mein Schiff“ cruiser by TUI Cruises.
corresponds to a decline of 4.4 % on 2008. The bulk of
CO² emissions was caused by the business operations of Unit 2009 [PF] 2008
TUI airlines.
Cruises* kg/100 pnm 80.55 76.75

Specific CO² emissions of TUI Airlines. Specific CO² * incl. TUI Travel cruise companies
emissions show how much carbon dioxide was emitted
per 100 passenger kilometres [kg/100 pkm]. The incre- Specific CO² emissions by hotel operations*.
ase from 7.78 kg/100 pkm in 2008 to 7.81kg/100 pkm in In the pro forma year 2009 specific CO² emissions were
2009 [PF] results from the change in the fleet portfolio 12.28 kg per bednight. The slight year-on-year increase
and a slight decline in the total number of flights. on 2008 was attributable to higher heating and electri-
city consumption.
Unit 2009 [PF] 2008 Unit 2009 [PF] 2008
TUI Airlines kg/100 pkm 7.81 7.78 TUI hotel companies* kg/bednight 12.28 12.00

* incl. TUI Travel hotel companies


At fuel consumption of 3.03 litres of aircraft fuel per
100 pkm TUI Airlines continue to be among Europe’s
most efficient airlines.

18 TUI Sustainability Report 2009/2010


Other emissions within the TUI Group. Apart from The specific water consumption per bednight has risen
carbon dioxide, other emissions caused by the use of continually in recent years. Reasons differ regionally
fossil fuels are also monitored. Indicators are used to and include stronger irrigation of gardens due to less
quantify emissions of nitrogen oxides, sulphur oxides, precipitation in the holiday destinations, climate change
carbon monoxide and hydrocarbons. Emissions of other and changes in bednight numbers.
greenhouse gases are insignificant.
Waste volumes have remained relatively constant over
TUI Airlines
recent years and amounted to 1.7 kg per bednight in
Nitrogen oxides (NOX) Unit 2009 [PF] 2008 2009.
absolute t 37,752 40 885
specific g/100 pkm 51.01 52,39 Operative indicators
Carbon monoxides (CO) Unit 2009 [PF] 2008
Operative indicators are the business indicators of
relevance to the environment. The number of aircraft,
absolute t 1,869 1,981
ships and hotels relates to the end of the respective
specific g/100 pkm 2.53 2.54 financial year at TUI AG.
Hydrocarbons (HC) Unit 2009 [PF] 2008
absolute t 188 231 2009 [PF] 2008
As at 30 Sep 2009 As at 31 Dec 2008
specific g/100 pkm 0.25 0.30 TUI Airlines
Aircraft Number 155 151
Cruises* Average age Years 9.5 9.8
Nitrogen oxides (NOX) Unit 2009 [PF] 2008 Flight cycles `000 161.5 175.9
absolute t 8,213 8,677
specific kg/100 pnm 1.47 1.48 Cruises*
Sulphur oxides (SOX) Unit 2009 [PF] 2008 Ships Number 19 19
absolute t 5,259 5,294 Average age Years 23.6 23.3
specific kg/100 pnm 0.94 0.90 Beds Number 11,896 11,811
* incl. TUI Travel cruise companies

TUI Hotels & Resorts


Consumption of resources. Besides emissions, water
Hotels Number 243 238
consumption and waste volumes are also continually
analysed. Beds Number 153 ,537 149 ,424

TUI hotel companies*


TUI Travel hotel companies
Unit 2009 [PF] 2008
Hotels Number 44 43
Water consumption l/bednight 497.0 468.5
Beds Number 21,060 20,812
Waste volume kg/bednight 1.7 1.6
* incl. TUI Travel cruise companies
* incl. TUI Travel hotel companies

TUI Sustainability Report 2009/2010 19


2 Sustainable Development
Dialogue
TUI’s understanding of sustainable development is to achieve a long-term permanent balance
between economic, ecological, social, societal and cultural requirements. We are actively
engaged in our European source markets and our tourism destinations. We are committed
to transparency, cooperation and open dialogue with all our stakeholders in anything we do.

TUI Sustainability Report 2009/2010 21


2 Sustainability Aspects

Dialogue with our stakeholders sustainability aspects for TUI and assessed the extent
Successful sustainability management requires a funda- to which TUI already addresses these aspects.
mental understanding of the key interaction between
ecological and social systems. This forms the basis for Based on statistical methods, sustainability aspects
TUI’s measures for the continual improvement of its are closely interdependent.¹ Aspects considered to
environmental and sustainability performance at its be of high (low) relevance are correlated with a high
locations and destinations. In order to balance the in- (low) level of intensity with which TUI addresses them.
ternal and external perspectives, a stakeholder survey “Climate” and “water” have been ascertained to be
was carried out in 2009. It dealt with the sustainability extremely relevant for TUI. A further aspect perceived
aspects of relevance to TUI and TUI’s perceived com- as strongly addressed by TUI is “safety” in combination
mitment to these aspects. The outcome of this survey with the implementation of safety and crisis manage-
served to identify further potential for sustainable ment. Other issues considered to be highly relevant
action. are “sensitising guests”, “corporate governance” and
“sustainable products”.
The following internal and external stakeholders in
direct contact with TUI took part in the survey: share-
holders, Supervisory Board and Executive Board, em-
ployees, non-governmental organisations, corporations,
consultants, researchers and rating agencies, the public
sector, science and research. More than 76 % of the
respondents commented on the relevance of different

Safety

Biodiversity Sensitization
of Guests
Extent to which TUI addresses aspects

Water
Waste
Employees Energy Climate
Stakeholder
Dialogue
Corporate
Governance
Landscape Human
Rights
Supply Chain
Management Sustainable
Products
Diversity Personnel
Management Development

Community
Development
Demografic 1 The correlation ratio may be any value in
Other Development
between -1 and +1. In this survey it is 0.66.
The relationship between the axes in this
diagram has been adjusted for clarity of
presentation and does not correspond to
scale.

Relevance for TUI

22 TUI Sustainability Report 2009/2010


Organisation

Sustainability strategy Executive Board TUI AG


Thanks to many years of open dialogue with our stake-
holders on the basis of trust, we are able to understand
the expectations and requirements of different parties Group HR
and integrate them early on. The outcome of the survey
will be followed by adjustments and fine-tuning of TUI’s
sustainability strategy at the local, national and interna- Group Group
Development Marketing
tional levels. Measures already launched in connection
with certain aspects will be intensified, while new activi-
ties will be developed for other aspects in order to re-
inforce sustainable approaches for TUI’s processes. CSR Council
This Sustainability Report presents examples of best Investor Group
Relations Communications
practice on many aspects to illustrate our commitment
Group
to sustainability. Environmental
Management/
Sustainable
Development
TUI AG
The CSR Council of TUI AG is coordinated by the Group
Environmental Management/Sustainable Development
department. The heads of the respective Group func- TUI Travel TUI Hotels & Cruises
Resorts
tions represented on the Council report relevant issues
to the Board member in charge of Sustainable Deve-
lopment. The individual sectors and Group companies
cooperate closely on effectively implementing our The Sustainable Development Coordinators are drawn
sustainability strategy and rolling it out throughout from all sectors within TUI Travel PLC. TUI AG’s Group
the Group. The companies of our Tourism, Hotels & Environmental Management/Sustainable Development
Resorts and Cruises divisions network through their has an advisory function.
environment and sustainability coordinators or
departments. The Sector Coordinators report to the Group Sustaina-
ble Development Steering Committee, which is compo-
In 2009, the Group Environmental Management/Sus- sed of the Sector managing directors of participating
tainable Development department employed around TUI Travel companies.
4.5 full time equivalents (FTEs).
The sustainability coordinators meet on a quarterly
TUI Travel basis around workstreams and address the following
TUI Travel has established sustainability management issues:
along its new corporate structure. A Sustainable Deve- Climate Change
lopment department manages and coordinates the de- (broken down into Airlines, Water Transport,
sign and implementation of objectives for the tourism Ground Transport, Major Premises, Flagship Hotels)
companies. In financial year 2008/2009, TUI Travel PLC Destinations
employed around 23 FTEs in Sustainable Development. (broken down into Supplier Management, Projects)
Our People
Our Customers

TUI Sustainability Report 2009/2010 23


2

TUI Green Days Communication and awareness-raising


2009 Apart from firmly embedding sustainability within our
organisational structure, we consider our key task to be
raising our employees’ awareness of these issues and
communicating goals and programmes.

Code of Conduct of the TUI Group. A Code of Con-


duct has been drawn up for the entire Group to ensure
consistent standards of exemplary action and behavi-
our. It is intended to set out guiding principles for each
Group employee to follow, i.e. the Executive Board,
managers and all Group employees. The Code of Con-
duct also refers to our corporate vision, core compe-
tences and our values: legality, corporate citizenship, TUI Green Days. In 2009, the TUI Green Days were
openness, tolerance and innovation. The contents carried out for the fifth time in succession in Hanover
addressed by the Code of Conduct are communicated on the premises of TUI AG and TUI Deutschland. In the
to our managers and employees in attendance- and framework of the Green Days, employees are informed
web-based training schemes. about issues of relevance to the environment on an
annual basis and sensitised for social issues. Various
Intranet. The intranet platform of the TUI Group con- organisations and companies exhibited their products
tinually informs our employees about our commitment and services in the foyers of a “market square” under
to sustainable development. Separate information the motto “Social commitment and sustainable con-
sections are offered, for instance, on “TIP Intranet” sumption”. Futouris e. V. and Betterplace.org gave
at TUI AG, “Discover Intranet” at TUI Travel PLC and presentations, explaining their approach to sustainable
TIP Intranet “TUItimes online” at TUI Deutschland. development and social commitment to the Executive
Board and interested employees. By taking part in an
environment quiz, employees were entitled to enter the
raffle. The winners were drawn on the second day by
members of the football team Hannover 96.

Key issues at TUI Green Days:


2004 – Energy and mobility
2005 – Health and fair trade
2007 – Climate change and climate protection
2008 – Biodiversity and conservation of species
2009 – Social commitment and sustainable
consumption

24 TUI Sustainability Report 2009/2010


Photo contest on TUI’s Sustainability Report. A selection of
In July 2009, TUI employees were invited on the intra- award-winning
net to submit photos they had taken. We were on the photos
look-out for a strong, expressive photo on the theme
“People and nature” to place on the cover page of the
present Sustainability Report. Employees from all over
the world sent us fascinating snapshots of people, ani-
mals and nature.

An independent jury from different sectors of our com-


pany determined the winner of the contest. The awards
for the photos were granted at the 2009 TUI Green
Days.

The photo chosen for the cover page of the present


report was shot by the winner of the contest, Michael
Langer. It shows gorillas in the African jungle, observed
on an expedition in the jungle of Rwanda. The jury
chose this striking photo because it also illustrates our
support for activities to preserve species under the
Bonn Convention (CMS) during the “Year of the Gorilla
2009”.

The photo awarded the second prize (rear cover of the


report) was taken by Monika Giuliani in Kenya. It shows
a native canoeist on a lake with mangrove forests. Ken-
ya was a priority destination in the framework of our
activities during the “Year of the Dolphin 2007/2008”.

The many different themes were also presented to


employees in an exhibition. The photo gallery was ope-
ned at TUI AG’s head office in Hanover in September
2009 and will move to TUI Deutschland’s headquarters
in early 2010.

TUI Sustainability Report 2009/2010 25


2 Internal and External Reporting

TUI Group monitoring Applied standards. The environment indicators are


In order to coordinate and collect information about calculated on the basis of internationally applicable
activities, projects and initiatives in all TUI companies, standards (for instance the greenhouse gas protocol
TUI has operated a Group-wide network for many of the GHG Initiative) and are externally verified. Direct
years which is known as TUI Group monitoring. Under carbon emissions, primarily from the use of fossil fuels,
this Group-wide internal reporting programme adopted are the result of fuel consumption by airlines and cruise
in 2002, the managing directors and sustainability ships. Other greenhouse gases such as nitrogen oxides
co-ordinators for the Group companies regularly have or sulphur oxides depend on the type and quality of
to report their consumption figures and activities to the fuel used. The model devised for the airlines calcu-
promote sustainability, including outstanding projects lates emissions as a function of flight duration, aircraft
and programmes, to TUI AG as per the end of the type, engine type and thrust. This calculation takes ac-
financial year. The central Group Environmental count of the information provided by the International
Management/Sustainable Development department Civil Aviation Organisation (ICAO) on relevant emissions
then analyses the environmental and sustainability in aviation. Specific indicators also refer to a comparative
performance of the companies, pools the information number, e. g. passenger kilometres or passenger nautical
at Group level, establishes the key performance indica- miles¹. This means emission trends can be visualised in-
tors across all Group companies and develops strategic dependently of any changes in organisational structure.
and operating control tools to facilitate systematic
improvements. In order to improve the Group’s environmental perfor-
mance, evaluations of the reported data and bench-
Data surveys and reporting thresholds mark information have been sent back to the hotel
The monitoring programme covers all the TUI Group’s brands of TUI Hotels & Resorts since the 2008 repor-
continuing operations. In order to determine climate- ting period. This enables each brand to compare the
oriented indicators such as carbon emissions, the high- performance of its hotels internally and externally with
emission sectors TUI Airlines, Cruises and TUI Hotels other hotel brands and to compile measures to realise
report their consumption figures. This helps to deter- their savings potential, such as by enhancing resource
mine the concrete status quo and derive strategies and efficiency.
programmes with an optimum cost/benefit ratio.
TUI’s Group monitoring programme is based on recog-
Methodology. The quantitative data from the TUI nised reporting policies. We enhance the transparency
Group monitoring programme are tested for plausibi- of the TUI Group’s organisation, processes, programmes
lity, aggregated and run through statistical analysis. and goals by applying the G3 Guidelines of the Global
Internationally recognised conversion factors are used Reporting Initiative (GRI). The GRI has checked that we
to complete the calculations. Both absolute and relative meet the relevant criteria and confirmed application
values are used to determine the environmental indica- level B. An overview of the GRI criteria and how they
tors, e. g. absolute carbon emissions and emissions per are applied is given on the inside back cover.
unit, for instance per kilometre. The indicators show
1 Passenger kilometre or passenger nautical mile denotes kilometres/nautical
how environmentally relevant factors are developing miles travelled multiplied by the number of passengers per journey
and are used as control parameters.

26 TUI Sustainability Report 2009/2010


Cooperation Schemes and Dialogue

Cooperation creates competence to act Working conference


We attach importance to dialogue with our stakehol- of the Business
ders in the various sites and tourist destinations. Conti- & Biodiversity
nuous exchange with all stakeholder groups promotes Initiative at TUI AG
understanding of mutual concerns and helps identify in January 2009
and settle conflicting interests early on. Key issues can
be meaningfully addressed by means of cooperation
with expert partners from the economic and scientific,
political and public arenas, suppliers and negotiation
partners. Cooperation with non-governmental organi-
sations (NGOs), in particular, helps us to act with a high
degree of competence. Business & Biodiversity Initiative
In 2008 TUI was invited by the German Ministry for
econsense – Forum for Sustainable Develop- the Environment, Nature Conservation and Nuclear www.business-and-
ment of German Business Safety to join its Business & Biodiversity Initiative. This biodiversity.de
econsense is an initiative launched by German industry initiative is coordinated by the German technical aid
under which leading companies and organisations ope- agency GTZ and aims to promote stronger integration
rating nationally and internationally have committed to of the private sector in the goals of the Convention on
a common vision. They engage in dialogue to discuss Biodiversity (CBD) relating to the worldwide protection
tasks and opportunities for sustainable development of species. www.econsense.de
with business organisations, policymakers and stake-
holders from NGOs, scientific organisations and the Dialogue and research. The over 40 members of the
public at large. This approach is based on the under- initiative from different sectors and representatives of
standing that industry, with its power to innovate and the German Environment Ministry and GTZ meet regu-
invest, must assume special responsibility for the suc- larly to exchange experience and ideas. In order to in-
cess of sustainable development. clude major stakeholder groups in this dialogue, a con-
ference with representatives of German key organisa-
Voluntary commitment and activities. TUI AG is a tions for the protection of nature and species was held
founding member of econsense and thus voluntarily in November 2009.
committed to ecological, economic and social sustain-
ability. In 2008, TUI took part in compiling the econ- In the spring of 2010, the initiative will publish a manual www.klimatech-
sense climate technology atlas to present innovative entitled “Managing diversity – Entrepreneurial biodiver- atlas.de
approaches to climate protection. In 2009, the focus sity management”, written together with the Centre for
remained with issues like climate protection, biodiver- Sustainability Management (CSM) of Leuphana Univer-
sity preservation and “sustainable financial markets”. sity of Lüneburg. The manual analyses the influence of
entrepreneurial activities on biodiversity and shows
areas for protective measures, illustrated by practical
examples gained during the initiative.

TUI Sustainability Report 2009/2010 27


2

“The Business & Biodiversity Initiative aims to achie- Federal Agency for Nature Conservation
ve stronger integration of business in implementing Since 1990, TUI has cooperated with the Federal
the goals of the Biodiversity Convention. With TUI, Agency for Nature Conservation (BfN) in Germany to
we have won a partner clearly committing to these inform guests about the rules of the Washington Con-
goals and systematically working towards entrepre- vention (CITES – Convention on International Trade
neurial biodiversity management.” in Endangered Species).
Edgar Endrukaitis, GTZ, coordinator of the
Business & Biodiversity Initiative Biodiversity Initiative. In 2009 TUI AG intensified its
activities to sensitise guests to species conservation.
Together with the BfN, it produced a souvenir guide
www.count Countdown 2010. To mark the opening of International informing readers about illegal souvenirs and about
down2010.net Year of Biodiversity 2010, the initiative will launch the alternatives that promote the local economy. Since
travelling exhibition “Diversity in business requires November 2009, the TUIfly airline has also included
diversity in nature”, illustrating the links between busi- biodiversity ads produced by the BfN in the in-flight
ness and biodiversity. The initiative will present its viewing schedule.
results and further goals at the 10th conference of
the CBD states parties to be held in Nagoya, Japan, EUROPARC Federation
in October 2010. EUROPARC Federation was founded in 1973 as the
Federation of European Nature and National Parks. It
www.europarc.org Sustainability Leadership Forum is an independent European nature protection organi-
TUI AG engages in the Sustainability Leadership Forum sation. Its members include more than 500 protected
(SLF) to promote active development and implementa- areas and public agencies in charge of protected areas
tion of its sustainability strategy. The SLF is an initiative in 39 countries.
run by the CSM of the University of Lüneburg and
B.A.U.M. (German campaign for environmentally-aware Sustainable tourism in protected areas. As a mem-
management). ber of the evaluation committee of the European
Charter for Sustainable Tourism in Protected Areas
www.bfn.de Open exchange. The SLF understands its role as a (EUROPARC), TUI AG maintained its involvement in
working and discussion group of pioneers of sustaina- implementing standards for the sustainable use of
ble corporate development. The participants meet European protected areas for tourism in 2009. At the
three times a year for an open exchange on core issues, Charter Network Meeting in 2009, TUI AG discussed
trends and practice-centred implementation of sustai- the conditions tourism needs to meet in protected
nability management. In 2009, the participants discuss- areas with representatives of national parks from the
ed for instance the development of the international perspective of a tourism company.
sustainability standard ISO 26000 and coporate risk
management.

28 TUI Sustainability Report 2009/2010


Bonn Convention Futouris e. V.
In 2005, TUI AG and the Bonn Convention (Convention TUI AG co-founded the industry initiative Futouris e.V.
on the Conservation of Migratory Species of Wild Ani- together with TUI Deutschland, TUI Austria, TUI Suisse,
mals/CMS) concluded a cooperation agreement. The airtours, Gebeco and TUI Leisure Travel. Tour operators
CMS, signed in Bonn in 1979, is run by the United Na- Thomas Cook and Neckermann joined the non-profit
tions Environment Programme. TUI is also a founding association on 1 July 2009. It is run under the patronage
member of Friends of CMS, comprising representatives of the German Travel Industry Association (DRV).
from the economic, political, scientific and media www.cms.int
arenas. Sponsorship areas. Futouris supports projects in the
fields of socio-cultural responsibility, environmental
Protection programmes. Every year TUI contributes and climate protection and biodiversity preservation.
various activities to the CMS protection measures. In It cooperates with Leuphana University of Lüneburg to
2007 and 2008, TUI was the only private sector partner devise concepts aiming to further expand the activities
cooperating with the Bonn Convention and the Whale of the initiative.
and Dolphin Conservation Society (WDCS) in the Year www.globalnature.
of the Dolphin. In 2009, TUI AG supported the Year of DRV committee on culture and the environment org
the Gorilla, carried out in cooperation with the UNEP Since 1990, TUI has been a permanent member of the
Great Ape Survival Project. 2010 has been declared In- culture and the environment committee of the German
ternational Year of Biodiversity by the United Nations. Travel Industry Association (DRV) and thus supported
The CMS will run its own activities in this overall con- the active work by the DRV to promote an environmen-
text in 2010. tally and socially compatible development of tourism. www.futouris.org
The committee mandate is exercised by TUI Deutsch-
Global Nature Fund land.
The Global Nature Fund (GNF) is an international foun-
dation for nature and the environment, dedicated in Goals. The DRV committee promotes the development www.drv.de
particular to the preservation of species. The Global of environmentally sound concepts for travel agencies
Nature Fund also takes part in designing pilot projects and tour operators. It takes part in various bodies (tour-
to promote sustainable economic action. ism associations, ministries, European Union) and is
thus involved in decision-making processes for tourism-
EU Life+. In 2008, TUI AG supported the GNF’s appli- related environmental laws. Engaging in an exchange of
cation for a Business & Biodiversity project as part of ideas and experience with business associates, regional
the EU Life+ sponsorship programme. Together with and supra-regional decision-makers and environmental
IUCN and other partners, the GNF is planning to run a and tourism ministries in the holiday destinations, the
European information and awareness-raising campaign committee aims to directly influence the development
for companies on Business and Biodiversity. The pro- of sustainable tourism.
ject will be launched in 2010.

TUI Sustainability Report 2009/2010 29


2

Tour Operators’ Initiative Ökoprofit


So as to spread and promote the idea of sustainable To improve in-house environmental protection at our
www.toinitiative. tourism development, TUI has launched the Tour Oper- Hanover site, the TUI head office has been working since
org ators’ Initiative for Sustainable Tourism Development 2002 with Ökoprofit, the Ecological Project for Integrated
(TOI) in cooperation with other tour operators and with Environmental Technology, in a cooperation project bet-
the support of UNEP, UNESCO and the World Tourism ween local authorities and companies aimed at ecological
Organisation (UNWTO). optimisation of entities in the private and public sector.
www.thetravel The consultancy system regularly offers workshops to
foundation.org.uk Voluntary commitment. All members of this world- inform participants about issues of relevance to the envi-
wide initiative undertake a voluntary commitment to ronment, i.e. energy efficiency, waste, wastewater and
ecological, economic and social sustainability in the de- storage of hazardous substances. It helps them identify
velopment of tourism. Since 2008, the mandate on the savings potential and thus cut operating costs. Ökoprofit
Tour Operators’ Initiative has been held by TUI Travel. is a Local Agenda 21 project.

www.oekoprofit- Travel Foundation ECPAT


hannover.de TUI Travel and the British Travel Foundation cooperate All major TUI tour operators cooperate with ECPAT
closely in focusing on the protection and improvement (End Child Prostitution, child pornography And Traffi-
of the environment and the preservation of cultural cking of children for sexual purposes) to fight child pro-
traditions in holiday destination communities. The stitution. The influential international organisation was
Foundation, created in 2003 by the British government founded in Bangkok, Thailand, in 1990 and is represen-
in cooperation with the tourism sector, promotes the ted in many countries. Its mission is to promote the
sustainable development of destinations by sensitising rights of children worldwide. ECPAT runs campaigns on
guests, developing appropriate business models and an international level to raise people’s awareness of the
www.ecpat.net implementing concrete projects. sexual abuse of children. ECPAT’s main goals are educa-
tion and prevention.
Project work. A variety of projects are initiated in coop-
eration with the incoming agencies and local partners
to present ideas and test solutions. The results of
these projects are then merged into guidelines for the
British tourism sector. The Travel Foundation thus pro-
motes sustainable tourism by means of concrete initia-
tives. TUI Travel supports the work of the Travel Foun-
dation with its active involvement in various bodies and
has donated over £ 1.5 million to date.

30 TUI Sustainability Report 2009/2010


Sustainability Rating

Indices offer sustainability-oriented investors a chance FTSE4Good. As a result of the semi-annual review by
to channel investments into companies which meet EIRIS/imug, TUI AG was admitted to the international
globally recognised standards of responsibility for the ethical index FTSE4Good with effect from March 2004.
environment and stakeholders. At the same time, dia- TUI Travel PLC is also listed in the FTSE4Good.
logue with analysts and investors provides key inputs
to companies. In developing our external reporting, we ASPI Eurozone. TUI AG has been represented on the
take constant account of requirements by sustainability sustainability index ASPI Eurozone of the French rating
ratings and rankings and of inquiries from independent agency VIGEO since 2001.
index providers, research agencies and specialised
investment funds. Ethibel Excellence Index. In March 2005, TUI AG was
admitted to the Ethibel Excellence Index. The review
International rating agencies and sustainability analysts carried out in August 2009 confirmed the Group’s posi-
confirm the success of TUI‘s activities in the context of tioning in the index. The research provider is Stock at
sustainability. Stake, a member of the Ethibel Group.

ECPI Ethical Index €uro. With effect from 31 January


2007, TUI AG was admitted to the ECPI Ethical Index
9 10 €uro managed by E.Capital Partners.

Dow Jones Sustainability World Index. Since 21 Sep- DAXglobal Sarasin Sustainability Germany. Since
tember 2009, TUI AG has been the only tourism com- 2007, TUI AG has been listed on the DAXglobal Sarasin
pany worldwide to be listed on the Dow Jones Sustai- Sustainability Germany (Deutsche Börse).
nability World Index (sub-sector Travel & Tourism) for
the fourth time in succession. In the annual review of Investment Status “Prime“. oekom Research AG again
the composition of the index, TUI AG scored best in the awarded TUI the “Prime” investment status in 2009.
categories climate strategy, stakeholder engagement
and brand management. Positive scores were also ob-
tained in social reporting and environmental manage-
ment. The Dow Jones Sustainability World Index com-
prises the 317 of the 2,500 members of the Dow Jones
Global Index leading the field in terms of corporate
sustainability.

Internet platform under the patronage of UNEP to


improve transparency for sustainable investments
in Europe:
www.sustainable-investment.org

TUI Sustainability Report 2009/2010 31


3 Environment
Perspectives
TUI is committed to maintaining a responsible approach to the environment and nature.
In particular in the areas of climate protection and conservation of natural biodiversity we
want to make a contribution. We invest in efficient energy and drive technologies. Careful
use of natural resources and the reduction of negative effects on the environment secure
the continuing success of TUI.

TUI Sustainability Report 2009/2010 33


3 Climate Strategy

Climate change is one of the biggest global challenges TUI’s climate strategy
to the international community. Drawing on the scienti- The climate strategy at TUI focuses primarily on redu-
fic findings of the Intergovernmental Panel on Climate cing or eliminating greenhouse gases right along the
Change (IPCC) in 2007, it is seen as very probable that chain of value creation. We monitor the emissions that
global warming is encouraged by the release of green- result both directly from the use of fossil fuels (by, for
house gases due to human activity. Society, individuals example, airlines and cruise vessels) and indirectly from
and above all companies therefore have a responsibility the use of electricity. We take concrete measures to
to reduce the so-called “anthropogenic” greenhouse encourage the careful use of resources and efficiency
effect in coming years and decades in order to contain gains in technologies and processes.
the negative consequences.
At TUI Travel, five of the new core working groups in
Climate change and tourism the field of sustainable development are addressing
The climate change scenarios produced by researchers ways to reduce the carbon footprint. These “work-
include, among other things, changing climate condi- streams” set out to identify targets and action for TUI
tions in different regions of the planet, melting ice caps Travel operations in the fields of Airlines, Water Trans-
and glaciers, rising sea levels, the additional release of port, Major Premises, Ground Transport and Flagship
greenhouse gas due to thawing permafrost and more Hotel Properties. Climate adaptation techniques are
frequent extreme weather events such as hurricanes. also a theme.
This means that in coming years global warming is likely
to have (more) direct and indirect effects on tourism Apart from reducing and eliminating greenhouse gases
and to influence TUI’s commercial activities. in the business units, one thread of TUI’s strategy is to
adapt to climate change. We continually assess the risks
Many people regard travelling as a feature of their life and opportunities posed by climate change. Preserving
quality. When they are on holiday they want to recupe- ecological, social and cultural resources in the destina-
rate and relax, but they also want to gain some impres- tions and thereby placing out commercial activities on
sion of the natural landscapes, culture and people in a sustainable basis are pivotal objectives here. We can
the host country. These days even long distances can only counter those risks and tap those opportunities
be covered quickly, comfortably and for a relatively low by adapting swiftly and efficiently to changes in the
price. For TUI, which provides tourism worldwide, mobi- climate.
lity is a key element of our business. Mobility often still
entails the use of fossil fuels leading to emissions with Our climate strategy applies throughout the Group.
an impact on climate. In the light of this, TUI has for Here is a summary of our strategic objectives and posi-
many years been taking concrete measures to reduce tions, with some notes on the concrete processes and
or eliminate emissions, especially in energy-intensive measures we have set out to implement:
operations.

34 TUI Sustainability Report 2009/2010


TUI climate strategy objectives: 7. We draw on the expertise of researchers and acade-
1. To integrate climate protection into our business mics, government departments and NGOs. We build
processes effectively, we systematically analyse our our competence through dialogue and exchange with
commercial operations to determine their impact on cooperation partners and other stakeholders.
the climate.
2. Relevant emissions are observed in Group-wide Measures and processes:
performance monitoring. We have defined suitable Promotion and implementation of political measures
indicators and update them continuously through to reduce or eliminate emissions (e. g. EU Emissions
dialogue both internally and with outside partners. Trading Scheme, Single European Sky)
The process of designing and interpreting these indi- Operational process optimisation and application
cators is transparent and subject to external review. of innovative technologies to increase efficiency
3. The Group’s Environmental Management/Sustain- Greater use of renewable energies
able Development department provides specialist Wider certification of environmental management
support across the Group, working closely with systems
those responsible in companies and units. A whole Sensitisation of employees, guests and partners
range of approaches have already been developed, (e. g. information events, voluntary options to offset
with concrete examples of effective climate protec- carbon emissions, contractual clauses)
tion and further environmental measures all the Sustainable product development
way down the value chain. Binding quantitative and Follow-up assessment of adaptation impacts
qualitative (reduction) targets have been defined for Cooperation with non-government organisations,
emission-intensive operations. Experience and best political institutions and research bodies
practice are exchanged and promoted across the Provision of environmental advice to decision-
Group. makers and contributions to expert panels
4. The commitment to climate protection is enshrined
in the Code of Conduct of TUI AG. This responsibili- Climate network
ty is communicated throughout the Group through TUI is engaged in close dialogue with the scientific
staff training. We implement this responsibility by and political communities. Potential ways of mitigating
setting targets for action and quality which are then greenhouse gas emissions and designing concrete
translated into practical measures across the Group. adaptation measures are identified and developed
5. Regular reviews of our progress and broad internal together.
and external communication, e. g. in the Annual
Report and Sustainability Report and on our website Carbon Disclosure Project www.cdproject.net
www.tui-sustainability.com, serve critical analysis In 2009 TUI AG took part in the Carbon Disclosure
of our measures and help to build awareness and Project (CDP) for the fourth time, responding to the
confidence among our guests, employees and survey by interested institutional investors by outlining
partners. the opportunities and risks to business activities that
6. We continually encourage the sensitivity of our part- are posed by climate change.
ners throughout the value chain to issues of climate
change, progressively involving them in our objec-
tives.

TUI Sustainability Report 2009/2010 35


3 Climate Action

TUI Airlines The baseline for comparison will be emissions during


According to the IPCC, international air traffic accounts the winter season 2007/08.
for about 2 % of global anthropogenic carbon dioxide
emissions. The Panel forecasts that this contribution will Another measure to help achieve that target is renewal
continue rising, reaching about 3 % by 2050 due to in- of the TUI Airlines fleet. The plan is to gradually replace
creasing demand and the resulting realisation of growth aircraft of the older generation with the latest, much
potential in aviation. In both these figures, the percent- more efficient new-generation models by 2014. TUI has
age of purely tourist travel is lower. Flying at higher placed an order with Boeing for the cutting-edge B 787
A TUIfly winglet altitudes may reinforce the warming effect of emissions. Dreamliner, and the first delivery should be taken in
This impact is reflected in the Radiative Forcing Index 2012. Fleet renewal could save more than 2.8 million
(RFI). From 2012 CO² emissions from civilian air traffic tonnes of carbon emissions by 2014.
in Europe will be regulated under the Emissions Trading
Scheme of the European Union (EU ETS). Climate protection. Apart from this ongoing fleet re-
newal, TUI Airlines is implementing 30 more measures
Reduction target. Quite apart from the future integra- to enhance fuel efficiency and thereby cut emissions.
tion of our aviation services into EU ETS, we already Winglets mounted on the tips of aircraft wings, for
believe that we have an ecological responsibility for the example, help to reduce the consumption of jet fuel
contribution we make to emitting greenhouse gases, by 3.5 to 4 %. Regularly clearing dirt from the engines
which is primarily the result of using fossil fuels. For (water wash) also lowers fuel consumption, potentially
that reason, our climate strategy has a focus on redu- cutting the carbon emissions of a Boeing 737 by up to
cing our carbon footprint by increasing our energy effi- 100,000 kg per year. Other action taken by TUI Airlines
ciency. TUI Airlines have been carrying out a number of includes adjusting speed to cut back on aircraft fuel
measures for some years now to prevent emission le- input, more efficient flight scheduling to avoid unnec-
vels from keeping pace with growing transport capaci- essary taxiing and flying, and weight reduction thanks
ties. Aviation performance is already highly efficient, to the use of lighter materials in aircraft design.
but to improve on that even further TUI Airlines have
set themselves the target of cutting absolute CO² TUI Travel PLC is furthermore an active member of
emissions by at least 6 % by the winter of 2013/14. SAFUG (Sustainable Aviation Fuel Users Group) and
takes part in discussions about the use of sustainable
Reduction Fuel consumption following fleet renewal biofuels in aviation.
CO₂ saved by fleet
renewal
Fuel consumption (t)

Season
W07/08

S08

W08/09

S09

W09/10

S10

W10/11

S11

W11/12

S12

W12/13

S13

W13/14

S14

Saison

36 TUI Sustainability Report 2009/2010


Carbon offsetting. In addition to this, we are able to A solar cooker in
offer many of our guests the option of making a volun- use at Ejeda,
tary donation to offset their carbon emissions. The do- Madagascar
nations are invested in international mitigation projects
so that the carbon dioxide emitted during their flights
can be offset by reductions elsewhere. Thomson Air-
ways has for many years been supporting the World
Care Fund, and every time a guest makes a donation
the company donates another pound of its own. TUIfly
has been working since 2007 with the Swiss foundation
myclimate and has very successfully integrated the off-
set option into its online booking procedure. From the
introduction of this scheme until November 2009,
TUIfly passengers have made this dedicated donation in money terms, or to a offsetting of approximately
in about 6 % of bookings. That is higher than average 33,000 tonnes of CO². This is currently being used to
for the sector and equates to more than 660,000 euros finance low-energy cookers in Madagascar.

Sector Basis/performance indicator Targets for 2011 (or as stated)

absolute CO2 emissions of TUI Airlines in pro forma


year 2009: 5,778,712 tonnes
Reduce CO2 emissions: 6 % by 2013/14
TUI Airlines (total) (share of total CO 2 emissions produced by the Group: 91%)
(baseline: 2007/08)
  specific emissions during this period:
78 grams per passenger kilometre
Use winglets
TUIfly Nordic Fuel savings of up to 4 % Retrofit an aircraft with winglets
Noise abatement

Implement (certified) environmental management systems


Maintain and expand the environmental
TUIfly Nordic   systematic management of environmental impacts
management system under ISO 14001
  TUIfly Nordic first TUI airline to gain ISO 14001 certification

Introduce carbon offsetting for business


TUIfly Offset CO 2 emissions from business air travel
travel at TUIfly in financial year 2009/2010

TUI Sustainability Report 2009/2010 37


3

TUI Hotels & Resorts About 90 % of Morocco’s energy is imported because


The brands managed by TUI Hotel & Resorts are the country has hardly any fossil deposits. As energy
among the pioneers of local environment action, whate- demand has also been rising steadily in recent years,
ver the location. Broad support and advice from Envi- the development of sustainable energy conversion has
ronmental Management at centre and the environment been proceeding apace. The ROBINSON Club in Agadir
officers designated within each hotel company ensure has taken advantage of the many days of sunshine
an active approach to environmental management and during the year and entered into a partnership with a
make an important contribution to quality, appeal and specialist company to build the biggest solar facility in
sustainable development in our holiday destinations. the country. The solar panels are installed on the Club
roofs. They have a surface area of over 900 m² and a
ROBINSON Club works around the globe for a sustain- capacity of 2,600 kWh/day. The heat is used for the hot
able use of natural assets. High priority is attached to water supply and to keep the pool complex warm. The
ISO 14001 certification of environmental management facility has been such a success that similar projects
systems. Numerous measures are applied to protect are now being designed for companies and hotels in
the climate and carbon reduction principles have been the area.
integrated into the corporate strategy. Energy con-
sumption is being consistently pruned back thanks to The ROBINSON Club Amadé at Kleinarl (Austria) ob-
appropriate measures such as switching to low-energy tains heat from a carbon-neutral biomass plant which
light bulbs. A sustainable approach to energy genera- uses the latest condensing technology, set up in spring
tion has likewise been adopted, for example by install- 2004 by a partnership involving the Club investors, local
ing plant that can convert renewable energy sources farmers and the energy companies Nahwärme GmbH
such as solar energy and biomass. Over half the and AESG. Nearby farmers supply the fuel in the form
ROBINSON Clubs have solar collectors to produce heat. of forest chippings – a self-regenerating commodity.
Having such a large client enabled Nahwärme Kleinarl
Solar panels at the to provide district heating to the entire village centre:
ROBINSON Club many local residents are also supplied by the power
Agadir in Morocco station. The Club was able to avoid the expense of an
oil-fired heating system and 100 % of its heating and
hot water is provided by the biomass plant. The facility
has saved about 800,000 litres of heating oil per
annum.

The hotel brand RIU has consistently pursued energy-


saving measures for more than ten years, thereby
helping to protect the climate. In RIU hotels lamp bulbs
are progressively being replaced by low-energy bulbs
and LED lighting. That cuts carbon emissions by nearly
7,500 tonnes. Power consumption is also being reduced
by using energy-efficient domestic appliances and
screens, and smart controls have been installed to
manage heating and air conditioning.

38 TUI Sustainability Report 2009/2010


Grecotel has also introduced a range of measures and reness for climate protection and encourage people to
initiatives to reduce pressure on the environment and take part in the reforestation effort.
climate. A number of Grecotels have installed solar
technologies, using the sun’s energy for hot water and The TUI hotel brand Iberotel has demonstrated consis-
heating supplies. The Hotel El Greco on Crete has fitted tent commitment to protecting the climate for many
air conditioning cooled by sea water to save further years. It was back in mid-April 2004 that the Iberotel
energy and resources. Sarigerme Park became the world’s first-ever hotel to
commission a parabolic trough collector. The hotel’s
Dorfhotel is similarly committed to protecting the envi- solar collectors are the perfect solution to cooling build-
ronment and natural resources at its locations in Ger- ings in sun-soaked countries. Heat from the collectors
many and Austria. Dorfhotel Fleesensee, for example, is also used by the system to power the hotel air-con-
has supported the “Forest Share” campaign launched ditioning and generate its hot water.
by the tourism association in the state of Mecklenburg-
Western Pomerania. In October 2009 hotel staff plan-
ted locust trees in the Climate Forest at Mirow. “Forest
shares” were then handed over to guests to raise awa-

Sector Basis/performance indicator Targets for 2011 (or as stated)

Installation of solar energy panels / Club expansion and conversions


ROBINSON Club
to intensify the use of renewables
absolute CO2 emissions by hotel operations
Reduce carbon emissions by updating the fleet and using
in pro forma year 2009: 115,347 tonnes
Dorfhotel electric vehicles
(2 % of total CO2 emissions generated
Fleesensee Support for the reforestation project “Climate forest“
by the Group)
and subsequent sales of 25 “Forest shares“ (in 2010)

Iberotel Greater use of renewable energies, e. g. for garden lighting

TUI Sustainability Report 2009/2010 39


3

Sector Basis/performance indicator Targets for 2011 (or as stated)

  absolute CO² emissions by Cruises in pro definition of indicators to measure environmental impacts
forma year 2009: 449,223 tonnes (7.1 % of TUI Travel PLC Cruise operations (Workstream Water
of total CO² emissions generated by the Transport)
Cruises overall Group) active support for climate protection programmes at
  specific (average) emissions in this period: Hapag-Lloyd Kreuzfahrten, e.g. voluntary use of diesel and
0.81 kg per passenger nautical mile adjusting cruise speed to save fuel

Cruises TUI head office, tour operators, distribution


TUI’s cruise operators have introduced various mea- Green power. The 700 or so retail outlets within the
sures to protect ecosystems, maritime biodiversity and German TUI travel agency structure receive their elec-
the climate. The vessels operated by Hapag-Lloyd tricity from NaturEnergie AG. The annual supply of
Kreuzfahrten and TUI Cruises and equipped with state- about 10 million kilowatt-hours corresponds to the an-
of-the-art environment technology. In the Arctic and nual power consumption of 3,000 households. Genera-
Antarctic cruise liners use diesel rather than heavy oil, ting this volume from hydroelectricity saves almost
and they are encouraged to use diesel in other waters, 6,000 tonnes of CO². Most branches of TUI Nordic and
too. As a member of the International Association of 230 First Choice travel agents in the United Kingdom
Antarctica Tour Operators (IAATO) and the Association buy “green” power from renewable energy sources.
of Arctic Expedition Cruise Operators (AECO), Hapag-
Lloyd Kreuzfahrten observes their environment guide- Train to plane. In partnership with German rail opera-
lines on all Arctic and Antarctic voyages, thereby ac- tor Deutsche Bahn AG and the Association of German
tively showing respect for the environment and climate Transport Companies (VDV), TUI Deutschland has for
in these sensitive regions. many years offered clients a comprehensive service to
help them on their way. Every package flight booking
with TUI includes a rail ticket to get people from home
to the airport and back anywhere on the German
network. They can also use any public transport in
Germany’s twelve big urban systems. This offers clients
a convenient, cheap and climate-friendly alternative to
taking the car, and it is a way of avoiding more air miles
by taking a domestic flight to the point of departure.

40 TUI Sustainability Report 2009/2010


Voluntary carbon offsetting. Many operators in the TUI-biking
TUI Group work with independent partners to promote in Hanover
carbon offsetting. Clients’ donations are invested in
projects around the world to cut emissions:
Since June 2008, as part of the TUI Climate Initia-
tive, clients of TUI Deutschland have been able to
offset their entire trip (including accommodation)
through myclimate, contributing in this way to
climate protection. TUI Deutschland adds € 0.50
every time a booking is made with this donation.
Thomson and First Choice support carbon offsetting
for outbound and inbound flights via the World Care
Fund in partnership with ClimateCare. The operator
adds £1 to each donation. TUI business bikes. Members of staff suggested intro-
TUI Nederland tells clients how they can offset their ducing business bikes for fast, healthy and environ-
carbon emissions through a provider like GreenSeat. ment-friendly travel between TUI premises in Hanover.
TUI Suisse also lets holiday-makers use the offset Following Board support, eight TUI companies took
option through myclimate. part from the start in acquiring the bicycles, which were
TUI Nordic offers clients in Scandinavia the chance available to borrow at four locations. Even in winter
to arrange carbon offsetting through the providers months staff make frequent use of the TUI bikes. That
atmosfair and ClimateCare. has saved about 3 tonnes of carbon emissions since the
project was launched. The bikes have proven so popular Further details at
TUI AG has decided to offset carbon emissions from and successful that TUI AG backed the “Bike Fit to www.tui-klima
unavoidable business trips by air. In 2008 individual de- Work” project organised by B.A.U.M., a national cam- initiative.de
partments chose to compensate for their work-related paign for environmentally-aware management, where www.myclimate.org
flights through the organisation myclimate, and in the they have publicised the progress and development of www.greenseat.nl
short financial year 2009 all business flights for TUI AG the Hanover initiative. www.atmosfair.de
went carbon-neutral.

Sector Basis/performance indicator Targets for 2011 (or as stated)

absolute CO2 emissions from business air travel in fully offset carbon emissions from all business air
SFY 2009: 156 tonnes travel in the financial year
TUI AG
cut in carbon emissions from use of TUI business
analyse lower-carbon options for business travel and
bikes in pro forma year 2009: 3,000 kilogrammes
daily commuting to promote sustainable staff mobility
(compared with 100 % car use)

offset carbon emissions from all business air travel for


TUI Deutschland absolute CO2 emissions from business air trips
the first time in financial year 2009/2010

absolute CO2 emissions from administration and 15 % reduction in energy consumption by administra-
TUI Nordic
sales in 2007/2008: 1,504 tonnes tion and sales by 2012/20133

TUI Sustainability Report 2009/2010 41


3 Biodiversity Strategy

Biodiversity – variety among flora and fauna, ecosys- TUI’s biodiversity strategy
tems and genetic resources – plays a central role in the In 2008 TUI was invited by the German Ministry for the
survival of the planet, and today it is increasingly under Environment, Nature Conservation and Nuclear Safety
threat: from depletion, overexploitation and the con- to join its Business & Biodiversity Initiative. This initiati-
sequences of global warming. Ensuring biodiversity is ve highlights the important role played by the private
the task of the international community. A Convention sector in preserving the natural resources from which
on Biological Diversity was adopted in 1992 at the Uni- all life springs. The companies concerned commit to
ted Nations Conference on Environment and Develop- strong links between commercial operation and the sa-
ment. The governments of the states parties, who now feguarding of species diversity. This campaign is run
number 190, have expressed their desire to achieve and supported by the German technical aid agency
a significant decline in the current rate of loss of bio- GTZ. By signing a Leadership Declaration at the 9th UN
diversity by 2010. Conference of Parties to the Convention on Biodiversi-
ty (CBD), we pledged to back the German government’s
With the decision to declare 2010 International Year of initiative by taking concrete action to protect species
Biodiversity (IYB), the UN General Assembly is seeking and to integrate the preservation of biodiversity even
to bring the protection of species diversity to every- further into our business practice. As a member of this
www.count one’s attention as a global task. initiative, TUI is assuming its share of the responsibility
down2010.net for helping the international community to achieve the
Biological diversity and tourism goals set out in the Biodiversity Convention. In the light
As a global player, TUI is aware that its business opera- of this we have drawn up a Biodiversity Strategy which
tions all the way along the value chain at local, regional takes account of the goals formulated in the Leadership
and global level have an impact on biodiversity. At the Declaration.
same time, tourism is more dependent than any other
sector on a healthy natural environment. TUI has been
committed since the early 1990s to concrete projects
and partnership agreements in a dialogue with scien-
tists, politicians and conservationists with a view to
protecting diversity. The TUI Group has set itself the
strategic objective of valorising biological diversity on
an enduring basis as the natural capital of holiday de-
stinations and the living foundations on which tourism
is founded – today and for future generations.

42 TUI Sustainability Report 2009/2010


TUI biodiversity strategy objectives: Measures and processes:
1. To integrate climate protection into our business Respect for international agreements and conven-
processes effectively, we systematically analyse our tions on protecting nature and species (e. g. the
commercial operations to determine their impact on Washington Convention on International Trade in
biodiversity Endangered Species of Wild Fauna and Flora, or
2. In deriving the most urgent protective measures, we CITES)
define suitable indicators and update them continu- Support for a policy of designated protection areas
ously through dialogue both internally and with out- in holiday destinations with clearly defined rules for
side partners. protecting and using each category with a view to
3. The Group’s Environmental Management/Sustaina- ensuring biodiversity (e.g. under the EUROPARC
ble Development department directs all activities in Federation’s European Charter for Sustainable
the field of biodiversity and directly reports to the Tourism in Protected Areas)
Executive Board. A whole range of approaches have Biodiversity campaigns in destinations to educate
already been developed, with concrete examples of guests and local residents (e. g. cross-company cam-
successful biodiversity projects and further environ- paigns like the Year of the Dolphin in cooperation
mental measures all the way down the value chain. with UNEP and the Convention on the Conservation
Our future focus will be to consolidate these initiati- of Migratory Species of Wild Animals [CMS])
ves, systematically derive lessons from the experi- Partnership projects with scientists and researchers
ence we have gained and promote best practice (e. g. the scientific case study “Wildlife Watching
across the Group. and Tourism“ with UNEP/CMS)
4. The commitment to protecting natural biodiversity is Active environment policy advice for decision-
enshrined in the Code of Conduct of TUI AG. We im- makers and contributions to expert panels (e. g.
plement this by setting targets for action and quality on the “Principles for Preserving Biodiversity“)
which are then translated into practical measures Partnerships with non-governmental organisations
across the Group. to support local biodiversity projects (e. g. support
5. Regular reviews of our progress and broad internal for the conservation society Archelon in protecting
and external communication, e. g. in the Annual Re- sea turtles)
port and Sustainability Report and on our website Sustainable product development (e. g. responsible
www.tui-sustainability.com, serve critical analysis of whale-watching excursions which observe prescribed
our protective measures and help to build awareness guidelines)
and confidence among our guests, employees and Sensitising consumers to responsible interaction
partners. with flora and fauna in holiday destinations (e. g.
6. We continually encourage the sensitivity of our through information in brochures, hotel folders and
partners throughout the value chain to issues of on the internet)
biodiversity, progressively involving them in our Sensitising staff (e. g. through regular environment
objectives. information in internal Group media and inclusion
7. We draw on the expertise of researchers and acade- of “environment modules” in initial and continuous
mics, government departments and NGOs, thereby training)
building our competence.

TUI Sustainability Report 2009/2010 43


3 Biodiversity Action

The value of biodiversity (1) Analysis of commercial operations and their


Initial findings from the study commissioned by the impact on biodiversity
European Commission and the German Ministry for the TUI has regularly monitored the environment in des-
Environment, Nature Conservation and Nuclear Safety tinations, hotels and associated companies since the
(BMU) entitled “The Economics of Ecosystems and Bi- 1990s, steadily expanding its scope and taking its cue
odiversity” (TEEB Study) demonstrate the enormous from the latest international standards (e.g. the Global
value of biodiversity and ecosystem performance world- Reporting Initiative guidelines and the Global Sustain-
wide. Coral reefs alone contribute 170 billion dollars able Tourism Criteria). Biodiversity factors have played
a year to ecological value creation by protecting the their part in this from the outset and are regularly revi-
www.global coastline and acting as a nursery for young fish. These sed and expanded in line with international rules. Ana-
reporting.org findings also show that the economic livelihoods of lytical findings are used to describe current status and
www.sustainable about half a billion people depend directly or indirectly provide a basis for sustainability reporting. They also
tourismcriteria.org on the reefs (see TEEB Climate Issues Update 09/2009, serve to identify risks and opportunities with regard to
page 8). TUI would like to play its part in factoring the the various aspects of sustainability and biodiversity,
value of biodiversity more robustly into relevant deci- and these are taken into account in present and future
sion-making processes at company sites and, in partic- business operations.
ular, holiday destinations.
TUI Hotels & Resorts. Each year the TUI AG hotel
Implementing the Leadership Declaration brands report on their environmental and sustainability
We consistently pursue the objectives defined in our performance to the Group’s Environmental Manage-
biodiversity strategy, drawing on the content of the ment/Sustainable Development department. One bio-
Business & Biodiversity Initiative’s Leadership Declara- diversity indicator is the distance between the hotel
tion and the German Environment Ministry’s National and any local conservation areas. About a third of the
Biodiversity Strategy. By signing the Leadership De- hotels in which TUI invests are close to protected areas.
claration, we highlighted the particular significance of The operation of the hotel also has a direct effect on
preserving biological diversity as a holiday destination local biodiversity. Other important factors in our as-
asset. TUI believes that long-term valorisation of the sessment are the hotel’s commitment to conservation
natural environment will guarantee a future for tourism. projects and the observation of species that deserve
We regard our biodiversity management as an instru- protection in the hotel surroundings.¹
ment to minimise commercial risks while tapping into
commercial opportunities. 1 In this way, the reporting system takes note of the Red List of Endangered
Species published by the International Union for the Conservation of Nature
and Natural Resources (IUCN). In terms of size, practicability and language,
Below we list the seven pledges that TUI has under- however, we can only make limited use of this instrument. We are working on
taken as a member of the Business & Biodiversity a practicable approach.

Initiative and explain how we are putting them into


practice.

44 TUI Sustainability Report 2009/2010


Cruises. Biodiversity analysis in the Cruises sector pri- through staff action or support for conservation Hapag-Lloyd Kreuz-
marily yields information about whether voyages cross projects). fahrten supports
ecologically sensitive areas and how this might affect the Antarctic Re-
biological diversity. (2) Inclusion in the environmental management search Trust (ART),
system and definition of indicators which conducts
Going ashore in protected areas that are otherwise dif- It is natural that holiday travel usually aims for beauti- scientific studies
ficult to reach and are therefore largely untouched can, ful landscapes, which often boast a great variety of on Antarctic and
in particular, result in lasting damage to an ecosystem species. Many of these will be “biodiversity hotspots”. sub-Antarctic
if those who take part in the expedition have not been Conservation International has identified 34 of these wildlife within
made sufficiently aware of the issues. Here, the bound- around the world. While they only account for 2.3 % their habitats
ary between commercial opportunity and risk is fragile, of the Earth’s surface, over 50 % of the vegetation con-
and must be regularly reviewed and weighed up. As sists of endemic species and 42 % of their terrestrial
a co-founder of the Association of Arctic Expedition vertebrates cannot be found anywhere else. A signifi- www.biodiversity
Cruise Operators (AECO) and long-established member cant percentage of our guests in the classical operator hotspots.org
of the International Association of Antarctic Tour Oper- business spend their holidays in countries with areas
ators (IAATO), Hapag-Lloyd Kreuzfahrten has been like this that provide homes to many species. All the
committed for decades to respecting the flora and fau- activity that takes place there needs to be appropri-
na we encounter. As members of these associations, ately sensitive.
both Hapag-Lloyd Kreuzfahrten and Quark Expeditions
conduct all visits to these destinations in accordance Protected areas with a high degree of biodiversity can
with the agreed behaviour guidelines. be impaired by tourism and by hotels in the vicinity.
Proper management of the environment must include
Destinations. The impact of our operator business on controlled disposal of waste and wastewater and con-
biodiversity in our holiday destinations is considered tinuous awareness-raising among guests, and these
in the light of the Global Sustainable Tourism Criteria, factors reduce the negative effects of hotel operation.
which TUI took part in formulating in 2008. TUI ana- That is why we have been keen to promote the imple-
lyses the excursions we offer to conservation areas and mentation of environmental management systems
adjoining zones. Other points of examination are land in hotels for many years. It is also why we support
take-up by tourist infrastructure and how this influ- sustain-able products and services in tourism and
ences natural habitats, and the incidence of protected nature conservation projects to preserve biodiversity
areas and endemic species in our destinations. in the destinations.

Business partners and suppliers. TUI operators in the (3) Biodiversity in the corporate structure The section on
UK and Ireland, TUI Nederland and TUI Belgium use Back in 1990 TUI was the first major tour operator in “Organisation”
the European Travelife System to assess sustainability the world to appoint an environment officer and set contains further
factors in tourism. Hotels can log on to this web-based up a department of environmental management, which details about how
system to verify the quality of their management sy- has been expanding continuously. Biodiversity has been this has been an-
stem with regard to environmental and social issues. a priority in this commitment ever since TUI began chored within the
The subscriber is also offered tips on how to reduce working for the environment. The Group’s sustainability Group
the environmental impact of business activity and save coordinators regularly exchange information about the
on costs in the process. With a view to sustainable initiatives they are taking and their approach to bio-
practices among tour operators, the check list headed diversity. There is a web-based platform for posting
“Nature conservation and biodiversity” also addresses best practice, technical information and discussion
commitment to preserving species (for example papers. The database encourages an exchange of

TUI Sustainability Report 2009/2010 45


3

experience about dealing with biodiversity issues and (4) Biodiversity targets
helps to publicise successful conservation projects The TUI Group’s Code of Conduct expresses a clear
within the Group. Documents with information for commitment to preserving natural biodiversity. This
guests can for example, be downloaded here by anyone calls in particular for a prudent use of natural resources
in the Group. as one way of reducing the strain on the environment.
A process of continuous improvement involving all
Group employees is pivotal in this respect.

TUI defines the Sector Basis/performance indicator Targets for 2011 (or as stated)
following quality
Internal and external communication on biodiversity More internal and external communication in
and action targets in the Annual Report International Year of Biodiversity 2010
which directly or   in the Sustainability Report
TUI AG   on the internet
indirectly address
  on the internet
the preservation
  at TUI Green Days
of biodiversity:
TUI AG Monitor TUI companies and destinations based Expand monitoring processes, stronger integration
TUI Deutschland on species preservation criteria of species preservation indicators

Combat trading in illegal souvenirs   Sensitise guests and include the local population
TUI AG   Detailed reports about trading in illegal souvenirs in information campaigns
TUI Deutschland from 15 holiday regions   Translate “TUI‘s Little Guide to Preserving
TUI Service Since 11/2009 “TUI‘s Little Guide to Preserving Species“ into other languages for use across
TUI Hotels & Resorts
Species“ has been distributed in more than 20 the Group
TUI Agencies
holiday destinations

Implement (certified) environmental management Expand ISO 14001 certifications


systems
From end of November 2009: 87 TUI hotels and
companies certified under a recognised environmen-
tal standard, including 73 hotels under ISO 14001
TUI hotel companies
(for a complete list of certified companies go to
(incl. TUI Travel hotel
companies) report.tui-sustainability.com)
Projects to conserve species   Expand activities in cooperation with local
116 hotels supporting specific projects to conserve nature conservation groups
species   More projects to conserve species and protect
nature in the holiday regions

TUI Hotels & Resorts Use typical regional plants in designing hotel grounds Use more endemic plants in gardens

Nature adventure excursions   Expand the nature-centred product portfolio in


  Nature adventure excursions are offered in 28 the holiday countries offered
TUI Service holiday regions   Discuss the issue at the 2010 meeting of heads
of destinations and the meeting of Sustainable
Development Coordinators

46 TUI Sustainability Report 2009/2010


(5) Internal and external communication on Hotels. For many years we have been motivating our www.TUIGreen.com
biodiversity hotel partners by awarding titles such as the TUI Envi-
TUI Annual Reports have described work in the envi- ronment Champion or, within the Group, the EcoResort
ronment field since 1995. The separate Environment label for sustainable hotel management. Both awards
and Sustainability Reports in recent years have publici- include biodiversity issues among the criteria. The win-
sed projects and action to protect biodiversity in speci- ners gain a competitive advantage because they are
fic chapters. In 2009 the Group website managed by flagged up by the special label and explicitly mentioned
TUI AG was revamped and now has an “Environment” in TUI catalogues and on the booking websites. In 2009
section which provides a detailed account of our com- TUI Nederland set up a dedicated website to inform its
mitment to protecting species. Our employees are business partners about the Travelife Standard, which www.tui-group.com
sensitised to issues like preserving biological diversity also addresses aspects of biodiversity. on biodiversity
through the intranet and at annual information events
known as TUI Green Days. This broad presentation of Business partners. To ensure the quality of excursion
our activities in the field of biodiversity is intended to services, TUI Travel adopted guidelines in 2008 on pro-
generate transparency on the inside and outside and tecting animals in captivity. The Group Captive Animal
momentum for the systematic improvement and cross- Welfare Guidance is geared to the animal and species
company expansion of our activities to protect species. protection guidelines from Travelife, which the compa-
ny played a lead role in drawing up. Conservation asso-
Clients. Since the 1990s, TUI has been keeping guests ciations were consulted over the Travelife Animal At-
informed and aware about the environment, conserva- tractions Handbook. The manual includes, for example,
tion and biodiversity through catalogues, posters, bro- a quality check for dolphinariums based on the IUCN
chures and leaflets. Together with the Federal Agency requirements and the provisions of the Washington
for Nature Conservation (BfN) in Germany, TUI AG pu- Convention (CITES).
blished a souvenir guide in 2009 which takes account of
biodiversity issues. It is distributed in over 20 holiday (7) Cooperation and dialogue for biodiversity
regions where illegal trading in souvenirs often involves Many of our biodiversity activities are the outcome of
endangered species. Since November 2009, the TUIfly dialogue and cooperation with conservationists and
fleet has also included biodiversity ads produced by the other non-governmental organisations (NGOs), acade-
BfN in the in-flight viewing schedule. mic and public institutions and associations like econ-
sense. TUI firmly believes that competence, effective-
(6) Sensitising and progressively involving suppliers ness, transparency and credibility can all be improved
As an integrated tourism group with its three business by working together.
segments TUI Travel, TUI Hotels & Resorts and Cruises,
the World of TUI offers the full spectrum of holiday Bonn Convention. TUI’s key activities in the field of
and travel services. TUI monitoring instruments assist biodiversity include its support for the UN “Year of …”
our companies, among other things, with raising aware- campaigns, which are coordinated by the Secretariat of
ness among business partners and their employees for the Convention on the Conservation of Migratory Spe-
the problems surrounding biodiversity. cies of Wild Animals (CMS). This ongoing cooperation
is founded on a partnership agreement between CMS
and TUI AG signed in 2005. During 2006, the Year of
the Turtle, TUI guests were given leaflets with informa-
tion about how to visit the beach without upsetting the
turtles.

TUI Sustainability Report 2009/2010 47


3

In 2007/2008, Year of the Dolphin, there were numer- conservation and biodiversity playing essential roles.
ous actions throughout the Group to raise awareness This agreement, which was renewed in 2009, provided
among TUI guests big and small about the protection the basis for a reforestation project near Alcudia on
of endangered whales and dolphins. In the same con- Majorca.
text, TUI also supported the 2008 WATCH Conference
(Western African Talks on Cetaceans and their Habi- Projects and partnerships in destinations
tats) initiated by the Bonn Convention with a view to TUI companies are locally active in numerous concrete
designating a protected area for these creatures in the projects to protect endangered species and animal
Eastern Atlantic. The event brought together various welfare.
government representatives, NGOs, scientists and the
business community. Year of the Gorilla in 2009 was Morocco. The ROBINSON Club in Agadir is helping
devoted to protecting this species threatened with Sous-Massa National Park to provide a protected habi-
extinction in Central Africa, with an information cam- tat for rare and endangered species of fauna. With the
paign for TUI guests and local residents. help of the German technical aid agency GTZ, nearly
extinct species such as the screwhorn antelope and
TUI will use the International Year of Biodiversity 2010 the Mhorr gazelle are now returning. Club guests can
to continue sensitising guests to the need to protect discover indigenous Moroccan flora and fauna in the
species. adjacent national park.

CITES. Every year millions of protected animals and Cape Verde. RIU Hotels, in which TUI has a stake, and
plants and products made from them are traded. This the local conservation group SOS Tartarugas were busy
has faced many species with extinction. Since the1990s, in 2008 and 2009 protecting the loggerhead sea turtle
we have been involved in specialist exchange about this (Caretta caretta), a severely threatened species that
issue with the BfN, the German public agency respon- lays its eggs along the shores of the Cape Verde Islands.
sible for observing the Convention on Illegal Trade in A range of edutainment events were held to educate
Endangered Species nationally. Warnings about illegal guests, who were also able to take part in moving these
souvenirs have been included in TUI endangered nests to fenced off areas.
brochures ever since.

Creating a protec- EUROPARC. In 2009 TUI AG supported the inaugura-


ted section of tion of a new visitor centre at Torfhaus in the Harz
beach for sea Mountains. The exhibition module on National Natural
turtles to nest Landscapes tells visitors to the well-known Charter
park about biodiversity in this low mountain range. To
mark the centenary of Europe’s national parks in 2009,
TUI funded the EUROPARC publication “Living Parks:
100 Years of National Parks in Europe“.

Balearic agreement. Since 2005 TUI and the Environ-


ment Ministry of the Balearic Islands have been wor-
king together to develop sustainable tourism, with

48 TUI Sustainability Report 2009/2010


Cyprus. 20 employees of the destination agency Aeolos Egypt. To protect coral reefs in the Red Sea, Egyptian
planted 500 trees in the Cypriot Trodos Mountains af- Iberotels have been working with Hurghada Environ-
ter the forest had been damaged by fire. About € 3,500 mental Protection and Conservation Association
were also donated for other reforestation projects. (HEPCA). Guest information campaigns and regular
Employees have also taken part in action to clean up stints of beach cleaning help preserve this underwater
beaches. world so rich in diversity from damage caused by
holiday-makers and pollution.
Kenya. During Year of the Dolphin in 2007/2008, TUI
and Pollmans Tours & Safaris in Kenya worked with Animal welfare worldwide. Animal welfare in holiday
local conservation groups to raise awareness among destinations – especially for cats and dogs – plays an
the indigenous population. Target groups were local important role in TUI’s environmental activities. In
representatives of tourism interests, boat owners and partnership with international and local organisations
fishermen. They were informed not only about the like the International Fund for Animal Welfare (IFAW),
general threat to these marine mammals, but also the Dodecanese Animal Protection Society (DAPS) and dog
immediate impact of boat excursions and fishing on rescue centres, we are committed to improving the lives
cetacean habitats. of animals in our sphere of influence. TUI supports reg-
ular neutering campaigns, provision of veterinary ser-
As a result of the campaign, a large local association vices, guest education and collections of donations in
of boat providers along the southern coast of Kenya the destinations.
offered to gear their future activities to a jointly for-
mulated Code of Conduct for sustainable boat trips. TUI Deutschland and the European animal welfare
Another outcome was the broad replacement of fishing association ETN (Europäischer Tier- und Naturschutz
nets in the coastal region near Watamu. The local e. V.) signed a cooperation agreement in 2009 to pro-
fishing community were able to exchange the fine nets tect cats in hotel grounds on the island of Lanzarote.
they had been using for legal nets that complied with “Protecting Cats on Lanzarote” is a pilot project with
international standards free of charge. The illegal nets TUI’s partner hotels that could be extended to other
damage reefs and endanger young fish stocks, which destinations if it proves successful.
in turn are the food source for dolphins.
ETN has taken responsibility for neutering toms and
Greece. To protect the nesting areas of the endange- treating sick animals. Unlike other aid projects in
red loggerhead sea turtle (Caretta caretta) on Crete Southern Europe, the aim here is not to bring the strays
and in Western Peloponnesia, Grecotel, a TUI participa- back to Germany and find homes for them there, but
tion, has been working for many years with Archelon, to help the animals enjoy a better life where they are.
an association devoted to protecting species. Key pro- Neutering has the added appeal of monitoring the
tection measures include raising guest awareness and feline population, containing its growth in a manner
setting protective cages. During regular nocturnal pa- which does not harm the cats.
trols along the beach, which guests can accompany, the
cages are placed over exposed clutches of eggs until
the young are hatched.

TUI Sustainability Report 2009/2010 49


3 Resource Efficiency

An initiative Energy, water and waste


launched by TUI Our global activities call for natural resources to gen-
Deutschland and erate value. Efficient resource management in TUI’s
OSRAM in October companies helps to reduce the consumption of resour-
2008 promotes the ces gradually while spending less on energy, water and
use of low-energy waste disposal.
light bulbs in
hotels on Majorca Energy. Consuming fossil fuels like jet fuel and oil is a
major contributory factor to global warming. The effi-
cient use of energy in our business units steadily re-
duces our impact on the environment and the climate.
Drawing on renewable sources such as biomass and
solar energy can make a particularly substantial contri-
bution to saving other resources.

Most of our energy is consumed in the operation of


TUI Airlines. Wide-ranging programmes to enhance
the efficiency of flight schedules, flight operation and
technology can achieve big energy savings.

TUI Airlines target The airlines in the TUI Group have drawn up a list of Efficient energy use is also a key aspect of environmen-
in the section over 30 measures to cut flight emissions progressively. tal management in TUI Hotels & Resorts, and here too
“Climate Action” They include mounting winglets, regular water washing it contributes to protecting the climate:
for engines, gradually renewing the fleet, adjusting To cut power consumption on hotel premises, RIU
speed and selecting optimum routes for flying and has made it a purchasing policy that low-energy
taxiing at the airport. bulbs must be used in almost all areas of the
complex.
Energy management systems, master switches and
Basis/performance Targets for 2011
Sector
indicator (or as stated) thermostats (contact breakers) for air conditioning
and heating are standard in all guest rooms with
aQi Identify and implement measures to
Dorfhotel cut electricity consumption in hotels. ROBINSON Club.
Grecotel Energy consumption To include: use of energy-saving light Technical innovation: equipping the main laundry
Grupotel of TUI Hotels* in pro bulbs, intelligent setting of monitoring with an ozone system at the ROBINSON Club Cala
Iberotel forma year 2009: 3,608 and control technology Serena means washing machine temperatures can be
Jaz Hotels terajoules (3.8 % of
RIU total Group energy cut by 80 % and daily truck deliveries are no longer
ROBINSON Club consumption), mostly necessary.
Sol Y Mar for electricity

* incl. TUI Travel hotel Install a district heating power station Hapag-Lloyd Kreuzfahrten is investing in ships with
ROBINSON Club companies to produce heat and power from co- cutting-edge environment technology. State-of-the-art
Fleesensee generation (by 2010) engines permit the efficient use of fuels. When cruising
in the Arctic and Antarctic, vessels use diesel instead of
heavy oil. Adjusting speed reduces fuel input exponen-
tially. Selective route management is practised by both
Hapag-Lloyd Kreuzfahrten and TUI Cruises.

50 TUI Sustainability Report 2009/2010


Water. The Earth is a watery planet. However, only The ROBINSON Club Cala Serena has its own tertiary
2.5 % is freshwater and only a fraction of that is fit water treatment. Service water is used to flush all WCs
for human consumption. This makes water one of the and for irrigating the gardens. This saves 110,000 cubic
most precious of all resources. In some countries of the metres of drinking water a year.
world, including many tourist destinations, demand for
water exceeds natural reserves. Hapag-Lloyd Kreuzfahrten and TUI Cruises also make
careful use of drinking water. Sea water is purified and
That is why we are committed to the thrifty use of treated on board using innovative technologies and can
drinking water, and in our case the bulk of that is con- then be used as drinking water.
sumed by TUI Hotels & Resorts. We have instituted
numerous measures to cut water consumption per
bednight further. Examples include retrofitting water-
saving technologies in bathrooms and detailed aware-
ness-raising among our clients. Gardens are increa-
singly being planted with endemic species in response
to climate conditions and they are irrigated with service
water.

RIU Hotels use xeriscaping in their gardens. This means


investigating various factors, such as climate conditions,
and then dividing the design into areas of high, average
and low water consumption. The areas with high con-
sumption, such as lawn, are kept to a minimum and on-
ly laid out in areas easily visible to guests. The choice of
plants is based on this classification according to water
requirements and other factors such as soil, light and
temperature. Irrigation times are planned and adjusted
to dry periods and humidity. Protective vegetal layers
Basis/performance Targets for 2011
prevent erosion and soil dehydration, helping to reduce Sector
indicator (or as stated)
the need for irrigation and making the gardens more
aQi Identify and implement measures
attractive. Dorfhotel to cut water consumption, including:
Grecotel sensor water taps, dual toilet
In Spain and Portugal, the ROBINSON Clubs have devi- Grupotel Water consumption flush, fresh towels and bed linen
Iberotel by TUI hotels* in pro as requested by guests
sed their own programme for sustainable water ma-
Jaz Hotels forma year 2009:
nagement. The Mediterranean clubs have deliberately RIU 18,979,274 m³ (domestic
dispensed with bath tubs in single and double rooms. ROBINSON Club services and irrigation)
Other savings result from sophisticated taps and dual Sol Y Mar
* incl. TUI Travel hotel
flush for WCs. Apart from this, suitably selected plants companies Grow 10 % more in-house vegetables
in the Club gardens are drip-irrigated to prevent evapo- ROBINSON Club and herbs without increasing water
ration losses. Daidalos consumption

TUI Sustainability Report 2009/2010 51


3

Waste. Controlled waste management and recycling re- The ROBINSON Clubs avoid carbon miles and packaging
duce the pressure on precious resources, cut pollution by making their own sparkling table water in carbonators.
and make a major contribution to containing operating Organic garden and kitchen waste is composted and
costs at company locations. TUI’s associated hotels put to good use. The ROBINSON Club Jandia Playa
have consistent strategies to cut down on waste. uses old cardboard boxes to package souvenirs for
Sorting recyclable materials, progressively increasing guests and to protect the works of art they can make
the reutilisation rate and disposing of unavoidable in the studio.
residual waste in a due and proper manner are focal
aspects of environmental management systems. CILECCTA
TUI AG is a partner in a consortium of 19 companies
With this commitment we have to push at boundaries from 12 countries led by Nor-Tek (Norway) developing
in some countries, where municipal waste disposal and software to assess the life cycle cost of construction
treatment do not yet meet our expectations – or those objects as part of an EU research mandate. CILECCTA
of our guests. Here we engage in cooperation to achie- (a user-oriented, knowledge-based suite of Construc-
ve tangible improvements through dialogue with local tion Industry Life Cycle Cost Analysis software for
decision-makers and governments. pan-European determination and costing of sustainable
project options) is the title of the four-year project
The most effective ways of avoiding waste include launched on 1 October 2009, which takes account of
purchasing policy (for example, buying local produce construction costs but also subsequent operating,
and bulk quantities), the wider use of deposit bottles maintenance and disposal costs (i.e. the entire life cycle
and avoiding the individual portions and disposable of a building). TUI is contributing around € 400,000
packaging so common in hotels. RIU firmly rejects (including an EU grant of around € 190,000) and pro-
mini-portions of butter, jam and honey. That means viding a hotel for the simulation of the application of
295 million individual packages that the RIU hotels did the software.
not use between 2000 and 2007, and 4,731 tonnes of
plastic waste that the chain avoided generating.

The Grecotels on Crete meet much of their demand for


fresh fruit, vegetables and salad by buying organic pro-
duce from the island’s Agreco Farm. Purchasing local
and regional products reduces carbon-emitting trans-
port and cuts down on packaging.

Sector Basis/performance indicator Targets for 2011

Grecotel Waste volume of TUI hotels* Expand the waste disposal system
in pro forma year 2009: and improve recycling
65,494 tonnes
Dorfhotel Implement measures to reduce
* incl. TUI Travel hotel companies waste volumes

52 TUI Sustainability Report 2009/2010


Certifications

Continuous improvement The growing number of certified TUI companies de-


Environmental management systems are voluntary monstrates the systematic integration of environment
instruments of precautionary environment protection and sustainability objectives in business processes.
for the systematic monitoring, mitigation and control of Apart from helping to improve environment perfor-
environment impacts. The internationally acknowledged mance continuously, these systems also serve the early
environment standard EN ISO 14001 provided by the detection and management of risks. We remain com-
International Organisation of Standardisation (ISO) and mitted to promoting and expanding certification both
the European Union’s EMAS standard are widely recog- locally and Group-wide.
nised as schemes for improving environment perfor-
mance on a continuous basis. Every year an indepen-
dent expert reviews compliance with requirements, the The full list of associated companies that have
implementation of processes described in the environ- received certification can be found on the internet:
ment handbook, and the environment programme. report.tui-sustainability.com
Environment policy is pivotal to implementing an en-
vironmental management system if processes of rele-
vance to the environment are to be properly anchored
throughout the company. A company will only be gran-
ted certification and receive the certificate if all require- TUI AG’s ISO
ments have been met. certificate

By November 2009, 87 TUI hotels and companies had


been certified according to a recognised environment
standard. A total of 73 (last year: 68) hotels run an en-
Sector Performance indicators Targets for 2011
vironmental management system based on ISO 14001.
Other hotels have gained certification under, for exam- TUI AG Maintain and develop the envi-
ple, the Austrian ecolabel or Travelife, a standard for TUI Deutschland
ronmental management systems
the tourism industry that has been promoted by the TUI Dienstleis-
Implement (certified) in accordance with ISO 14001
tungsgesellschaft
European Union. environmental
Grecotel management systems Expand ISO 14001 certifications
TUI AG, TUI Deutschland and TUI Dienstleistungsge- in Group companies
Grupotel Expand existing ISO 14001
sellschaft succeeded in September 2009 in having the End of November 2009: 87 certification
environmental management systems at their head- TUI hotels* and companies
Iberotel Expand ISO 14001 certifications
quarters (re-)certified and were able to improve their certified under a recognised
environmental standard, in-
sound environmental performance at company loca- ROBINSON Club Establish an environmental
cluding 78 under ISO 14001
tions. Long-term involvement in the Agenda 21 project * incl. TUI Travel hotel companies management system in the
ÖKOPROFIT and successful review have also confirmed ROBINSON Club Maldives and
TUIfly Nordic first TUI further develop the environment
local commitment to sustainability.
airline to gain ISO 14001 strategy
certification
TUIfly Nordic Maintain and expand the envi-
ronmental management system
in accordance with ISO 14001

TUI Sustainability Report 2009/2010 53


4 Our People
We regard the commitment and creativity of our employees, efficient working practices and
a good working atmosphere as essential prerequisites for maintaining a good reputation and
achieving business success. Our corporate culture is characterised by mutual respect, team spirit,
openness and professionalism. Employees, customers and partners form a unique network
featuring an exchange of knowledge, intercultural cooperation and individual development
opportunities.

Team Spirit

TUI Sustainability Report 2009/2010 55


4 Training

In order to offer young people opportunities to start The programme is offered by the Club in partnership
their career and secure the Group’s competitiveness in with the German technical aid agency GTZ and the
the long term, the German companies offered vocatio- regional vocational training agency of Agadir. In the
nal training for a total of about 500 young employees first year 2008/09, 55 trainees completed their state-
as of the balance sheet date 2009. certified training course. In the second year 2009/10,
60 trainees were chosen from over 1,000 applications
The excellent quality of the training has been confirmed from all over Morocco. The Senegalese Ministry for
time and again by the chambers of industry and Education is already examining whether the successful
commerce in granting awards to those finishing their German-Moroccan scheme would work in Senegal.
traineeship, some of whom have been crowned “best
regional trainee”. Around 70 % of those who finished ROBINSON Club Agadir sees the vocational training
their training in 2009 were offered an employment scheme as an opportunity for young Moroccans in a
contract. At 5.3 %, the proportion of the headcount in country where tourism has grown very rapidly. The
training declined year-on-year due to the divestment local transfer of knowledge opens up new prospects
of Container Shipping. for the trainees and contributes substantially to the
development of the destination. ROBINSON trains its
Overall, TUI offered traineeships in 13 different jobs own junior staff and offers permanent jobs to many
and two sandwich courses, including commercial clerk, of the trainees who complete the course.
travel advisor and the Bachelor of Arts in Tourism.
TUI Youngsters. TUI Youngsters, located in Hanover, is
ROBINSON Hotel School. Under the motto a commercial operation within TUI Deutschland and is
“Success through vocational and continuous training”, completely managed by trainees from all departments,
ROBINSON opened a hotel school, the Centre Forma- B.A. students and interns working for the companies
tion Apprentissage, in the ROBINSON Club Agadir in taking part in the scheme, i. e. TUI AG, TUI Deutschland
Morocco in May 2008. The hotel school offers young and TUI InfoTec. Working for TUI Youngsters is regarded
people aged 18 to 30 the opportunity to complete a as an ideal complement to their training.
The 2008/09 12-month training programme with the hotel company,
trainees receiving covering reception, house-keeping, bar & restaurant The trainees learn how to think and act in an entrepre-
their certificates and kitchen. neurial manner and gain key core competences such as
customer orientation, cost awareness, decision-making
skills and, in particular, independence and initiative. The
goals have been clearly formulated: Getting to know
business processes with all the tasks and workflows
involved, generating and implementing business ideas,
taking responsibility for what they do and decision-
making. The young employees also learn how to orga-
nise their own work, manage their time and handle
finances professionally with constant budget moni-
toring.

56 TUI Sustainability Report 2009/2010


HR Development and
Staff Motivation

In today’s business world, with its many social and eco- series have been designed to harmonise the networking
nomic changes, a company’s employees are its crucial of front, middle and back offices.
competitive factor. Winning, retaining and promoting
employees is thus the key challenge for companies, In order to secure the recruitment and development
including TUI. of junior staff for technical and management positions
at all levels in the long term, the International Manage-
ment Trainee Programme of the TUI Group has offered
Demographic change attractive opportunities for university graduates for
Demographic change is among the key issues on many years. In 2009, the programme was given a
the sustainability agenda. Under the patronage stronger international orientation and enabled junior
of Vladimir Spidla, EU Commissioner for Social management staff from all over the world to gain in-
Affairs, econsense, the Forum for Sustainable sights into all facets of the worlds of work in tourism.
Development of German Business, co-founded by The trainee assignments formed an important basis for
TUI AG, has joined with a number of companies stronger cooperation and integration within the Group.
to form the European network Demographic In addition, further trainee programmes tailored to the
Change Laboratory, a think tank dealing with the specific needs of tour operation and airlines were run
strategic challenges of demographic change in at the national level.
Europe. It engages in dialogue with stakeholders
to develop strategies for sustainable HR policies After they began in July 2008, TUI Travel also imple-
in Europe, promote a shift in corporate paradigms, mented three additional leadership programmes in
strengthen competitiveness and actively support Costa Rica in 2009. Almost 80 managers took part
the CSR Alliance launched by the EU Commission. in one of the five rounds of the four-day programme.
Apart from consultation and hands-on assistance for
Further details at a Costa Rican community, the participants gained
www.econsense.de valuable cross-divisional and intercultural experiences.
www.demographicchange.info
www.demographic-risk-map.eu TUI excellent! Under the motto “TUI excellent! You
are the expert”, TUI Deutschland had already launched
new, self-reliant process management in 2008. The pro-
Development of senior and executive staff ject aims to optimise functions and business processes
In 2009 numerous employees and managers benefited so as to improve profitability and competitiveness, but
from development schemes. They received assistance also customer and employee satisfaction. Based on
and active support from various quarters including workplace analyses and optimisation workshops, over
TUI Consulting & Services GmbH. The Group’s proce- 800 immediate initiatives were prepared during the re-
dures for diagnosing potential focused on recruiting porting period with a view to securing continual process
junior staff and developing managers. Apart from the optimisation. They were implemented autonomously
tried-and-tested assessment centres, TUI drew increas- by employees and managers. To optimise workflows
ingly on innovative management profiling. Selective on a continuous basis, TUI Deutschland also started
training served above all to improve capacity planning to create broad transparency by standardising process
and the efficacy of tourism purchasing negotiations. visualisation. This extensive involvement encourages
These training priorities were flanked by strengthening employees to develop efficient and sustainable
intercultural and language skills for all teams working workflows.
on a cross-national basis. Now that new IT systems
have been introduced in distribution, special seminar

TUI Sustainability Report 2009/2010 57


4

Employee shares. For many years now, TUI AG has


been running a programme to issue employee shares,
enabling company employees to participate in profits.
This programme is open to employees and pensioners
of German companies and employees in several other
European countries. In 2009, the beneficiaries were
again offered the chance to subscribe to up to 250
shares at a reduced price in 2009. TUI Travel PLC also
offers UK staff an opportunity to participate in the
company by buying shares at reduced prices.

Great Workplace Award. In 2009, ROBINSON Club,


German quality and market leader in the premium
segment for club holidays, received the Gallup Great
Workplace Award for the first time. ROBINSON is thus
one of only 23 companies worldwide with the most
committed and productive employees. The TUI hotel
TUI Spirit. The TUI Spirit initiative, launched by company ROBINSON is the only German company to
TUI Travel in 2008, expresses the vision “We seek receive an award. Over 15 million employees and a total
to create extraordinary travel experiences”. In 2009, of 300 companies worldwide took part in the survey
new activities and projects were launched to spread on employee commitment. The international employee
the TUI Spirit to additional companies. TUI Spirit survey has shown that a particularly noteworthy fea-
workshops were held at TUI Deutschland in Hanover ture in ROBINSON is its employees’ strong emotional
and at TUI España. The participants worked together bond with the brand.
on ideas for implementing the TUI Spirit values.
A comprehensive multi-media presentation, which
was made available across the Group, documented
from a management and employee perspective how
the TUI Spirit had been successfully implemented in
the individual source markets and sectors.

58 TUI Sustainability Report 2009/2010


Health and Safety
at the Workplace

Health management Corporate Health Award 2009. TUI was awarded the
The “fit with TUI” programme is an example of modern Corporate Health Award 2009 for its exemplary health
health management. In accordance with the Luxem- system at the Hanover site and ranked among the TOP
bourg Declaration, signed by TUI AG, the Group offers 50 in Germany.
a series of measures underlining the significance of
health and well-being at the workplace. Apart from The Corporate Health Award is granted by Handels-
opportunities for exercise, such as in company sports, blatt, TÜV SÜD Life Service and EuPD Research under
there are health seminars designed for particular target the aegis of the German Ministry for Labour and Social
groups and programmes for the prevention of sub- Affairs to companies demonstrably showing above-
stance abuse are offered. Employees can also take part average commitment to their own employees’ health,
in annual campaigns such as flu vaccination, eye tests pursuing a sustainable HR strategy and documenting
and prevention of/therapy for back problems. The these activities accordingly in the framework of the
highlight in 2009 was the “Check in for a check-up” Corporate Health Audit.
campaign, which offered employees a chance to take
part in a range of cancer screening measures. Health Health and safety systems
activities are devised and run in consultation with the Health and safety is a key aspect of everyday working
employees. This involves regular staff information cam- life. In cooperation with health and safety experts,
paigns and surveys, and meetings between the health activities at the Hanover site included workplace-
coordinators, the works doctors, health and safety offi- specific hazard analyses, permanent training of first-aid
cials and representatives of management and staff. and fire protection assistants and noise measurements.
Employees’ health also enjoys top priority at the inter-
Company health insurance fund. The company health national level. Based on a health and safety declaration,
insurance scheme TUI BKK offers a comprehensive there are various systems for distributing relevant
range of services pro- health and safety information, disseminating best
viding cover for illness practice among the workforce and training new staff.
and preventive health
services. Since the
introduction of the
German Health Fund
in 2009, members’
contributions have
no longer been paid
directly into the
scheme but allocated
as per capita lump
sums based on age,
gender and risk.

TUI Sustainability Report 2009/2010 59


4 Work-life Balance

nal information sources – the Intranet and staff news-


letter. Employees on parental leave can also spend
brief periods filling in for colleagues, which helps them
keep in touch with company life.

Pension schemes
The companies in the TUI Group offer their em-
ployees many different ways of participating in private
pension schemes, alongside the company-based
pension schemes funded by the employer. Specific
legal conditions and the economic position of each
company are taken into account in designing the
models. Private pension schemes for employees in
Germany were devised so as to take advantage of
fiscal and social security opportunities. Apart from
pension fund contracts and direct insurance schemes,
Little World of TUI Work-life balance private pension insurance funds (“Riester” pensions)
TUI is one of the founding members of the national were offered to obtain co-sponsorship from public
“Success factor family” network. Group-wide pro- funds. In addition, deferred compensation models were
grammes are aimed at enabling employees to achieve offered to enable employees to choose their pension
a better work-life balance. Employees can obtain finan- scheme according to their individual preferences.
cial support for child-care or take their children to the
company crèche, the Little World of TUI, in Hanover. Part-time early retirement
The Group also offers flexible models to work part- The German Group companies made substantial use, in
time or from home and an option to apply for an ex- their HR and succession planning, of the opportunities
tended period of unpaid leave. provided under the German Part-Time Early Retirement
Act to shift gradually from employment to retirement.
Little World of TUI. With our Little World of TUI, we In almost all cases, working hours in the part-time early
have created a crèche with places for 15 children aged retirement phase were based on a block model, enabling
one to three. Three state-recognised nurses are on the participant to retire early. The resulting assets for
site from 8 a.m. to 5 p.m. every day to take care of the employees working under part-time early retirement
the toddlers. The Reggio Emilio method used by the contracts are hedged against employer insolvency
crèche is a holistic approach to promote and retain using a capital investment model in accordance with
children’s experimental learning skills. The crèche is the provisions of the German Part-Time Early Retire-
based on a generation mix approach: encounters bet- ment Act. Approx. € 9.6 million were provided for the
ween toddlers and senior citizens promote exchange 267 employees working under part-time early retire-
between generations. ment contracts.

Close contact during parental leave. TUI is an


employer that likes to support its employees during
pregnancy and after childbirth, for instance through
personal interviews to discuss all aspects of returning
to work. Employees on parental leave can take part in
further training and continue to make use of our inter-

60 TUI Sustainability Report 2009/2010


Diversity

Diversity Charter Staff with disabilities


A global player such as TUI lives out diversity in every- People with and without disabilities are already working
day operations. That is why TUI AG has committed to side by side at TUI. TUI’s German companies currently
the Diversity Charter, a national German corporate employ around 230 employees with a severe disability.
initiative to promote diversity, fairness and respect
in companies. Over 600 companies have meanwhile TUI AG seeks continuous improvements in the inte-
signed up to the initiative for tolerance and fairness in gration of people with disabilities in the Group. Every
corporate culture. In signing the Charter in May 2008, new vacancy is therefore looked at to see whether it
TUI AG committed to creating a working environment can also be performed by a trained employee with a
free from prejudice where nobody is excluded. Origin, severe disability. The TUI Group also outsources certain
cultural specificities and health are topics highlighted external services to sheltered workshops.
by TUI in this context in the form of projects.
Trainees with disabilities have to meet the same condi-
tions as any other applicant, which means they need
the right qualifications. They are expected to show
commitment, motivation and a sound school-leaving
certificate, above all in German, English, Maths and IT.
Of course, they should also have an all-round interest
Some things we do to promote diversity: in travel.
Intercultural environment, open dialogue, corporate
citizenship, e. g. TUI trainees and staff coaching
students with learning disabilities in reading aloud,
Open Door exchange programme for children of
employees, TUI sponsorship and TUI Foundation
projects
Health promotion schemes, e. g. seminars on trainee
health, first aid, nutrition and exercise.
Family-friendly schemes

Apart from integrating and assisting colleagues, inclu-


ding their children and in particular young people from
immigrant families, TUI AG supported international
youth exchange schemes for employees’ children
and ran TUI Initiative schemes for people with health
impairments in 2009.

TUI Sustainability Report 2009/2010 61


4 Co-determination

Employee representation Health and safety and environmental protection


In the TUI Group, employees are represented nationally committee of the Group works council
and internationally, both in individual Group companies The health and safety and environmental protection
and at Group level. In accordance with the staff par- committee comprises an equal number of employee
ticipation culture fostered by the Group, employee and employer representatives. Six members of the
representatives were involved in strategic decisions and Group works council discuss current Group develop-
the implementation of these decisions in their respec- ments and issues with six employer representatives
tive areas of responsibility in the interest of the over- from different sectors and companies.
all workforce and supported corporate interests in
doing so.

TUI European Forum


The TUI European Forum was established even before
the German parliament adopted an Act on European
Works Councils in 1996. Its composition results from
the number of employees in the business sectors and
the respective countries in the European Union, the
European Economic Area and Switzerland, in which
TUI directly or indirectly holds majority holdings. In
2009, a total of 53 representatives from 15 countries
were delegated to the TUI European Forum. Group
management briefs the Select Committee of the TUI
European Forum several times a year and attends mee-
tings to discuss the current economic and HR situation
within the Group. The TUI European Forum meets once
a year. It makes a significant contribution to the inter-
national character of the Group and acts as a multiplier
to enhance the transparency of transnational corporate
decisions.

Select Committee
of the TUI Europe-
an Forum 2009

62 TUI Sustainability Report 2009/2010


Innovation and Ideas

Quality pledge In September 2009, TUI ranked first in the category


For our customers, the “TUI brand” is a quality pledge “Study, round and active trips” in the Travel One Com-
promising professional, comprehensive performance, pass awarded by the tourism trade journal Travel One.
reliability and competitive prices. Around 1,600 travel agencies took part in the readers’
poll. For long-haul tours as of 1 November 2009, TUI
In November 2009, TUI topped the Superbrands rank- guarantees implementation of round trips booked by
ing as the most popular brand among German consum- at least two persons and thus provides customers and
ers in the tour operator category. In a pre-selection travel agencies with a maximum of planning certainty.
stage, independent economic experts from Superbrands
nominated outstanding product and corporate brands Innovation workshops. To follow up on the TUI Inno-
in a given country, which were then evaluated by an in- lympics, innovation meetings and workshops are orga-
dependent jury. The evaluation criteria included brand nised on a regular basis. Those in charge of innovation
dominance, customer loyalty, goodwill as well as longev- within the tourism source markets meet at these work-
ity and overall brand acceptance. shops to discuss up-to-date innovation topics and the
implementation status from previous workshops.
All TUI employees set out to fulfil this quality pledge
with their strong motivation and skills. Our distinctive Apart from internal TUI topics, at least one macroeco-
innovation culture contributed substantially to this nomic question is discussed. In 2009, for instance, the
effort. focus was on “The impact of the financial crisis on the
tourism sector”. The goal is to define areas of oppor-
Innovation management tunity around the general topics. With this internal
Innovation is one of our key corporate values anchored exchange, TUI seeks to define synergies and optimise
in the Code of Conduct of the TUI Group: We promote processes within the Group. In order to expand innova-
creativity and the commitment of all employees at their tive knowledge and practice, a cross-sectoral exchange
workplace and are open to new ideas and solutions. with companies operating in other sectors, such as
Our ambitious corporate goals can only be achieved Volkswagen, is an essential element of the overall
through constant efforts to improve quality and adjust innovation process. This mutual exchange enables
to current framework parameters, trends and customer both companies to gain insights into each other’s inner
wishes. workings in order to recognise parallels and derive
potential approaches.
TUI Innolympics. The Group-wide TUI Innolympics
were launched back in 2006. From approximately 3,200
ideas submitted by employees, seven local innovation
teams identified 240 ideas for subsequent development
into viable, marketable concepts. Since 2008, the best
concepts have been implemented within the TUI Group
in numerous initiatives.

TUI Sustainability Report 2009/2010 63


5 Society
Responsibility
Globalisation brings people and markets together. We believe we have an obligation to
make our own worldwide contribution as a Global Corporate Citizen. We therefore engage in
economic, ecological and social development at our sites and in our destinations. This awareness
of our responsibility to society and the environment is a key factor in the sustained success of
our enterprise.

TUI Sustainability Report 2009/2010 65


5 Committed to Human Rights

More on the TUI Human rights The Global Code of Ethics contains the following
Group’s Code of The TUI Group’s Code of Conduct enshrines our com- Articles:
Conduct on page 10 mitment to observe human rights. We respect the dig- 1. Tourism‘s contribution to mutual understanding
nity, privacy and personal rights of every individual. and respect between peoples and societies
We will not tolerate different treatment on grounds 2. Tourism as a vehicle for individual and collective
of nationality, gender, race, skin colour, disability, social fulfilment
origins, religion, beliefs, age or sexual orientation, and 3. Tourism, a factor of sustainable development
nor will we tolerate child labour or indecent working 4. Tourism, a user of the cultural heritage of mankind
conditions. and contributor to its enhancement
5. Tourism, a beneficial activity for host countries and
More on the Apart from the fundamental values that are rooted communities
Principles of the in our Code of Conduct, we have assimilated the ten 6. Obligations of stakeholders in tourism development
UN Global Compact principles of the UN Global Compact relating to hu- 7. Right to tourism
at www.unglobal man rights, labour rights, environment protection and 8. Liberty of tourist movements
compact.org fighting corruption, and we seek to disseminate and 9. Rights of the workers and entrepreneurs in the
implement these jointly within our sphere of influence. tourism industry
10. Implementation of the principles of the Global Code
As an affiliate member of the United Nations World of Ethics for Tourism
Tourism Organization (UNWTO), TUI has officially
signed up to the UNWTO Global Code of Ethics for Fighting poverty
Tourism. Mandated by the United Nations general TUI Nederland is a founding member of the Travel
Assembly, UNWTO plays a pivotal role in promoting Foundation Nederland. This trust promotes sustainable
and developing tourism, which contributes to economic development in tourism destinations by supporting
development, international understanding, peace, pros- local projects to protect nature and preserve cultures.
perity and universal respect for human rights and the In 2008 TUI Nederland worked with Cordaid and
basic liberties of all, regardless of race, gender, lan- PASEO to set up the Chocolate Tour in the Dominican
guage or religion. Republic. This excursion, provided by TUI in partner-
ship with others, generates additional income for local
In the Preamble to the Global Code of Ethics for cocoa growers, thereby helping to combat poverty.
Tourism, UNWTO makes particular reference to the
following international agreements: TUI Travel joined the British Travel Foundation in help-
the Universal Declaration of Human Rights ing to introduce a system whereby proceeds from visit-
the International Covenant on Economic, Social and ing 26 Kenyan Massai villages were used for the benefit
Cultural Rights of the village community. In the first six months since
the International Covenant on Civil and Political the project began, the income of Massai in the villages
Rights that were participating in the scheme multiplied several
conventions and recommendations adopted by the times over.
International Labour Organisation (ILO) in the area
of collective conventions, prohibition of forced labour
and child labour, defence of the rights of indigenous
peoples, and equal treatment and non-discrimination
in the work place

66 TUI Sustainability Report 2009/2010


ECPAT Clauses in provider contracts. TUI Travel’s new
In 2009 TUI continued its worldwide commitment Sustainable Development Addendum for hotel con-
to protecting children from sexual exploitation. The tracts contains detailed terms relating to protection
guiding principles are drawn from a Code of Conduct from child prostitution as part of the minimum
drawn up for the tourism industry by ECPAT (End Child social and ethical requirements. Signatory hotels
Prostitution, Child Pornography and Trafficking of undertake to ensure that children are protected on
Children for Sexual Purposes), which has been signed accommodation premises. Employees must be aware of www.ecpat.net
by most of our Group companies either directly or in the ECPAT Code of Conduct and be capable of acting
their capacity as members of national associations such appropriately. Suspicious behaviour must be reported
as the Bund für Tourismuswirtschaft (BTW), the Tour to the local authorities. The Addendum is the first do-
Operators’ Initiative for Sustainable Tourism Develop- cument with scope beyond the Group itself to express
ment (TOI), the Deutscher ReiseVerband (DRV), the objectives in this field.
Österreichischer Reisebüro Verband (ÖRV) in Austria
and the Association of Belgian Tour Operators (ABTO). Customer information campaign. Apart from distribu-
ting the ECPAT information leaflet in all hotels at rele-
Our Group companies have met their pledges under vant destinations, our guests are made aware of the
the ECPAT Code by means of the following action: issues by means of information in hotel folders, tour
brochures, articles and ads in in-flight magazines and
Information leaflet for guests. In autumn 2008 TUI videos and on the Web at www.tui-sustainability.com.
Deutschland helped to print and distribute the revised
edition of a folded ECPAT leaflet about the risks of ab- Staff training. At the meeting of TUI destination ma-
use that children face. It is distributed to TUI guests in nagers in spring 2009, TUI Deutschland arranged a dis-
all relevant destinations during the Welcome event. play area in which the regional crime investigation agen-
cy and ECPAT took part. TUI Deutschland also raised
Keeping employees informed and aware. In spring the issue at its workshops for hotel purchasing staff in
2008 TUI AG organised distribution of a training bro- Germany. TUI tour guides on continuous training during
chure for tour reps in over 80 destinations, drawn up in the financial year were also sensitised to the need for
partnership with ECPAT. That same year TUI Deutsch- child protection in a dedicated module. ECPAT volun-
land supported a cross-sectoral DRV training event in teers were invited to take part in the TUI Green Days
Phuket (Thailand) which aimed to bring together tour 2009, run by TUI AG and TUI Deutschland, where they
reps, hotel managements and local authorities in the talked to employees at the TUI sites in Hanover about
destination and sharpen their awareness of the issues. their work.
In autumn 2009 an international strategy workshop on
implementing the ECPAT Code of Conduct was held in Corporate principles. By expressly committing to
Thailand. The agenda included two representatives of respect human rights in the TUI Group’s Code of
the regional TUI tour management, who talked to over Conduct, we are voicing our stand against violations
80 participants, most of them in the hotel trade, about of human rights, in particular in the form of the sexual
TUI’s commitment to protecting children from sexual exploitation of children.
exploitation. Since the summer of 2009, the phenome-
non of child prostitution has been included in TUI’s in-
ternal destination monitoring.

TUI Sustainability Report 2009/2010 67


5

Annual reporting. TUI reports regularly on current


activities and projects in the Annual Report from
TUI AG, in our Sustainability Report, and on the intra-
net and internet. Regular reporting to The Code is done
either directly or indirectly via the associations.

The Code is the


international cam-
paign to implement
ECPAT’s aims in
the tourism sector
(www.thecode.org).
TUI has been sup-
porting ECPAT’s
work as an active
funding member
for many years.

68 TUI Sustainability Report 2009/2010


Corporate Citizenship

TUI Foundation www.tui-stiftung.de


Through the TUI Foundation, TUI AG is engaged in
public works in the immediate environment of its 2009 award winner
central operations in the German State of Lower Saxo- Dr Julia Skokowa
ny. The decision to set up this foundation was taken with Prof. Dr Welte
in 1998 to mark the 75th anniversary of the company of Hanover Medical
Preussag AG (now TUI AG). It was created in 2000 as a University
not-for-profit trust under private law and domiciled in
Hanover. Its equity is worth twelve million euros, and
the money spent on funding is derived from the invest-
ment of that capital. The TUI Foundation has set prio-
rities in the fields of education and training, research
and science, the arts and culture. Its special focus is
on projects for children and young people. Prof. Dr Bernhard Schieffer, Senior Physician at the
Cardiology and Angiology Clinic, for his medical publica-
“We are the Future” Award. The TUI Foundation tion demonstrating possible genetic causes for cardio-
presented a new award for the first time in 2009: vascular risk. The award was won in 2009 by Dr Julia
“Gemeinsam in Hannover – Wir sind die Zukunft” Skokowa at the MHH Institute of Molecular Haemato-
(Together in Hanover – We are the Future). It was poiesis for her pioneering insights into the mechanisms
designed primarily for non-profit projects for the bene- of vitamin B3, opening up new prospects for immuno-
fit of children and young people which encourage them therapy and treatments for blood cancer.
to get along together and a team spirit. It is to be awar-
ded annually and is worth € 10,000. It aims to encou- A jury of reputed
rage common purpose, non-violence and cultural open- names chose the
ness and above all to make them an enjoyable and real winner (left to right):
experience. From a total of 77 entries, the expert jury Ulrich Neufert, chief
selected six projects, including three special prizes, to editor of Hannover-
receive the award. The wide response to the competi- sche Allgemeine
tion shows just how many excellent projects there are Zeitung, Stephan
for children and young people in Hanover. As a follow- Weil, Mayor of
up to the competition, a forum was held in November Hanover, Bishop
2009 to present the projects. The administration of Margot Kässmann,
he state capital and the TUI Foundation are working Rainer Feuerhake
together to pick up the experience, knowledge and in- from TUI AG Board
formation derived from these projects with children and Dr Michael
and young people and pass them on, in particular by For four years now the TUI Foundation has been fun- Frenzel, CEO of
enabling individuals and associations with a knock-on ding research that accompanies preventive efforts to TUI AG
influence to enter into dialogue on the subject. provide early support for young families. “Pro Kind” is a
pilot project to help pregnant women and their families
Research and science. The Rudolf Schoen Prize worth in difficult social circumstances and to stimulate healthy
€ 20,000 for a young doctor or researcher at the Medi- development in children.
cal University of Hanover (MHH) was awarded for the
21st time. The award is made for an outstanding clinical
study published in a scientific journal. In 2008 it went to

TUI Sustainability Report 2009/2010 69


5

Elke Hlawatschek, A conference was held in November 2009 to present


Trust Secretary of similar pilot projects and test their practical viability
the TUI Foundati- and efficacy. This is part of a national programme to
on: “All our pro- provide sure-start assistance to parents and children
jects contribute a and establish social early warning systems for families
little bit to making at risk, which is being organised by the German Mini-
sure that we do the stry of Family Affairs, Senior Citizens, Women and
research we need Youth.
for the future, that
children and teena- Education and training. In 2009 the TUI Foundation
gers have better funded eight projects in Lower Saxony, including two
opportunities, courses teaching wind instruments and a project to
and that we do improve the reading skills of primary school children.
justice to our Football forges bonds between people regardless of
responsibility.” In the field of training, there was funding for two their origins, religion or colour. That is an experience
facilities teaching young unemployed people the skills shared by the 27 girls and boys on the START pro-
they still needed in order to enter a vocational training gramme who took part in the Holiday Football Acade-
scheme. The foundation also continued to sponsor five my in Barsinghausen near Hanover in July 2009. The
additional traineeships for disadvantaged teenagers TUI Foundation supported this event, which centred on
in cooperation with Paritätischer Landesverband Nieder- how sport promotes integration. Over a camp fire, the
sachsen, the regional federation of social welfare participants talked about the key messages of integra-
associations. tion that are being promoted by the German Football
Association, but also about discrimination in soccer.
At the Paul Dohrmann School for pupils with special
educational needs, the TUI Foundation is helping a pro- Arts and culture. Funds were made available for a
ject called “TeamSpirit for our School”. The active lear- theatre production at the junges schauspielhannover,
ning designed especially for these pupils is to encour- where youngsters wrote and staged their own play.
age social skills, creativity and an understanding of At the Theaterformen festival in Hanover, a prize was
the natural environment, with a view to helping these awarded to the long-term project “My Grandparents –
youngsters choose a career. The aim is to provide im- Memory Office” organised by the Swiss artist Mats
portant key skills that will enable them to make deci- Staub. The collection of stories about grandparents
sions about what they want to do and improve their aims to build a bridge between the generations. Since
opportunities in the labour market as a result. October 2009 the theatre Schauspiel Hannover has
been hosting a series of meetings with well-known
The TUI Foundation is committed in Lower Saxony to authors from the literary paper lettre international,
the START programme launched by the Hertie-Foun- who are asked to talk about their views on major issues
dation. A grants scheme offers talented and committed of our day.
youngsters from immigrant families a better chance of
pursuing advanced education and, consequently, inte-
grating and participating actively in society. Many of the
grant-holders have a keen interest in sport as a balance
to the tough academic demands they face.

70 TUI Sustainability Report 2009/2010


Globally active – Globally engaged

TUI sponsorships Staff commitment


Every year since 1995 TUI employees at the company One firm feature of the International TUI Management
sites in Hanover have supported a charitable project in Trainee Programme is the Social Day. In 2009 the trai-
the region. Officially recognised organisations, trusts nees spent a day with a group of pupils at the Educa-
and associations devoted primarily to helping children tion Centre for the Blind. They joined two drama teach-
in distress are proposed by committed colleagues and ers in rehearsing Christmas scenes with the children for
selected in a company ballot. a future public performance. The trainees also took on
ten homeless people, inviting them into the Hannover 96
In 2008 the choice fell upon a non-profit-making asso- stadium for a match and presenting them afterwards
ciation called Aktion Sonnenstrahl (Ray of Sunshine). with thermal sleeping bags.
The initiative takes care of more than 600 children in
Hanover, organising children’s lunches in urban hot- For TUI Deutschland employees engaged in studies for
spots, helping with homework and arranging games and their B. A., social commitment is a constituent part of
supervision. For twelve months, TUI staff collected the sandwich course. In 2009 they opted for the Eilen-
money for the project by selling things, drumming up riedestift, a residential complex for the elderly. Once or
donations and holding a Christmas tombola. They were twice a month the Bachelor students devote their time www.fhaonline.org.uk
able to hand over € 46,500. to excursions, evening games, discussions and barbe-
cues with the ageing residents.
In 2009 the donations from TUI staff benefited Mitten-
drin, an association in Hanover that works for the social Pupils in Hanover
integration of people with disabilities. Children in parti- were delighted at
cular are helped to escape social isolation and given the the support for
opportunity to take part from the outset. Aktion Sonnenstrahl
in 2008
The staff of TUI Travel in the UK sponsor the Family
Holiday Association. It offers recreational breaks and
holidays to families who cannot normally afford them.
The Family Holiday Association was founded in 1975
and has so far enabled more than 125,000 children and
their families to have a holiday experience. Thanks to
the commitment of TUI Travel, especially TUI UK &
Ireland and Thomson Airways, more than 1,600 families
were helped in 2009 alone.

The employees of TUI UK & Ireland also provide assis-


tance to the Born Free Foundation, with whom there is
a long established partnership. Under this sponsorship,
wide-ranging action by the companies has resulted in
the collection of over £ 2.5 million.

TUI Sustainability Report 2009/2010 71


5

As a signatory of the Diversity Charter, TUI AG actively HR employees with TUI Deutschland and TUI AG in Ha-
supports this German initiative for tolerance and fair- nover took part in a project called Fit to Apply, offering
www.diversity- ness in corporate culture. One of the many projects in pupils in the city advice about submitting their applica-
charter.org this context to be launched in 2009 was devoted to tions for a traineeship. At a Training Day, they were able
coaching pupils in reading. Once a week, TUI coaches to provide personal answers to the questions and
(trainees, staff and their children) visit a school for needs of young people.
children with special educational needs and encourage
their skills in reading aloud. At the end of this period, As part of the corporate volunteering programme Pro-
the pupils took part in a reading contest. ject Discovery, ten employees of TUI UK supported Tra-
vel Foundation projects in Cyprus, Sri Lanka, Mexico,
TUI employees give Egypt and Brazil. These colleagues spent up to two
their time as rea- weeks working actively in these ventures and were able
ding coaches to contribute a range of experience from their day-to-
day work. TUI Travel is planning to continue these
activities.

Projects and initiatives to develop destinations


TUI Travel is a member of the British Travel Foundati-
on. The aim of this association founded in 2003 is to
support the sector in promoting sustainable tourism.
Since its foundation, the TUI Travel companies have
conducted a wide range of activities and collected £ 1.5
A Future Day, held since 2001, is designed to help 11- to million for worthwhile projects in the destinations. The
15-year-olds fine-tune their career choice as early as focal purpose of this engagement is to promote local
possible. This is an annual opportunity for the children communities, to preserve culture and traditions and to
and grandchildren of TUI staff in Hanover, along with improve the living conditions of local people by enabling
the children they have decided to sponsor, to explore them to share in the value generated by tourism, espe-
the working world at TUI. cially in Mexico, Sri Lanka, Brazil and Kenya.

In 2009 TUI AG and the government of the Balearic


Islands renewed their framework agreement on sustain-
able development. The underlying idea of this agree-
ment is to respect the environment in tourist activity,
which in turn will secure natural resources and the
future of the travel business. The focus is on current
issues such as climate change and preserving bio-
diversity. Regular working talks are held to design
projects that will help to promote environmental aware-
ness among tourists, partner hotels and tour operators.
The first tree is
planted in the TUI As one of the first projects, a TUI Forest is being crea-
Forest ted on 48 hectares of land in a natural park on Majorca.

72 TUI Sustainability Report 2009/2010


Over the next five years a total of 57,600 wild olive and
pine trees will grow in the Parc de Llevant near Artà in
the east of the island. This will protect coastal sloped
from soil erosion while at the same time helping to
protect the climate. TUI holidaymakers are directly
involved in the growth of the TUI Bosc, as the forest
is called in the Mallorqui language. TUI Deutschland
pays a set sum into the afforestation budget for every The Peter Maffay
customer who holidays on Majorca. Tourists are kept Foundation helps
informed about the project in their travel documenta- children and young
tion and through other TUI media, and they can make people on Majorca
an additional voluntary donation. TUI guests can also
be physically involved: for every donation over € 10 – www.petermaffay
which is what it costs to plant a tree – the donor’s stiftung.de
name will be included on a plaque in the natural park.

In 2009 TUI España supported the “Proyecto Hombre


de las Islas Baleares”. This is an association committed
to education and treatment for drug addicts in the
Balearic Islands.

The Peter Maffay Foundation and Tabaluga help child-


ren and young adults who have been traumatised by
violence, war or abuse, or severe illness or disability. In
summer 2003 the foundation opened a holiday home on
Majorca. Since then children and their carers have come
to the Finca C’an Llompart in Pollenca for a combination
of therapy and holiday fun. TUI AG has ensured from
the outset that they can travel there and back safely,
providing the flights between Majorca and Munich for
the staff and their charges. Once again, TUI provided
the trust with over 180 free flights in 2009. We hope
that our commitment will help to offer these trauma-
tised children and youngsters a new perspective on life.

TUI Sustainability Report 2009/2010 73


5

Dr Volker Böttcher, Benefit events


CEO of TUI TUI Deutschland marked its 40th anniversary in 2008
Deutschland, with a benefit in aid of Dunkelziffer, a charity dedicated
presents a cheque to providing counselling and therapy for children who
to Dunkelziffer have suffered abuse and promoting prevention action
to protect them. Forty autographed works of art made
personally by famous patrons from the world of sport,
politics and television were collected and auctioned to
the highest bidder. This raised € 10,000 for the
association’s good work.

airtours, the premium TUI Deutschland brand, sup-


ported medical aid for the third world in 2009 through
Captain Jens-Uwe Ärzte für die Dritte Welt. As part of a customer survey,
Schütze (left) and the company donated € 20 for every questionnaire
his TUIfly crew that was returned, accumulating € 20,000 for the work
during the RTL these doctors are doing in severely underprovided
Marathon regions around the world.

In October 2009 TUIfly handed over donations worth


€ 80,000 Euro to the German Red Cross (DRK). The
money was collected on board planes during summer
2009, and this is the fourth time the airline has run
the campaign. It will go towards the DRK’s work in
southern Sudan, specifically to fund ten Red Cross
health stations for local communities. In November
Charity Gala on 2009 TUIfly and its customers also took part in the
MS Europa in aid Donation Marathon by the TV channel RTL, collecting
of the Karlheinz € 123,456 for children in need.
Böhm Foundation
Thomson Airways in the UK sent unused catering
resources such as trays, cutlery and disposable plates
to the Salvation Army and the Isabel Hospice in Hert-
fordshire. 100 crates in all were donated from the
distribution warehouse in Tring.

Over 500 guests flocked on board MS Europa, the


Hapag-Lloyd Kreuzfahrten flagship, in May 2009 for a
Charity Gala in aid of the Karlheinz Böhm trust “People
for People”. The donations amounting to € 250,000 are
for building the Hawa Yember Higher Primary School in
Illubabor, Western Ethiopia, for 600 children. In August
the cruise company went on to hold a charity event for
the World Childhood Foundation set up by Queen Silvia

74 TUI Sustainability Report 2009/2010


of Sweden. The foundation is dedicated to helping ex- Karl J. Pojer,
ploited and abused children all over the world. Child- Director of TUI
hood funds 100 projects in 15 countries. Hapag-Lloyd Hotels & Resorts,
Kreuzfahrten was able to hand over € 102,700 towards joined the EAGLES
these efforts. to hand over the
donation to
For a long time now, Hapag-Lloyd Kreuzfahrten has Franziska van
been supporting the SOS Children’s Villages. A broad Almsick
range of activities, including auctions of maritime charts
and visits to these villages during selected voyages,
raised over € 197,000 in financial year 2008/09. SOS
Children’s Villages has been working for more than
50 years for the needs, concerns and rights of children.
The charity focuses particularly on abandoned and ne- Sponsoring sport
glected boys and girls and disadvantaged families. Sport, be it on grass, ice or track, offers that brief
moment of holiday feeling in our daily lives. Our com-
In November 2009 the ROBINSON Club at Fleesensee mitment reaches back many years, both as a partner
supported a donate-a-meal campaign for children, pro- to many professional teams and a sponsor of various
ject by Förderwerk für Kinder weltweit e.V. which aims sporting events at home and abroad.
to provide free meals for children at a community table.
Famous chefs put together a special menu for the More on the drinking
guests at the charity dinner, and the proceeds of water project at
€ 40,000 will be put directly into the project. www.globalnature.
org
The Dorfhotel Fleesensee took advantage of its New
Year Gala in 2008 to run a lucky draw. Under the motto
“Children help children”, the proceeds from 2008 and
also the gala in 2009 will be used to support children
in need.

The ROBINSON Club Quinta da Ria organised the


Hermes EAGLES Charity Cup in November 2009. In
the course of the tournament TUI Hotels & Resorts
and the EAGLES jointly handed over a donation of
€ 50,000, which will benefit both the German sport
movement in the form of Deutsche Sporthilfe and
young swimmers in Heidelberg. TUI and its brands TUI became one of the principal sponsors of league
TUI Cruises, ROBINSON Club, TUI Golf, airtours and footballers Hannover 96 in the 2002/03 season. A new
TUIfly also donated major prizes for the lucky draw contract has prolonged that relationship until the end
in aid of this good cause. of the 2010/11 season. It is now one of the longest
standing sponsorships among Germany’s top division
clubs. In 2009 TUI, the Global Nature Fund (GNF) and
Hannover 96 launched the campaign Beakers for Drin-
king Water. The umbrella fan club Rote Kurve supports

TUI Sustainability Report 2009/2010 75


5

it, too. When the team is playing at home, spectators Maura. Apart from pleasure in running, they were moti-
can donate the deposit on the beakers by giving it vated by a good cause: for every child taking part TUI
to TUI employees, Global Nature Fund volunteers or gave € 5 to the Unicef aid project Water for Niger –
Hannover 96 fans at the campaign stands. The money Every Drop Counts, which is improving the conditions
is used to fund the installation of solar powered drin- for children in that region. In 2009 TUI passed the title
king water processors in Kenyan schools and villages sponsorship for the Kids Run to Unicef. The donation
without an electricity supply. was rounded up to € 10,000.

2004 was the first year that TUI appeared as title spon- Since 2007 TUI has no longer merely been the title
sor at the International Marathon on the Spanish island sponsor of the Hanover half-marathon but, along with
of Majorca. A year later the Group took on the entire TUIfly, the company behind the name of the overall
organisation and project management of the Palma de event: TUIfly Marathon Hannover. TUI staff are, more-
Mallorca TUI Marathon, thus becoming the host for this over, motivated by running the German TUI champion-
annual event which takes place each October. In 2009 it ships at the TUIfly half-marathon, which is a qualifier
attracted over 7,000 runners from different countries. for the TUI Marathon in Palma de Mallorca.
One runner in 2009 was the comedian and author Dr
med. Eckart von Hirschhausen, participating on behalf TUI is likewise a principal sponsor of the Hanover Scor-
of “Humor hilft Heilen”, which organises clowns in Ger- pions, who play in the German ice hockey league. These
man hospitals to cheer up and encourage the smaller professionals have long and consistent record in German
patients in particular. TUI backed this commitment by ice hockey, and they offer top quality sport in the rink.
the physician, donating € 10,000.
Together with its companies and brands TUI Cruises,
2009 saw record participation in the Unicef Kids Run. TUIfly, ROBINSON Club and airtours, TUI is a partner
1,600 budding athletes aged two to twelve completed in cooperation with the Eagles Charity Club (ECGC) and
the 600 or 1,200 metre distance on Paseo Antonio has been supporting the association since 2005 by do-
nating money and goods in kind (such as big prized for
Further details the lucky draw). This golf club serves the function of
about cooperation helping people in distress. To that end it organises
with Unicef at events and collects money. The ECGC supports the
www.tui-marathon. work of various trusts, including the Franz Beckenbauer
com Foundation, Kids Care, Tabaluga, the Tony Marschall
Foundation and the children’s arthritis charity Kinder
RheumaFoundation.

76 TUI Sustainability Report 2009/2010


Futouris
The Sustainability Initiative

Sustainable development is a common task that we can The project of the


pursue to even greater effect as part of a cross-sector year in 2009 was
campaign. On 13 January 2009, TUI AG, TUI Deutsch- a reforestation
land, TUI Austria, TUI Suisse, airtours, Gebeco and scheme in Kenya
TUI Leisure Travel founded the sustainability initiative aimed at resto-
Futouris, which is a registered not-for-profit associa- ring biological di-
tion. The German Travel Industry Association (DRV) versity in the area
has accepted the role of patron. The tour operators around the Taita
Thomas Cook and Neckermann became active mem- Hills, while at the
bers on 1 July 2009. same time contri-
buting to the live-
The sustainability initiative is engaged in projects to lihoods of the lo-
improve the lives of local residents, promote education, cal population. It means planting 25 hectares in the
protect the climate and the environment and preserve Taita Hills Reserve with trees and excluding large herbi-
biodiversity. In addition to the efforts of its members, vores from the terrain. Tree nurseries have been crea-
Futouris is gradually involving others in its work: people ted in the neighbouring communities of Msorongo and www.futouris.org
with responsibilities in the destinations, environment Mwashuma, and saplings are purchased there.
and development organisations, staff, travel agents and Founding members
customers. Futouris’ long-term vision is to promote one In Germany, Futouris supported a project called “Sailing of Futouris e. V.
project for each of its priorities in every holiday Boats Sight Porpoises” to save the only remaining in- (left to right): Josef
destination. digenous cetaceans in the Baltic Sea from extinction. Peterleithner
When designating protection areas, it is vital to obtain (TUI Austria),
Social responsibility. Travel can help to build bridges precise data on population size and distribution. In this Roland Schmid
and foster understanding for other peoples and cul- project, the GSM, an association dedicated to protec- (TUI Suisse),
tures. In 2009 Futouris funded seven social responsibili- ting sea mammals, is evaluating the reports of sightings Andreas Koch (TUI
ty projects. One was the training project Growing the (date, wind conditions, GPS position) and compiles ap- Deutschland), Mila
Future, run by the Grootbos Foundation in South Afri- propriate charts. Dahle (TUI AG),
ca. The programme provides unemployed young wo- Peter Wittmann
men in the Gansbaai region with an agricultural training Protecting the environment and climate. In 2009 the (TUI Leisure
recognised by the government. Successful completion sustainability initiative supported two climate change Travel), Kirsten
entitles the trainee to a piece of land. In 2009 Futouris projects. The Yuntdağ Wind Park in Turkey was assisted Feld-Türkis (air-
worked with the organisation Istiqbolli Avlod in Uzbeki- in cooperation with myclimate. A second project was tours) and Jens
stan to combat human trafficking and forced prosti- concerned with helping the local population in the Hulvershorn
tution. Peruvian highlands of the Andes in setting up new (Gebeco)
low-emission cookers.
Preserving biodiversity. Many countries enjoy a
wealth of natural resources. In 2009 Futouris contri-
buted four projects to protecting biological diversity.
In Sri Lanka, the association worked to preserve man-
grove forests, involving local communities in its refore-
station scheme. Mangrove forests play an important
role by providing a natural barrier against coastal ero-
sion, flooding, tidal surges and storms.

TUI Sustainability Report 2009/2010 77


6 Product Responsibility
and Consumers
Trust
As a services group it is incumbent on us to win and maintain the trust of our customers and
business partners by means of impeccable behaviour. We want to be regarded as being credible,
trustworthy and reliable and we therefore act accordingly. TUI recognises its responsibility in all
its areas of business to minimise risks to the safety and health of its customers. TUI observes the
rules of fair competition. The environmental acceptability of products, services and processes is a
key element in the TUI quality standards.

TUI Sustainability Report 2009/2010 79


6 Sustainable Product Development

Consumers increasingly factor in the perceived ecolo- ment Champion award, with the ten top hotels des-
gical and social responsibility of companies in taking ignated as Golden Environment Champions.
purchasing decisions. Our key tasks include developing
sustainable products adapted to future needs and im- Hotels wishing to apply have to meet the following
plementing innovative marketing concepts in order to minimum requirements:
secure our international competitiveness. Interdiscipli- Pursuing and publishing their own environmental
nary teams from product management, development policy
and innovation ensure that ecological, economic and Appointing their own environmental officer
Please go to www. social aspects are optimally balanced. Implementing at least four water-saving measures
tui-deutschland.de Implementing at least two energy-saving measures
for a complete list Sustainable product labelling Regularly measuring their consumption of resources
of TUI Environ- The focus of consumers is on TUI hotel companies Documenting their wastewater disposal manage-
ment Champions and contract hotels. TUI awards a number of labels to ment system
hotels with an excellent environmental and sustaina-
bility performance: The environmental measures adopted by the hotel also
have to be reflected by above-average customer satis-
TUI Environment Champion. Since 1992, TUI Deutsch- faction. This disclosure is based on the outcome of the
land has determined the ecological performance of questionnaire included in the travel documents for
TUI hotel companies and contract hotels on the basis every guest. Hotels receiving the award are marked
of checklists which have been used to establish an with the TUI Environment Champion label in TUI
annual ranking since 1997. Scores are awarded based brochures. When TUI Deutschland was undergoing
on the environmental measures implemented by the ISO 14001 certification, an independent expert exa-
The 2009 TUI hotels and an evaluation by our guests. In order for mined and confirmed the objectivity of the selection
Environment a hotel to participate, the management has to actively and scoring process.
Champions in the take part in an application process. The 100 leading
ROBINSON Club TUI hotels and holiday facilities worldwide with envi- TUI EcoResort. The in-house quality label EcoResort
Cala Serena on ronment-friendly management receive the TUI Environ- for hotel and club facilities in the TUI Hotels & Resorts
Majorca portfolio was introduced in 2006. It is awarded to facili-
ties meeting the defined core criteria:

Experience nature. Experience nature and the envi-


ronment at first hand. EcoResorts offer their guests
the opportunity of experiencing nature close up –
either in the hotel’s own inviting gardens or in near-
by outstanding natural countryside.
Health and quality. Holidays in EcoResorts equates
with relaxation and feeling good. Special emphasis is
placed on obviating stress, activities for promoting
health and ecological quality. For instance local and
regional products from ecological farming are the
preferred choice.
Commitment to sustainable development. EcoResorts
cooperate with nature conservation organisations,
are involved in cultural and social projects and sensi-

80 TUI Sustainability Report 2009/2010


tise staff in the holiday country to environmental Blue Village. For many years, the Scandinavian tour BlueVillage®
issues operators of TUI Nordic have cooperated with the Blue
High standards of ecological efficiency. The environ- Village hotels, committed to observing the sustain-
mental protection in EcoResorts is at a high level and ability criteria defined in the WWF Code of Conduct
guarantees careful use of resources without compro- for Responsible Tourism, including:
mising comfort. It includes for instance waste and Appointing an environmental officer
waste water management, water and energy saving Recycling and conservation of resources
measures as well as often the use of renewable Predominantly using local products and having a
energy. written environmental plan
Certified environment protection. The environmental Implementing the Code of Conduct against Commer-
management system of the EcoResorts are checked cial Sexual Exploitation of Children published by the
by independent, accredited specialists and certified international human rights organisation ECPAT as an
in accordance with a recognised national or internati- essential element of customer sensitisation
onal environmental standard, such as ISO 14001.
Working with Atlantica Hotels, TUI Nordic established
Apart from environmental quality assurance, EcoResorts the Atlantica Aegean Blue Village in Rhodes. The hotel,
also pursue sustainable development in holiday regions. opened in April 2009, aims to fully avoid use of fossil
The number of TUI Hotels & Resorts facilities awarded sources of energy and thus minimise carbon emissions.
the label rose from 24 in 2006/07 to 48 in 2009/10. In It also plans to significantly lower its water and electri-
the summer of 2010, 50 hotel and club complexes will city consumption.
be entitled to carry the quality label.

Travelife. With the introduction of Travelife in 2007,


TUI Travel has supported an internationally recognised
quality label for sustainable hotel management promo- www.travelife.eu
ted by the EU. The scoring system underlying Travelife
enables tourism companies to check and optimise their
sustainability management themselves as a first step.
This is a simple self-assessment tool for suppliers.

In order to meet this quality standard, the hotels have


to launch sustainability organisation and management
programmes, manage their impact on the environment,
take account of social justice, promote the local com-
munity and establish a stakeholder network. The main Please go to www.
goals of the Travelife system are to achieve high custo- ecoresort-tui.com
mer satisfaction and promote the quality of life for for a complete list
the local population living in the destinations. Trained of the award-win-
auditors check these criteria during the audit. Having ning hotels
successfully completed certification, the hotels are
granted a Gold, Silver or Bronze Award.

TUI Sustainability Report 2009/2010 81


6

Involvement and support of suppliers The Chocolate Tour creates additional income for
In order to reinforce the sustainability commitment the local cocoa farmers and contributes to combating
by contracting partners, a Sustainable Development poverty in the region.
Addendum for hotel contracts developed by TUI UK &
Ireland in 2009 will successively be introduced. In the In 2009, TUI Deutschland and the local tour operator
course of the forthcoming financial year, the addendum Beluga School for Life Charity Travel jointly designed
will be embedded into the contracting processes of an excursion to the Beluga School for Life in Thailand.
the Mainstream Sector Northern Region and Western This aid project for orphans and children in need in
Europe and in the Specialist & Emerging Markets Khao Lak, founded in 2004, emphasises psychosocial
Sector. Hoteliers signing the addendum commit to provision for victims of the 2004 tsunami. The visitors
initiating or continuing a sustainability programme in get to know the village community, their everyday life
order to manage the impact of their business activity and traditional crafts and cuisine.
on nature and the environment, employees and the
local community. In cooperation
Local crafts in with the Global
Sri Lanka TUI does not only demand that strict environmental Nature Fund
standards be met but actively supports its hotel part- (GNF), a nature
ners in looking for future-oriented solutions. and culture trip
to the mangroves
The www.tui-ecohotel.de forum was created to pro- in Sri Lanka was
mote intensive exchange. It offers suppliers compre- developed in 2009.
hensive information and assistance in taking their The excursion
environmental management a stage further. At the takes the parti-
same time, it promotes the cross-border exchange cipants to Lake
of best practice examples. Hoteliers can enter their Madampa in the
current environmental programmes in an interactive tsunamistricken
checklist. They will then immediately be informed Ambalangoda
whether these programmes meet TUI’s minimum region, enabling
environmental standards. them to learn the methods of local fishermen and ex-
plore indigenous bird life. The local education centre
Sustainable excursion portfolio offers detailed information about biodiversity in the
Sustainable excursion programmes focus on offering lake. Our guests are subsequently introduced to local
guests profound insights into a country, its culture and decorative crafts and cinnamon cultivation.
people and enhancing their understanding of local
traditions and the local way of life. Our aim is to con-
tinually expand this range of excursions: under the New
Encounters label, Nouvelles Frontières, TUI Nederland
and First Choice Netherlands sell sustainable excursion
products, designed to encourage encounters with and
support for the local population. Examples include the
Chocolate Tour in the Dominican Republic, developed
by TUI Nederland in cooperation with Cordaid and
www.cordaid.nl PASEO. The excursion offers our guests insights into
www.paseo.nu the harvesting and production of fair trade cocoa.

82 TUI Sustainability Report 2009/2010


Wildlife Watching. Whale-watching excursions meeting Volunteering
strict standards contribute to the protection of en- In the summer of 2009, the volunteer travel portfolio
dangered populations. A TUI Travel policy published of i-to-i Travel was launched in the German market.
in 2008 promotes the Group-wide introduction of Customers combine travel experiences with voluntary
sustainable wildlife watching. The policy has been social or ecological activities. In more than 20 destina-
communicated to all agencies and contracting part- tions, locals organise environmental or community
ners in the destinations. In cooperation with the nature projects supported through the hands-on assistance
conservation organisations Sociedad Española de of our guests on site.
Cetáceos (Tenerife) and M.E.E.R. e. V. (La Gomera and www.volunteer-
Tenerife), TUI has devised whale-watching trips in the The specialist tour operator Hands-on-Adventures, reisen.de
Canaries that meet sustainability and species conser- established in 2008, attracts customers by promising
vation principles and sensitise holidaymakers to the an adventure: gaining hands-on experience of foreign
issues through trained attendants and information cultures and natural landscapes by working in develop-
material. ment and protection projects. The portfolio currently
comprises 14 tours, including species conservation pro-
Zoos and aquariums. The Group Captive Animal Wel- jects such as a bear monitoring programme in Slovakia
fare Guidance sets out, inter alia, minimum standards or living and working with San bushmen in the north
for dolphinariums offered by Group tour operators. of Namibia.
The criteria are based on the international animal and
species conservation rules of the Washington Conventi- Climate-friendly products More details on
on for the Protection of Endangered Species (CITES) TUI Nordic offers its green-minded customers a climate- carbon offsetting
and the International Union for Conservation of Nature friendly alternative to conventional air travel. Guests of in the chapter on
(IUCN). By the end of 2010, 20 dolphinariums included Blue Train Holidays take the night train from Malmö in “Climate Action”
in TUI offerings are to have been certified by the Dutch Sweden to many European holiday regions, combining
Dolphin Fund foundation. The foundation carries out comfort and sustainable mobility.
its certification programme on the basis of the Travelife
standards for dolphinariums. If a dolphinarium does not Many tour operators and airlines in the TUI Group offer
meet the minimum requirements, it is swiftly removed their customers schemes to offset the carbon emissions
from the TUI programme. In 2009, the dolphinarium caused by their holiday flight in the form of a voluntary
audit resulted in the decision to cancel sales of tickets donation. Guests travelling with TUI Deutschland can
for two Turkish dolphinariums that did not meet the offset the carbon emissions of their entire holiday
defined criteria. through the TUI climate initiative.

TUI customers using the TUI Card take part in the


Bonitos bonus programme. Since 2009, they have been
able to donate their points to a climate project. The
project is coordinated by the Swiss foundation mycli- www.myclimate.org
mate and helps to cut carbon emissions and protect
the climate. Bonitos can also be invested in trees in
the TUI Forest on Mallorca. The reforestation project
was launched in 2009 on a 48-hectare area in the Parc
de Llevant natural park.
.

TUI Sustainability Report 2009/2010 83


6

Customer sensitisation affinity to the brand, which according to recent studies


In 2009, guests and employees of the Egyptian may account for a market share of 25 to 30 %. An inter-
ROBINSON Club Soma Bay were again given the active world map guides prospective customers to
opportunity to experience the fascination of coral offerings meeting their wish list.
reefs and actively support the protection of these
reefs. In cooperation with the reef protection initiative The British First Choice tour operator published its
Reef Check, scientists provided information about the Greener Holidays brochure for the first time in 2009.
endangered biodiversity in coral reefs and simple pro- The online brochure features sustainable travel prod-
tection measures. In subsequent diving rounds, custo- ucts offered by the company and presents particularly
www.reefcheck.de
mers supported the work of the scientists, e. g. by environment-friendly hotels.
counting the species present. In 2010, this two-week
project will again be offered twice. TUI destination monitoring
www.firstchoice. In order to secure the quality of the environment in our
co.uk/greener- Hapag-Lloyd Kreuzfahrten offers tours to ecologically holiday regions, the local TUI staff in charge have been
holidays highly sensitive areas. The requirements and provisions preparing reports about the current environmental
for the planned route, landing sites and excursion de- situation and social development since 1992. This in-
stinations are already carefully taken into account in formation is used for product and quality management
developing the product. As a member of the Internatio- purposes by TUI employees and for process optimisa-
nal Association of Antarctica Tour Operators (IAATO), tion by the TUI Service. It is also used to sensitise the
Hapag-Lloyd Kreuzfahrten already informs all guests local population and those in charge of tourism in the
prior to departure about the IAATO code of conduct regions.
for Antarctic travellers. Experts inform passengers on
board about the specificities of the eco-systems they A web-based system is used to collect data on the
will visit and the threats to these systems. following factors:
Climate change and air quality
Since 1991, the UNESCO World Heritage Centre (WHC) Energy management
has implemented a World Heritage Tourism Programme, Water and wastewater management
aimed at contributing to the long-term valorisation of Waste management
world heritage sites by means of sustainable tourism. Water and beach quality, coastal protection
TUI supports this goal by offering excursions and round Landscape and building development
trips to numerous world culture and heritage locations. Nature and culture
It specifically refers to the programme in tour descrip- Sustainable product offerings
tions and the Nature and the Environment boxes in Environment policy, sustainable development
the brochures printed by TUI Deutschland, TUI Austria, Cooperation with the local community
TUI Suisse and TUI Poland. This move helps to raise
consumers’ awareness of the UNESCO World Heritage The reports are analysed so that we constantly have
Programme and of the need to preserve the world up-to-date information on the individual holiday
heritage. regions available, which we include in our brochures
for the benefit of our customers.
In 2008, TUI Deutschland pooled its portfolio of envi-
ronmentally friendly and sustainable products for the
first time. The online brochure “TUI Grüne Welten”
(TUI Green Worlds) attracts the growing LOHAS (Life-
style of Health and Sustainability) target group with an

84 TUI Sustainability Report 2009/2010


Consumer Information

Tested service quality European nature parks, employees of TUI AG and TUI
In September 2009, TÜV-Süd awarded the TÜV label Deutschland informed visitors about sustainable tour-
for excellent service quality to the TUI Leisure Travel ism in protected areas. The TUI booth also presented
retail outlets for the fourth time in succession. TUI Business & Biodiversity. The fringe programme at
Reisecenter, FIRST Reisebüro and Hapag-Lloyd Reise- the trade fair also served to present TUI biodiversity
büro achieved an overall score of 1.89 in the certifica- initiatives and the work done by the Business & Bio-
tion process. Customers will be able to recognise the diversity Initiative. In addition, TUI presented the first
award-winning travel agencies through a sticker placed few joint initiatives carried out with the Balearic Minis-
near the entry. The travel agencies had to complete an try for the Environment under the framework agree-
audit. The quality of their services was also tested by ment on the sustainable development of the Balearics
mystery shoppers on site, by phone and by email. concluded in 2009.

In March 2009, TUI AG actively participated in Cor- TUI Leisure Travel


porate Social Responsibility Day at the International receives the TÜV
Tourism Fair (Internationale Tourismus Börse ITB) in label
Berlin. The discussions focused on opportunities and
challenges related to responsible corporate manage-
ment in the tourism sector.

TUI Travel outlined its commitment at the Responsible


Tourism Day held during the World Travel Market (WTM)
in London in November 2009. CEO Peter Long took the
Hot Seat, answering questions on TUI Travel’s sustain-
ability agenda.

Presentation at trade fairs and congresses Education and sensitisation


In February 2009, the 19th Reisepavillion, an Inter- Working closely with the Federal Office for Nature
national Trade Fair for Alternative Travel, was opened Preservation (BfN), TUI AG developed a souvenir guide
in Munich, alongside the leisure trade fair f.re.e. In called “Der kleine TUI Artenschützer” (TUI’s Little
cooperation with the EUROPARC Federation and Guide to Protecting Species) in 2009. It is handed out
to TUI guests at the welcome events in their hotels in
more than 20 holiday destinations in which trading in
illegal souvenirs poses a major problem for internatio-
nal species protection. By purchasing certain products,
holidaymakers frequently unknowingly commit an of-
fence or even a crime. Trading in illegal souvenirs may
be punishable by fine or even imprisonment. The TUI
guide motivates customers to buy alternative, fair sou-
venirs that also sustainably promote the local economy.

Reisepavillon 2009,
Thai delegation of
tourism planners

TUI Sustainability Report 2009/2010 85


6

Product labelling for conscious consumer


decisions
We offer credible and transparent information to our
customers to enable them to include sustainability
aspects in their travel plans and decisions. The labels
we use to mark our offerings accordingly are outlined in
greater detail in the chapter on “Sustainable product
development”. Many tour operators in the TUI Group
already use their travel brochures to inform customers
about the environmental situation and cultural particu-
larities in the host countries prior to departure.

Controversial issues
Travel may raise questions – especially if the govern-
ment of a host country is accused of violating funda-
mental human rights. For a few years now, for instance,
there has been a public debate worldwide on whether
travelling to Burma/Myanmar should not be boycotted.
This unsettles people: should you travel at all, and if so,
what should your attitude be? Travel decisions have to
be carefully taken. In the TUI Group, current develop-
ments are permanently followed and discussed. We be-
lieve that tourism can make a fundamental contribution
to opening up a country, promoting intercultural under-
standing and improving the living conditions of the local
population. Prior to departure, TUI gives its customers
the facts, e.g. through its brochures and on the inter-
net, and seeks to enable them to take informed pur-
chasing decisions.

More details at:


www.fairunterwegs.ch
www.respect.at
www.tourism-watch.de
www.amnesty.org

86 TUI Sustainability Report 2009/2010


TUI “Page 3”
Holiday and
responsibility

TUI Sustainability Report 2009/2010 87


6 Safety and Crisis Management

Safety A total of nine criteria were defined and examined:


The safety requirements of our guests have continually Crisis management objectives
risen. Natural disasters and terrorist attacks have also Crisis prevention
affected tourism destinations in recent years. Especially Crisis identification, analysis and evaluation
when unforeseeable events occur, our guests expect Monitoring activities as part of crisis management
reliable safety instructions, assistance and local in tourism
contacts. Crisis communication
Monitoring and adjustment of the measures applied
Regular safety checks in our hotels and training pro- Structural organisation
grammes for our employees and tour reps are impor- Documentation
tant measures to prevent critical situations arising. Our
crisis manual documents workflows and processes. In Crisis management by the tour operator will now in-
addition, the tour operator TUI Deutschland has a crisis clude an additional element: a TUI liaison officer will
room equipped with state-of-the-art communication be available to take care of customers particularly hard
technology in Hanover. hit by crisis situations such as traffic or other accidents,
natural disasters or terrorist attacks.
Certified crisis management
TUI consistently updates its safety standards. TUI Support in crisis situation
Deutschland was again the only tour operator to obtain If a crisis situation occurs, TUI guests are flown out of
certification of its tourism crisis management by exter- the stricken areas as quickly as possible. They also re-
nal auditors PricewaterhouseCoopers (PwC). Based ceive direct support wherever the situation has arisen:
on the results of a comprehensive, independent audit, TUIfly’s Family Assistance Team and the Emergency
TUI Deutschland was the first company to obtain the Care Team, consisting of staff volunteers, take care of
top status “Certified”, based on standards for crisis the guests on site in acute stress situations.
management in tourism developed by PwC. It was
designed in line with nationally and internationally Family Assistance Team. The TUIfly Family Assistance
recognised risk management and quality standards. Team was set up back in 1998. In the same year, the
management of the airline also started to recruit and
train staff volunteers. The three-day basic training
scheme and the follow-up courses were carried out
by an external trainer. The volunteers learn basic dis-
cussion management skills, how to take care of people
in crisis situations and how to handle stress and grief
reactions. The first assignment of the team occurred in
2000 when an emergency landing took place in Vienna.
Since then, the Family Assistance Team has been deve-
loping further and currently comprises around 100 staff
volunteers. Apart from personal contact with and care
for the victims, behind-the-scenes activities in the
event of an incident include organisational tasks such
as providing blankets and coordinating operations. The
Team members also assist their TUIfly colleagues in ex-
ceptional situations such as an on-board death.

88 TUI Sustainability Report 2009/2010


Emergency Care Team. In 2001, the TUI Group put safety risks at the workplace. Trained teams also
together a second team to support holidaymakers in undertake regular inspections of TUI Travel suppliers
crisis situations. The key goal of this initiative driven by in order to assess various health and safety factors.
TUI staff is to “be there” for the people affected, their These inspections also serve to assure quality and
relatives and employees in acute stress situations. The promote environmental protection.
members of the Emergency Care Team complement
the work of first aid teams and trained psychothera- “Bathing Safety 2010“
pists simply by being available on site for the people The bathing safety initiative Blausand.de has chosen
affected and helping them to find their bearings. The TUI as its Tour Operator of 2009. This award is based
Emergency Care Team comprises around 240 voluntary on a study conducted by Blausand.de to check how
staff members prepared to help other people in bor- bathing safety is handled by tour operators. The ex-
derline situations. To qualify as a team member, an perts have confirmed that TUI Deutschland is playing
employee has to display qualities such as communica- a pioneering role in featuring bathing safety issues in
tion skills, stress tolerance, flexibility and listening skills. its brochures, travel documents and information kits.
The team members complete a three-day basic training The company also offers training to tour reps so that
and subsequently take part in annual one-day follow- they can actively inform holidaymakers about potential
up programmes. bathing risks in the holiday destination. TUI works
closely with local communities, hotels and lifesavers
Crisis simulation exercise 2009. In February 2009, one in holiday destinations so as to remain aware of any
of the largest crisis simulation exercises in Germany dangers and take preventive action accordingly.
took place at Hanover airport. The simulation was built
around a hostage-taking scenario on board a TUIfly
Boeing 737, with four hijackers holding 115 passengers,
six crew members and a technician. A total of 1,560
persons were involved in the test run for a genuine
emergency, including around 900 policemen and staff
members of TUIfly and TUI Deutschland. The crisis
staff from the two companies stayed with the simulati-
on exercise until it ended late at night. TUIfly emplo-
yees played the hijacked passengers and their worried
relatives at the airport, looked after by colleagues from
TUIfly’s crisis team with the support of staff of TUI
Deutschland and Hanover airport. The simulation also
included emergency press relations. The experience
and insights gained from the simulation will feed direct-
ly into crisis management updates.

Health & Safety


The Group Health and Safety department at TUI Travel
supports the Group companies in implementing a safety
management system. Staff members can use specifical-
ly designed online tools to find out more about safety
issues. Training is provided to help TUI staff adopt the
right behaviour in emergencies and avoid health and

TUI Sustainability Report 2009/2010 89


We assume responsibility. Not just for contents and
design, but also for production. The paper used for the
present report has been produced from forests mana-
ged in line with social, economic and ecological sustain-
ability criteria and meets the standards of the FSC
Mixed Sources category.

Care has been taken to ensure that the printwork


has been climate-neutral. The natureOffice process
ensures that all direct or indirect carbon emissions
from printing, paper production, transportation,
processing and logistics are fully recorded and offset.

The environmental management system of Benatzky


Druck & Medien has been certified under ISO 14001.
GRI Index GRI Indicator Status Reference

“Guests in Paradise”, TUI AG’s Sustainability Report


Profil
2009/2010, complies with the current Global Reporting 1. Strategy and Analysis
Initiative Guidelines (G3) at Application Level B. This 1.1 Statement from Chief Executive Officer P. 4-5
was confirmed by the Global Reporting 1.2
Description of key impacts, risks and
P. 4-5, 12, 22, 35; AR 60-61, 65-74
opportunities on sustainability
Initiative review.
2. Organisational Profile
2.1 Name of the organisation C1
The following index lists all GRI indicators 2.2 Primary brands, products and services C3; P. 80-87; AR 9-12
and their current status, i.e. the extent to which TUI AG 2.3
Organisational structure and main
C3-4; P. 23; AR 8-12
divisions
reflects these indicators in its sustainability reporting.
2.4 Location of organisation’s headquarters C8; AR 8
Apart from the contents of this Report, additional in- 2.5 Countries of business activities C3; P.16; AR 8-12, 26-33
formation can be found in the latest Annual Report 2.6 Ownership and legal form AR 8, 104
from TUI AG and on the Group website. 2.7 Markets served AR 9-12, 26-33
2.8 Scale of organisation C3; P. 23; AR 8-12

References 2.9
Significant changes regarding size,
C3; AR 6-8
structure or ownership
P. page in the Sustainability Report 2.10 Awards received in the reporting period P. 31, 53, 58-59; www
C cover page in the Sustainability Report 3. Report Parameters
AR page in TUI AG’s Annual Report 2009 3.1 Reporting period P.13, 17, 26; www
www report.tui-sustainability.com 3.2 Date of previous report www
3.3 Reporting cycle www

Status 3.4 Contact point regarding the report C7


3.5
full report Process for defining report content P. 22-23, 26
3.6 Boundary of the report P.17, 26, www
partial report
3.7 Limitations on the scope P. 26; www
no report/not applicable 3.8 Joint ventures and subsidiaries P. 26; www
Data measurement techniques and
3.9 P.17, 26
Indicators bases of calculation
3.10 Effects of re-statements of information P.17, 26; www
EN1 core indicator
3.11 Changes from previous reporting periods www
EN5 additional indicator 3.12 GRI Content Index C 5-6
3.13 External assurance for the report P.17
Governance, Commitments and
4.
Engagement
4.1 Governance structure of the organisation P. 8-11; AR 58-60, 64, 98-100

Explanation whether the Chair of the


4.2 highest governance body is also an AR 92; www
executive officer
Independent members of the highest
4.3 www
governance body (without unitary board)
Mechanisms for shareholders and em-
4.4 ployees to provide recommendations to P. 22, AR 60, 105
the highest governance body

Linkage between compensation for


4.5 members of the highest governance body AR 75-80
and the organization’s performance
Processes in place for the highest gover-
4.6 P.8-11, 22-23; AR 105
nance body to avoid conflicts of interest

Processes for determining the qualifica-


tions of the members of the highest
4.7 P. 4-5, 8-9; AR 62-63
governance body for guiding sustaina-
bility aspects

Statements of mission, codes of conduct P. 8-11, 40, 66, 83; AR 46, 58, 62-63,
4.8
and principles 111
Procedures of the highest governance
4.9 body for overseeing the sustainability P. 8-11; www
performance

Processes for evaluating the highest


4.10 governance body’s own sustainability P. 8-11, 22, 31
performance

4.11 Precautionary approach P. 8-12; AR 65


External initiatives to which the
4.12 P. 27-31, 37, 47-49, 67, 72-73, 82-84
organization subscribes or endorses
4.13 Memberships P. 27-30, AR 85-86
4.14 Stakeholder groups P. 22-23
4.15 Identification of stakeholders P. 22-23
4.16 Approaches to stakeholder engagement P. 22-23, 27-31
Key topics and concerns through
4.17 U7; P. 22; AR 105; www
stakeholder
Economic Performance Indicators Social Performance Indicators
Management approach P. 4-5, 8-12; AR 58-63 Labour Practices and Decent Work

EC1 Direct economic value generated P.13-14; AR 18-19, 36, 47 Management approach P.4-5, 22-24, 56-63; AR 82-83, 107-111

Financial implications due to climate Total workforce by employment type


EC2 P. 34-35; www LA1 P.15-16; AR 82-83
change and region

EC3 Coverage of benefit plan obligations P.17; AR 79, 83 LA2 Rate of employee turnover P.15-16; AR 82-83

Financial assistance received from LA3 Benefits provided to full-time employees –


EC4 AR 7; www
government
Percentage of employees covered by
LA4 P. 62; www
Ratio of standard entry level wage collective bargaining agreements
EC5 –
compared to local minimum wage
Notice periods regarding operational
LA5 P. 62; www
EC6 Selection of locally-based suppliers P. 82; www changes

EC7 Procedure for local hiring P.15-16; AR 108 LA6 Worker health and safety committees P. 62; AR 110-111

Infrastructure investments and services LA7 Rates of injury and occupational diseases P. 59; www
EC8 P.72-73, 77, 82
provided primarily for public benefit
LA8 Education regarding serious diseases P.59
EC9 Indirect economic impacts P.72-73, 82
Health and safety agreements with
LA9 –
trade unions
Environmental Performance Indicators LA10 Trainings per employee P.56-58; www
Management approach P.4-5, 22-24, 34-35, 42-43; AR 84, 107
LA11 Programs for lifelong learning P.57-58
EN1 Materials used by weight or volume P.18-19; www Performance and career development
LA12 –
Percentage of materials used that are reviews
EN2 P.19, 50-52; www
recycled input materials LA13 Composition of governance bodies AR 59, 107-109
EN3 Direct energy consumption P.18 LA14 Ratio of basic salary of men to women –
EN4 Indirect energy consumption P.18 Human Rights
EN5 Energy saved P. 36-39, 50 Management approach P.4-5, 66-68

Initiatives to provide energy-efficient or Investment agreements that include


EN6 renewable energy based products and P. 36-39, 50 HR1 human rights clause or that have under- P.10-11, 66-67
services gone human rights screening
Initiatives to reduce indirect energy HR2 Screening of suppliers P. 80-82; www
EN7 P. 36-39, 50
consumption
HR3 Trainings concerning human rights P.11, 66
EN8 Total water withdrawal by source P.19, 51
Incidents of discrimination and
HR4 P.11, 66
EN9 Affected water sources – actions taken
EN10 Ratio of recycled and reused water – HR5 Exercise of freedom of association P.11, 66
Location and size of areas with high HR6 Child labour P.11, 66; www
EN11 P.44-45
biodiversity
HR7 Forced and compulsory labour P.11, 66; www
EN12 Impacts of activities in protected areas P.42-49
HR8 Training of security personal –
EN13 Habitats protected or restored P. 47-49 Violations involving rights of indigenous
HR9 –
people
Strategies for managing impacts on
EN14 P. 42-43 Society
biodiversity
Management approach P.4-5, 66-68
EN15 Endangered species P. 47-48
SO1 Impacts on community P.72-73, 77, 82
EN16 Greenhouse gas emissions P.18-19; AR 84-85
SO2 Risks related to corruption P.11
EN17 Other greenhouse gas emissions P.18-19
Initiatives to reduce greenhouse SO3 Trainings regarding anti-corruption P.11
EN18 P. 36-41
gas emissions Actions taken in response to incidents
SO4 P.8-11; www
EN19 Emissions of ozone-depleting substances P.18-19; www of corruption
Positions and participation in public
EN20 NO x , SO x and other air emissions P.19 SO5 P. 27-29; www
policy development and lobbying
EN21 Total water discharge www
SO6 Contributions to political parties –
Total weight of waste (by type and
EN22 P.19; 50-52 www SO7 Anti-competitive behavior –
disposal method)
Fines for non-compliance with laws
EN23 Total number of spills www SO8 www
and regulations
EN24 Transport of hazardous waste –
Product Responsibility
Impact of discharged water on
EN25 P.45 Management approach P.4-5, 80-87
biodiversity
Health and safety impacts along product
Initiatives to mitigate environmental PR1 P. 80-87
EN26 P. 36-41, 48-53, 77 life cycle
impacts
Non-compliance with regulations
EN27 Recycling of packaging material P. 52 PR2 –
concerning health and safety
Fines and sanctions for non-compliance
EN28 www PR3 Product and service information P. 53, 80-81, 83, 85-87
with environmental regulations
Non-compliance with regulations
EN29 Impacts of transport and traffic www PR4 –
concerning product information
Total environmental protection
EN30 – PR5 Customer satisfaction P.82-84; www
expenditures
Programs for adherence to laws and
PR6 www
voluntary codes related to promotion
Non-compliance with regulations
PR7 www
concerning marketing
Complaints regarding breaches of
PR8 –
customer privacy
Fines for non-compliance with regula-
PR9 tions concerning use of products and www
services
Contact

Editor Layout and Production


TUI AG add-wise Büro für Design, Michael Kalde
Karl-Wiechert-Allee 4 www.add-wise.de
30625 Hanover
Germany Photography
TUI employees
Internet ECPAT
www.tui-group.com Gesellschaft für Technische Zusammenarbeit (GTZ)
www.tui-sustainability.com Global Nature Fund
Hapag-Lloyd Kreuzfahrten
Group Environmental Management/ Group works council
Sustainable Development myclimate
Martina Basse, Mike Brauner, Mila Dahle, Peter Maffay Stiftung
Kerstin Sobania, Andreas Vermöhlen ROBINSON Club
E-Mail: sustainability@tui.com SOS Tartarugas
Phone: +49 (0) 511 566 2201 TUI Deutschland
Telefax: +49 (0) 511 566 2222 TUI Foundation
World of TUI Picture Pool
Group Communications
E-Mail: presse@tui.com Printing
Phone: +49 (0) 511 566 1408 Benatzky Druck & Medien
Telefax: +49 (0) 511 566 1166 www.benatzky.de

Investor Relations Feedback


E-Mail: investor.relations@tui.com The dialogue with you is important to us!
Phone: +49 (0) 511 566 1425 Get into contact: sustainability@tui.com
Telefax: +49 (0) 511 566 1096
This report is available in German and English. Both
Group HR versions can be requested via: sustainability@tui.com
E-Mail: personalwesen@tui.com A digital version can also be downloaded on the
Phone: +49 (0) 511 566 1283 internet: www.tui-group.com
Telefax: +49 (0) 511 566 1153
Editorial deadline: 31 Dec 2009
Health and Diversity
E-Mail: charta-der-vielfalt@tui.com
Phone: +49 (0) 511 566 1422
Telefax: +49 (0) 511 566 1153

Compliance Office
E-Mail: compliance@tui.com
Phone: +49 (0) 511 566 1799
TUI AG Group Environmental Management/Sustainable Development
Karl-Wiechert-Allee 4
30625 Hanover
Germany

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