Professional Documents
Culture Documents
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
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.
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.
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
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
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.
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
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.
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
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
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
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.
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
* 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
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 %)
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
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.
“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.
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.
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.
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.
Season
W07/08
S08
W08/09
S09
W09/10
S10
W10/11
S11
W11/12
S12
W12/13
S13
W13/14
S14
Saison
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
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)
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
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.
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
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
TUI Hotels & Resorts Use typical regional plants in designing hotel grounds Use more endemic plants in gardens
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.
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.
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.
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
Team Spirit
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.
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
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.
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.
Select Committee
of the TUI Europe-
an Forum 2009
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
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.
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.
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:
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.
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.
Reisepavillon 2009,
Thai delegation of
tourism planners
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.
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
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
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
EC3 Coverage of benefit plan obligations P.17; AR 79, 83 LA2 Rate of employee turnover P.15-16; AR 82-83
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
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