Tinkers sustainability advice pack

2017- 2030 Sustainability Advice Pack Employee numbers 1550624, 1504764, 1401621, 1502622, 1500908.

Sustainable Business Management BML210

Who are we?

Tinkers

is an organisation with huge ambition. Our dream is to guide Walt Disney World Orlando resort into the largest ‘green’ entertainment complex the world has ever seen. Our recent integration with The Walt Disney Company has meant we are working hard to devise our 2017-2030 sustainability strategy. Combining our expertise and determination with The Walt Disney Company’s cooperation and funding, we will be sure to make the next 13 years historical in the globe’s response to Climate Change.

Table of Contents: Walt Disney World’s Product and Sustainability Issues...................................................................... 2 Purchasing (Goods & Services) ........................................................................................................... 3 Communications & Marketing ............................................................................................................ 7 Waste Management ......................................................................................................................... 12 Utilities .............................................................................................................................................. 15 Transport........................................................................................................................................... 21 Implementation Advice and Conclusions ......................................................................................... 24 References ........................................................................................................................................ 25

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Walt Disney World’s Product and Sustainability Issues Walt Disney World is an entertainment complex in Florida, United States. The resort is the flagship destination of Disney's worldwide corporate enterprise. Exceeding 50 million visitors in 2015 (Themed Entertainment Solution and AECOM, 2015), Walt Disney World is the number one amusement park worldwide. However, with a business this size comes many environmental, social and economic impacts, which all have a harmful impact on the environment.

Walt Disney World, Florida, provides a range of entertainment attractions. These include rollercoasters, water parks, live stage shows, parades, firework shows and many dining and accommodation complexes. Attracting a wide range of customers, Walt Disney World has the opportunity to be a leader in sustainability and inspire other businesses to make the same environmentally friendly steps.

Waste is an inevitable bi-product of all organisations, it is a significantly large issue for a company the size of Walt Disney World. It is important for the company to implement strategies and regulate its waste in order to secure a sustainable future. For example, attention should be especially focused on expanding the capacity of bio gas facilities.

With the sheer number of visitors, water and energy consumption within the park has a huge impact. This makes utilities the second major issue for Walt Disney World. There are many factors that need to be considered such as whether the sourcing of these resources are renewable and as efficient as possible.

Another main impact, maximised due to the number of visitors, is transport that customers take both from the airport to the resort and around the resort itself. There are many sustainable steps to improve the Walt Disney Word’s transport systems such as incentivising employees to use the public transport.

This Sustainability Advice Pack will explore a wider range of issues than discussed above.

Objectives, targets and measures will be designed for Walt Disney World to tackle sustainability issues throughout the corporation and lead them to be a pioneering sustainable business. With the funding and strategic partnerships available to the media conglomerate, it is necessary and viable to tackle the growing sustainability issue.

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[1401621]

Company Name:

Tinkers

Purchasing (Goods & Services) SUSTAINABLE ISSUE 1: 1. SUSTAINABLE OBJECTIVE: To increase local sourcing of food and supplies to Walt Disney World (The Walt Disney Company, 2012).

1. SUSTAINABLE TARGET: To decrease the amount of overseas sourcing of food and resources by 2026 to 60% and replace with local resources and supplies (Walt Disney World, 2016b; The Walt Disney Company, 2016f).

1. SUSTAINABLE MEASURE: a. Enforce a local sustainable sourcing policy (Morrisons UK, 2016a; Morrisons UK, 2016b). b. Support local farmers with sustainable initiatives (The Southern Co-operative Food, 2016a; Campaign to Protect Rural England, 2013). c. Advertise locally farmed and sourced products to customers within Walt Disney World with a standardised logo (Novacovici and Woofter, 2008; Red Tractor Assurance, 2016). d. To increase the production and use of Walt Disney Worlds own food resources as means of production (Piccirillo, 2008). e. Expand Walt Disney Worlds current sustainable restaurants, making an 100% locally and sustainably sourced menu (Walt Disney World, 2016f; International Tourism Partnership, 2013). f. Collaborate with the communications and marketing department to advocate local sourcing methods to customers using celebrity endorsement (Radha, 2013; Department for Environment, Food and Rural Affair, 2008).

SUSTAINABLE ISSUE 2: 2. SUSTAINABLE OBJECTIVE: To implement sustainable and ethical sourcing and farming methods (Unilever, 2016a).

2. SUSTAINABLE TARGET: By 2020, 90% of Walt Disney Worlds raw agricultural materials will be sustainably sourced (Unilever, 2014b).

2. SUSTAINABLE MEASURE: a. Cooperate with suppliers by giving financial support and resources to meet sustainable requirements (Emmett and Sood, 2010). b. Ensure that all of Walt Disney Worlds suppliers provide eco labelling on all products supplied to the park (Jones, 2010; Bozowski and Mizuno, 2004). c. Collaborate with the Marketing and Communications department, by organising yearly press releases and stakeholder meetings to publish Walt Disney Worlds sustainable purchasing initiatives (Novacovici and Woofter, 2008). d. Collaborate, with the Communications and Marketing department, to promote a ‘zero tolerance of child labour’ policy to suppliers (International Labour Organisation, 2016). e. Prepare and make public annual reports summarizing our supplier’s environmental 3

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activities (Deloitte and Touche, 1992). f. Provide regular communications to, and training for, suppliers to heighten awareness of environmental issues and sustainable initiatives (Deloitte and Touche, 1992). g. Invest £10 million every year with suppliers and farmers to accelerate the implementation of sustainable practices (Unilever, 2016a; The Walt Disney Company, 2016f).

SUSTAINABLE ISSUE 3: 3. SUSTAINABLE OJECTIVE: To increase employment of local residents at Walt Disney World (Walt Disney World, 2016e; Novacovici and Woofter, 2008).

3. SUSTAINABLE TARGET: By 2020, increase the employment of local residents to Walt Disney World by 10% (Walt Disney World, 2016e).

3. SUSTAINABLE MEASURE: a. Advertise graduate schemes within local universities (AECOM, 2016). b. Work with local career centres and local online recruitment agencies to advertise job opportunities (Indeed, 2016). c. Attend local school and college career days and advertise part time and summer work (Novacovici and Woofter, 2008). d. Offer work experience placements to locals (Novacovici and Woofter, 2008). e. Collaborate with the Transport department to provide public transport passes for local employees (Bourne and Joseph, 2016). f. Use LinkedIn as a networking resource to source new talent and potential employees (Broughton et al, 2013). g. Promote awareness of Walt Disney Worlds initiatives through means of education in the local area (Florida Golf Coast University, 2016).

SUSTAINABLE ISSUE 4: 4. SUSTAINABLE OBJECTIVE: To reduce any unnecessary packaging generated by suppliers (Novacovici and Woofter, 2008).

4. SUSTAINABLE TARGET: Decrease the amount of packaging used by suppliers by 20% and aim for all resources used to be 100% recyclable by 2025 (Unilever, 2016c).

4. SUSTAINABLE MEASURE: a. Purchase all foods in bulk to reduce individually wrapped or over-packaged items (Novacovici and Woofter, 2008). b. To collaborate with Waste Management to ensure all packaging bought into the park are labelled with recycling information to match the parks bins (Amberol, 2016; Jones, 2010; Bozowski and Mizuno, 2004). c. Invest in bio-degradable packaging solutions for supplier’s use and increase recyclable content within packaging (Coca- Cola, 2013; Biopac, 2016). d. Collaborate with the Communications and Marketing department to create a campaign to communicate and give information to suppliers about reducing packaging and waste (Sainsbury’s, 2016). e. Introduce “Disney’s Sustainable Suppliers Awards” as a scheme to incentivise current suppliers to be motivated to make bigger steps towards becoming sustainable (Sainsbury’s, 2011).

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SUSTAINABLE ISSUE 5: 5. SUSTAINABLE OBJECTIVE: To offer local businesses supplier opportunities within the park (The Walt Disney Company, 2016d).

5. SUSTAINABLE TARGET: By 2020, 25% of Walt Disney World food and coffee shops should be locally run (The Walt Disney Company, 2015).

5. SUSTAINABLE MEASURE: a. Establish a start-up scheme and provide initial grants to encourage local business start-ups (Young, 2012; Start Up Britain, 2016). b. Offer local businesses subsidised rent (Emmett and Snood, 2010). c. Distribute surveys within the supply chain once a year to ensure supplier satisfaction (Lockheed Martin, 2016).

SUSTAINABLE ISSUE 6: 6. SUSTAINABLE OBJECTIVE: To increase the amount of pre-consumer supplies and recyclable resources purchased across the park (Novacovici and Woofter, 2008).

6. SUSTAINABLE TARGET: By 2025, all products bought into the park should be 100% reusable or recyclable (Food SA, 2010).

6. SUSTAINABLE MEASURE: a. Ensure that all purchased paper resources are Forest Stewardship Council (FSC) certified (Novacovici and Woofter, 2008; The Walt Disney Company, 2012). b. Purchase reusable or biodegradable kitchen supplies (Novacovici and Woofter, 2008). c. Collaborate, with the Communication and Marketing department, to ensure all marketing resources are sustainably sourced (Jones, 2010). d. Partner with ‘Veg Ware’ to introduce completely decomposable catering materials into all of Walt Disney Worlds catering facilities (Vegware, 2016).

RELEVANT CASE STUDY: 

Merlin Entertainments, a competitor of Disney, emphasises their hand on approach with suppliers to ensure they are achieving high standards in order to move towards greater sustainability. This includes regular review meetings to make sure they are in line with their terms of agreement and if the strict standards are not met sanctions are applied (Merlin Entertainments, 2015c).

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Unilever is a keen representative of sustainable sourcing and are committed to continuous sustainable growth. They are keen to support businesses with approaches of continuous support and development. With their sustainable agricultural code, Unilever outline the compulsory requirements for suppliers and how working together will help to achieve their goal of a sustainable future (Unilever, 2016b).

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Currently, the Wave of American Flavours Restaurant within Walt Disney World is the parks only restaurant that promotes sustainability and local sourcing (Walt Disney World, 2016f).

The restaurant promotes its locally sourced and sustainable farming methods throughout the menu, whilst keeping the prices similar to other restaurants in the park. Disney have shown that it is possible to implement sustainable practices into their restaurants and that the market is present within the park.

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

Tesco (2014) is currently the leading brand for cutting unnecessary packaging from suppliers.

They say that their strong buying power provides an opportunity to influence its supply chain for the better (Wrap, 2016c). A simple operation like halving the lid weight of a plastic bottle on 500,000 units saved the equivalent CO2 emissions of 3 flights from London to San Francisco. When this is put to the scale of Walt Disney World the impacts are huge.

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[1500624]

Company Name:

Tinkers

Communications & Marketing SUSTAINABLE ISSUE 1: 1. SUSTAINABLE OBJECTIVE: Inspire children to make sustainable choices at home through an in-park educational program (Piccirillo, 2008; The Walt Disney Company, 2010).

1. SUSTASINABLE TARGET: By 2020, characters Moana and Maui will replace Lion King characters as environmental advocates in an EPCOT attraction; for the purpose of a sustainable choices program (Piccirillo, 2008; The Walt Disney Company, 2016g).

1. SUSTAINABLE MEASURES: a. Replace the ‘Environmental Fable’ EPCOT attraction with Moana characters; teaching children to recycle at home (Bowkett, 2001; Piccirillo, 2008; The Walt Disney Company, 2016g). b. Develop an activity booklet containing games, quizzes and how-to guides (using 100% post-consumer paper) for children and parents to interact with (Hampshire County Council, 2016; ISO, 2010; TGIP, 2001). c. In collaboration with the Waste department, implement a sticker reward system for children opting use refillable bottles over buying new ones (Merlin Entertainment, 2016b; TGIP, 2001). d. Increase publicity and press releases of Walt Disney World’s Earth Day activities – to inspire children to engage with the event at home (Novacovici and Woofter, 2008; The Walt Disney Company, 2010). e. Build upon global media networks, such as Disney Channel, Disney XD and Radio Disney, to incorporate more sustainability messages (The Walt Disney Company, 2010; Jones, 2010). f. Use children’s sustainability themed artwork (made in activity sessions) as signage in queues to communicate sustainable messages to families (Jones, 2010). g. Train ‘cast members’ associated with Moana in related environmental issues; empowering them to advocate good practices to children (Green Hotelier, 2016; Jones, 2010). h. Develop an ‘Eco village’, where children can engage in sustainability workshops/activities that are enforced by the Disney character Moana (Jones, 2010; Piccirillo, 2008). i. Work with the Waste department and Disney’s Imagineers to improve waste station signage, increase visibility and make more interactive for children (Amberol, 2016; Disney Citizenship, 2014; Jones, 2010). j. Provide electronic post-visit guides to assist families in applying sustainable practice at home (Jones, 2010; Weybrecht, 2010). k. Provide online guides and resources accessible to parents through Walt Disney World’s website (Weybrecht, 2010; The Walt Disney Company, 2016c).

SUSTAINABLE ISSUE 2: 2. SUSTAINABLE OBJECTIVE: To increase consumer awareness of Walt Disney World’s current Corporate Social Responsibilities (CSRs) (Jones, 2010; The Walt Disney Company, 2016b; The Walt Disney Company, 2016e).

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2. SUSTAINABLE TARGET: 30% increase in visits to ‘thewaltdisneycompany.com/environment’ website in the fiscal year 2018-2019 to boost customer interaction (Jones, 2010; The Walt Disney Company, 2016b).

2. SUSTAINABLE MEASURES: a. Increase accessibility to ‘thewaltdisneycompany.com/environment’ through effective search engine optimization (Novacovici and Woofter, 2008). b. Place all environmental initiatives, campaigns and reports into one, easy to navigate, website for customers to access. (Jones, 2016; Morsing and Schultz, 2006; Novacovici and Woofter, 2008). c. Incorporate QR codes onto posters and advertising campaigns to provide direct links to CSR webpages (IGD, 2016). d. Use Twitter and Facebook to increase stakeholder awareness of CSRs and promote the link into people’s newsfeeds (Weybrecht, 2010). e. Create a successful YouTube marketing campaign, where related website links can be promoted (Patagonia, 2016). f. Continue to publish Corporate Citizenship goals and achievements under the Disney band ‘Be Inspired’ (Disney, 2016; Jones, 2010).

SUSTAINABLE ISSUE 3: 3. SUSTAINABLE OBJECTIVE: Launch an online campaign on Child Labour in Third World Countries to encourage a conversation with stakeholders (Colgate – Palmolive, 2016a: Jones, 2010).

3. SUSTAINABLE TARGET: By 2020, receive 100 million views of Child Labour campaign video alongside 40,000 pledges to the same cause via the campaign website. (Colgate-Palmolive, 2016a) 3. SUSTAINABLE MEASURES: a. Develop a dedicated campaign website to assist ease of donations, pledges and access to NGO information (Colgate-Palmolive, 2016a; ISO, 2010; Jones, 2010). b. Release a short film, documenting the realities of child labour, as part of a global awareness campaign (Colgate-Palmolive, 2016a; Jones, 2010). c. Dwayne Johnson to endorse the campaigns short film to encourage more interaction with stakeholders (Radha, 2013; Wrap, 2016a; WWD, 2015). d. Publish ‘zero tolerance of child labour’ policy onto Walt Disney World’s ‘philanthropy’ webpage and within citizenship reports (The Walt Disney Company, 2016e; The Walt Disney Company, 2010; Nestlé, 2016). e. Communicate ‘zero tolerance of child labour’ policy throughout the supply chain, in collaboration with Purchasing departments (International Labour Organization, 2016; ISO, 2010; The Walt Disney Company, 2014). f. Create a social media campaign using ‘#stopchildlabour’; utilising Facebook, Twitter and Youtube (Colgate-Palmolive, 2016a; Weybrecht, 2010). g. Publish achievements and campaign correspondence on Walt Disney World’s corporate blog and on Walt Disney’s website (The Walt Disney Company, 2016c; Wrap, 2016a). h. Partner and collaborate with the Non-Governmental Organisation (NGO) ‘Child Labour Coalition’ to raise the profile and credibility of actions (Jones, 2010; Weybrecht, 2010; Child Labour Coalition, 2016). i. Disney’s ‘Imagineers’ to develop contactless donation points in-resort; allowing customers to donate a fixed $3 to an NGO using Disney Magic Bands or a contactless 8

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j.

card (Creditcall Ltd, 2016; Sloan et al., 2009; The Walt Disney Company, 2014).

Invite NGO representatives to Walt Disney World to advice stakeholders of the issue and engage in in-resort campaign activities (Dubach, 2000; Jones, 2010).

k. Offer optional focus groups and workshops to customers, with Disney Store Vouchers as incentives (ISO, 2010; Jones, 2010). l. Communicate campaign and highlighted socio-cultural issue through press releases (Novacovici and Woofter, 2008; Wrap, 2016a). m. Work with Transport departments to put advertising posters inside resort buses (Wrap, 2016a). n. Showcase the campaign video in all resort cinemas; post screening will allow opportunity to collect donations and information (Sloan et al., 2009; Wrap, 2016a).

SUSTAINABLE ISSUE 4: 4. SUSTAINABLE OBJECTIVE: To make in-resort communications more ‘green’ (Novacovici and Woofter, 2008).

4. SUSTAINABLE TARGET: By 2018, 100% of all necessary printed materials will be sustainably sourced (Jones, 2010; Novacovici and Woofter, 2008).

4. SUSTAINABLE MEASURES: a. Work with the Purchasing department to ensure all necessary printed materials are Forest Stewardship Council (FSC) certified (Forest Stewardship Council, 2016; Novacovici and Woofter, 2008). b. Meet with all Marketing and Advertising staff to discuss green printing practices, paper and ink choices (Jones, 2010). c. Send electronic communications instead of traditional paper mailings for publicity and fundraising (Novacovici and Woofter, 2008; WWF, 2016). d. When printing is unavoidable – work with vendors and contractors to develop an ecologically responsible design and production process (Novacovici and Woofter, 2008). e. All necessary printing to be printed using vegetable or soy-based inks to prevent air pollution from solvents (Esty and Winston, 2009; Novacovici and Woofter, 2008). f. All necessary printing to be printed on 100% post-consumer recycled and acid-free paper, as certified by Forest Stewardship Council or an equivalent forest certification scheme (Esty and Winston, 2009; Novacovici and Woofter, 2008; The Walt Disney Company, 2014). g. Provide tablets for employees attending meetings to reduce unnecessary paper use (Jones, 2010; Lancashire Telegraph, 2013; WWF, 2016). h. Introduce new intranet system to improve the efficiency of in-resort communications (TGIP, 2001; WWF, 2016). i. Partner with ‘International Sign Florida’ to innovate and introduce solar powered signage in Walt Disney World parks in collaboration with Utilities department (International C & C Corp., 2016; ISO, 2010).

SUSTAINABLE ISSUE 5: 5. SUSTAINABLE OBJECTIVE: To publish regular sustainability reports (Novacovici and Woofter, 2008: Pret A Manger, 2016).

5. SUSTAINABLE TARGET: To publish one sustainability report every fiscal year after 2018 (Epstein, 2008; Novacovici and Woofter, 2008; Pret A Manger, 2015).

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5. SUSTAINABLE MEASURES: a. Adhere to GRI standards of sustainability reporting, including GRI 200 (economic), GRI 300 (environmental) and GRI 400 (social) to create highly detailed annual reports (GRI, 2016; ISO, 2010; Sloan et al., 2009). b. Send a PDF version of report to every internal stakeholders to encourage further employee engagement (Esty and Winston, 2009; ISO, 2010).

SUSTAINABLE ISSUE 6: 6. SUSTAINABLE OBJECTIVE: To educate and empower Walt Disney World Florida’s internal stakeholders on sustainability issues (Fleischer, 2009).

6. SUSTAINABLE TARGET: 80% of resort employees to attend a quarterly seminar or engage with a green initiative by end of the 2018 fiscal year (Virgin Atlantic, 2016; Weybrecht, 2010).

6. SUSTAINABLE MEASURES: a. Run quarterly seminars for internal stakeholders; to communicate Disney’s CSR projects and Environmental achievements (Fleischer, 2009; Jones; 2010; The Walt Disney Company, 2010). b. Work with Disney’s VoluntEARS managers to create Green initiatives for employees to engage with (Disney Internships & Programs, 2016; ISO, 2010; Jones; 2010). c. Encourage employees and their families to participate in more VoluntEARS projects (Disney Internships & Programs, 2016). d. Allow employees the opportunity to have paid volunteering days for selected charities (The Southern Co-operative Limited, 2016b; The Walt Disney Company, 2016c; SSE, 2016). e. Include employee achievements within CSR reports and annual sustainability reports (Air Asia Berhad, 2015; The Walt Disney Company, 2010; Wales et al., 2010). f. Introduce ‘Tinker TV’ to keep employees informed of Walt Disney World’s campaigns, projects and CSRs (Dubach, 2000). g. Collaborate with the Utilities department to launch switch off campaign directed at staff to encourage power reducing behaviour (Cathie, 2016; Jones, 2010). h. Create a ‘Green Team’ of passionate employees and ‘cast members’ with intention to empower them to support causes/projects of their choosing (Fleischer, 2009; Harvard University, 2016). i. Introduce individual development plans for personal vitality and sustainable living (The Coca-Cola Company, 2016a; Weybrecht, 2010).

RELEVANT CASE STUDY:  EPOCT and Animal Kingdom are two resorts within Walt Disney World that currently promote a consistent environmental theme. EPCOT, the Experimental Prototype Community of Tomorrow, uses the beloved Lion King and Finding Nemo characters as environmental advocates to educate the visitors (Piccirillo, 2008: Walt Disney Company, 2016g). In Animal Kingdom there is a significant use of sustainability and conservation themes through iconic images such as the ‘Tree of Life’ and a ‘green’ Conservation Learning centre (Piccirillo, 2008). 

Colgate’s ‘#EveryDropCounts’ online campaign has gained consumer recognition through social media (Colgate-Palmolive, 2016b). The video published alongside the campaign has received over 80 million views to date (IBID). This campaign is a successful objective in their 2015-2020 sustainable strategy; aiming to increase awareness of water usage globally.

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On a smaller scale than Walt Disney World, Hyndburn Council has made it possible for their employees to purchase iPads to replace paper-use in offices and meetings (Lancashire 10

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Telegraph, 2013). This was intended to reduce costs of paper-based resources, consequently lowering their environmental impact. 

Virgin Atlantic has made measures to ensure their staff are engaged and inspired by the corporation’s environmental targets. Key initiatives, promotion opportunities and communication with Virgin’s internal stakeholders has been effective; whilst also conditioning a culture where ideas of employees are taken into consideration and developed upon (Virgin Atlantic, 2016).

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Pret A Manger is passionate in its attempt to be transparent about their greening strategy. The company releases an annual sustainability report that serves as a tool for detecting and renewing commitments (Pret A Manger, 2015). Periodically releasing such reports tend to increase transparency and boost employee morale (Esty and Winston, 2009; ISO, 2010).

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[1502622]

Company Name:

Tinkers

Waste Management SUSTAINABLE ISSUE 1: 1. SUSTAINABLE OBJECTIVE: To process 100% of animal waste into biogas (Karki, 2006).

SUSTAINABLE TARGET: By 2020, send 100% of animal waste to the Harvest power biogas treatment plant (Hojnacki et al, 2011).

1. SUSTAINABLE MEASURES: a. Collect animal waste fortnightly (Fulsoundar et al, 2013). b. Collaborate with the transport department to use bio-fuel powered transport that will take the waste to the biogas plant (GOV, 2015). c. Continue to compost animal waste until transport is available (Otis, 2016). d. Collaborate, with the Communications and Marketing department, to publish reviews against this target within their reports (Novacovici & Woofter, 2008: Pret A Manger, 2016). e. Expand the biogas facility to enable it to cope with an increase of waste (GCube, 2016).

SUSTAINABLE ISSUE 2: 2. SUSTAINABLE OBJECTIVE: To expand the biogas energy facility (CCAP, 2012).

2. SUSTAINABLE TARGET: To work with and invest in Harvest Power to expand the biogas energy facility by 25% by 2025 so all sewage can continue to be sent there (GCube, 2016).

2. SUSTAINABLE MEASURES: a. Collaborate with the utilities department and Harvest Power to expand the biogas waste facility by 25% (About Walt Disney World, 2015; GCube, 2016; Harvest Power News, 2014). b. Increase investment in Harvest Power by 25% to Encourage growth at the Harvest Power facility (Gunther, 2014: Porretto, 2016). c. Send 100% of sewage to the biogas facility (Theme Park Tourist, 2016). d. Expand biogas facility to be able to send 100% of animal waste from Animal Kingdom (Hojnacki et al, 2011). e. Expand biogas facility to be able to send 100% of food that can’t be donated to biogas plant (EWABA, 2016).

SUSTAINABLE ISSUE 3: 3. SUSTAINABLE OBJECTIVE: All food from restaurants and hotels to be donated or sent to biogas treatment plant (EWABA, 2016: Walt Disney World Resort, 2011).

3. SUSTAINABLE TARGET: 100% of food in restaurants to avoid landfill by 2018 (Jones, 2009).

3. SUSTAINABLE MEASURES: a. Continue to donate unused food to those in need in the local area (Walt Disney World Resort, 2011). b. Send left over food straight to the biogas treatment plant (De Clercq, 2014). c. Work with purchasing goods and services team to have all food in the parks served in biodegradable napkins, plates and cutlery (Novacovici and Woofter, 2008).

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d. Work with purchasing team to encourage food vendors to cook-to-order to decrease food waste (Wrap, 2016b).

SUSTAINABLE ISSUE 4: 4. SUSTAINABLE OBJECTIVE: Decrease the amount of visitor’s waste that goes to landfill (Wrap, 2014).

4. SUSTAINABLE TARGET: Decrease the amount of waste collected in public bins that goes to landfill to 10% by 2022 (Disney Citizenship, 2014).

4. SUSTAINABLE MEASURES: a. Add a third bin, general waste, recycling waste and organic waste, in all parks and hotels to make waste easier to recycle (Jones, 2009). b. Send organic waste to the biogas facility (EWABA, 2016). c. Work with the Communication and Marketing department and Disney’s Imagineers to improve waste station signage and increase visibility (Amberol, 2016; Disney Citizenship, 2014; Jones, 2010). d. Audit why there is such a large percentage of waste going to landfill (Waste Watch, 2016). e. Collaborate with Communications and Marketing team to make a press release about the 3rd bin and decreasing landfill waste. Share the targets with shareholders (Esty and Winston, 2009; ISO, 2010).

SUSTAINABLE ISSUE 5: 5. SUSTAINABLE OBJECTIVE: Encourage children to recycle (Whitelam, 2016).

5. SUSTAINABLE TARGET: By 2022, all guest recycling bins in all parks to become talking character bins with sensors that respond to rubbish being put into them (Amberol, 2016).

5. SUSTAINABLE MEASURES: a. Sensory talking bins to be put in place to make recycling a game (Whitelam, 2016). b. Collaborate with the Communication and Marketing department and Disney’s Imagineers to improve waste station signage and to make bins more child friendly (Amberol, 2016; Jones, 2010; Disney Citizenship, 2014). c. Work with Communications and Marketing team to launch a competition to design all three bins (Enviromall, 2016). d. Collaborate with the Communications and Marketing team to make a press release about the new bin system and share the targets with shareholders (Esty and Winston, 2009; ISO, 2010).

SUSTAINABLE ISSUE 6: 6. SUSTAINABLE OBJECTIVE: Recycle Cigarette butts (TerraCycle, 2016a).

6. SUSTAINABLE TARGET: 100% of cigarette butts throughout Walt Disney World Resort to be recycled by 2019 (TerraCycle, 2016a).

6. SUSTAINABLE MEASURES: a. Purchase TerraCycle boxes and place in all designated smoking areas (TerraCycle, 2016b). b. Collaborate with the Communications and Marketing team to produce signage for cigarette butt recycling (Jones, 2010; Disney Citizenship, 2014). c. Collaborate with the Communications and Marketing team to make a press release to show that cigarettes are being recycled. Share the targets with shareholders (Esty and Winston, 2009; ISO, 2010).

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RELEVANT CASE STUDY:  Walt Disney World already have a biogas facility near to the park so sending animal waste there should be accessible. In Beijing a biogas facility has been created using around 44 tons of cow manure from 1000 cows daily. This creates cooking gas for 1900 households every day and the effluent is sold as organic fertiliser (Hojnacki, 2011). 

Biogas facilities have a lifespan of between 30 to 50 years (GCube, 2016) and the current facility has seen a dramatic environmentally friendly change for Walt Disney World. With growth of visitors, an increase of 6% in Magic Kingdom alone in 2015 (TEA and AECOM, 2016), there will be an increasing demand for the eco-friendly facility which will not only need to be sustained but also developed.

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Walt Disney World already have good waste management procedures in place, but these can be improved on. Donating unused food to the local community is not only environmentally friendly but also creates a strong social bond.

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As children are Disney's main target audience, they have the power to make recycling and protecting the environment fun and part of the Walt Disney World experience. New technology is essential to being as sustainable as possible.

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Cigarette butts can now be recycled into industrial products and remaining tobacco recycled as compost (Terracycle, 2016a).

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[1500908]

Company Name:

Tinkers

Utilities SUSTAINABLE ISSUE 1: 1. SUSTAINABLE OBJECTIVE: To reduce energy consumption (Walt Disney Parks and Resorts, 2016a).

1. SUSTAINABLE TARGET: By 2020, decrease electricity consumption by 23.1% and gas emissions by 16.1% based on 2006 levels (Disney Careers, 2016).

1. SUSTAINABLE MEASURES: a. Publish Walt Disney World’s energy conservation targets online for public access (Jones, 2010; The Walt Disney Company, 2014). b. Devise and distribute action plans to manage power demand and consumption across all departments (Powerful Thinking, 2016). c. Write into company policy the turning off of energy consuming equipment (e.g. lights and PCs) when not in use (Allen, 2007; Jones, 2010) d. Use software to automatically switch off appliances, (e.g. PCs and HVAC equipment) after hours (Allen, 2007; Gutic, 2016). e. Employ a dedicated energy manager responsible for Walt Disney World to ensure goals and action plans are delivered (Cathie, 2016; Powerful Thinking, 2016). f. Identify within each staff department, team members who are accountable and responsible for energy conservation (Powerful Thinking, 2016). g. Team members responsible for energy conservation to perform fortnightly walkthroughs throughout their department looking for energy waste (Jones, 2010). h. Report areas to the energy manager that are too hot/cold or consistently not implementing power reducing behaviour (Allen, 2007). i. Review energy bills annually, to summarise progress towards these set goals (The Walt Disney Company, 2014). j. Collaborate with the Communications and Marketing department to create a poster and email switch off campaign directed at staff to encourage power reducing behaviour (Cathie, 2016; Jones, 2010). k. Collaborate with the Communications and Marketing department to create on-site messaging aimed at guests to increase awareness of energy conservation, e.g. via “switch off” stickers (Allen, 2007; Gutic, 2016; Jones; 2010). l. Display Walt Disney World’s energy consumption figures throughout Walt Disney World to encourage both guests and staff to reduce their energy consumption (Gutic, 2016). m. Create an award scheme for all employees to incentivise power reducing behaviour via individual rewards (Cathie, 2016; Jones, 2010; Powerful Thinking, 2016) n. Run an award scheme for all employees to compete within their departmental staff teams to win group incentives, encouraging collaborative power reducing behaviour (Cathie, 2016; Jones, 2010; Powerful Thinking, 2016). o. Hold a power down event, where all non-essential lighting is turned off or dimmed, raising awareness of the importance of conserving energy (Time Warner, 2014). p. Regulate heating thermostats to 18 C ͦ during autumn and winter months, throughout the site, to discourage thermostat increases and encourage use of additional layers (GreenPower, 2011).

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q. During the cleaning of guest rooms upon checkout, set back thermostats to the standard 18 C ͌ temperatures (Allen, 2007). r. Install automatic doors around the site to minimise doors being left open, ensuring heat is conserved (Allen, 2007; GreenPower, 2011). s. Ensure all guest rooms have fire doors, which swing shut, ensuring heat is conserved (Allen, 2007; GreenPower, 2011). t. Apply for The Carbon Trust’s good practice certification to convey to both guests and staff a focus on reducing energy (The Carbon Trust, 2010). u. Install motion sensors and timer switches for lighting, to reduce power demands (Jones, 2010; Time Warner, 2014). v. Install intelliplugs throughout office environments and guest rooms which automatically switch off equipment when not in use (One Click Technologies, 2016; Gutic, 2016). w. Install solartube daylights systems to make use of natural lighting, instead of artificial lighting throughout Walt Disney World (Solartube, 2016; Gutic, 2016). x. Install natural ventilation systems within the Animal Kingdom site as a pilot project, evaluating its effectiveness in consideration to installing it across the entire Walt Disney World site (Breathing Building, 2016; Gutic, 2016). y. Ensure action plans for managing energy reduction is mandatory in the building of all new sites (Cathie, 2016; The Walt Disney Company, 2014).

SUSTAINABLE ISSUE 2: 2. SUSTAINABLE OBJECTIVE: To increase the use of renewable energy resources (The Walt Disney Company, 2014).

2. SUSTAINABLE TARGET: By 2020, increase the use of renewable energy to equate to 14% of overall energy use (Institute For Energy Research, 2016).

2. SUSTAINABLE MEASURES: a. Double investment in solar power; collaborate with partners Duke Energy to install another 48,000 solar panel Mickey Mouse solar farm to focus on providing energy to Magic Kingdom and surrounding hoteliers (About Walt Disney World, 2016; Jones, 2010). b. Launch a pilot project to install solar panels on the Animal Kingdom lodge roof, evaluating its effectiveness in consideration to installing solar panels across all hotels (Cathie, 2016; Yum!, 2013a). c. Create a partnership with Alternative Power Productions to pilot a solar powered stage, lighting and sound for Disney performances at Magic Kingdom, evaluating its effectiveness in consideration to all stages throughout Walt Disney World to be solar powered (Alternative Power Productions, 2016; Jones, 2010). d. In collaboration with the Communications and Marketing department, partner with International Sign Florida to innovate and introduce solar powered signage in Walt Disney World parks (International C & C Corp., 2016; ISO, 2010). e. Collaborate with the waste department and partners Harvest Power, to expand the biogas waste facility by 25% (About Walt Disney World, 2015; GCube, 2016; Harvest Power News, 2014). f. Create a partnership with Pavegen to install their patented smart flooring solution, customised to contain Disney branding, at key walkways at Magic Kingdom to generate electricity from footsteps (Pavegen, 2016; Energy Floors, 2014). g. Maintain current investment levels in the hydrogen fuel cell technology in place at the Pixar campus (Jones, 2010; The Walt Disney Company, 2014). h. Evaluate the Walt Disney World site for opportunities to harness hydropower (Jones; 2010). i. Evaluate the Walt Disney World site for opportunities to harness geothermal energy (EDF 16

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Energy, 2016b; Gutic, 2016). j. Collaborate with purchasing to ensure purchasing policies entail Walt Disney World’s energy suppliers should be using renewable sources (Cathie, 2016; Opus Energy, 2016; Powerful Thinking, 2016). k. Install solar powered phone charging points throughout Walt Disney World (Jones, 2010; Powerful Thinking, 2016). l. Capture innovative renewable projects to showcase around the Walt Disney World site – a solar powered ice cream cart, a pedal powered cinema and pedal powered smoothie bikes (geobeats, 2012; Powerful Thinking, 2016; The Smoothie Bike Company, 2014).

SUSTAINABLE ISSUE 3: 3. SUSTAINABLE OBJECTIVE: To increase energy efficiency (Jones, 2010).

3. SUSTAINABLE TARGET: By 2018, cut bills by 15% through energy efficiency measures (The Carbon Trust, 2010).

3. SUSTAINABLE MEASURES: a. Eradicate all incandescent light bulbs, switching to CFLs and LEDS (GreenPower, 2011; Jones, 2010, Yum! 2013a). b. Re-evaluate optimal run times for lighting levels every 6 months to ensure these specific settings are effective (Walt Disney Parks and Resorts, 2016a). c. Re-evaluate the heating, ventilation and air conditioning system every 6 months to ensure its specific settings are effective (Allen, 2007; Time Warner, 2014; Yum!, 2013a). d. Eradicate the use of desktop computers, switching to use laptops instead (GreenPower, 2011). e. Encourage the use of power saving/sleep mode, instead of leaving appliances running during long periods of inactivity (Allen, 2007; Jones, 2010). f. Ensure all buildings have maximum insulation levels (GreenPower, 2011; Gutic, 2016; Jones, 2010). g. Ensure all external doors have weather stripping around the frame to conserve heat during the winter (GreenPower, 2011). h. Report inefficiency hotspots and opportunities for efficiency gains to the energy manager (The Carbon Trust, 2016). i. Collaborate with purchasing to create energy efficiency specifications as part of our purchasing policies, ensuring those Walt Disney World source from share their values (Gutic, 2016). j. Collaborate with purchasing to ensure all appliances bought are both low energy appliances and have high energy efficiency (GreenPower, 2011; Jones, 2010). k. Invite The Carbon Trust to audit Walt Disney World to highlight inefficiencies and use their advice to improve (The Carbon Trust, 2016). l. Invest in redesigning holding cabinets to increase efficiency (Yum!, 2013a). m. Invest in redesigning kitchen hoods, which incorporate an automatic shut off when the cooker is not in use (Yum!, 2016a). n. Switch all ovens from electric to gas (Coca-Cola Enterprises, 2015). o. Create a partnership with Yum! to use their innovative device which attaches to refrigeration coils cutting energy consumption by 20% (Yum!, 2013a). p. Replace fluorescent lights in coolers, vending machines and fridges with LED lighting (CocaCola Enterprises, 2015; The Coca-Cola Company, 2016b). q. Expand the current energy management system to include automatically shutting off lights and adjusting temperatures when fridges are not open (Allen, 2007; Coca-Cola Enterprises, 2015).

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r.

Revaluate optimal run times for kitchen equipment every 6 months to ensure the specific standards for temperatures and appliances are effective (Walt Disney Parks and Resorts, 2016a; Yum!, 2016a). s. Use cold water to wash clothes, where possible (GreenPower, 2011). t. Engage staff in resource efficiency via the use of training (The Carbon Trust, 2016).

SUSTAINABLE ISSUE 4: 4. SUSTAINABLE OBJECTIVE: To implement technology to measure energy usage (Walt Disney Parks and Resorts, 2013; Walt Disney World News, 2016; Yum!, 2016a).

4. SUSTAINABLE TARGET: By 2018, invest ÂŁ75,000 in technology to install sub-meters throughout Walt Disney World to monitor live energy consumption (Cambridge City Council, 2012; EDF Energy, 2016a; Walt Disney Parks and Resorts, 2013; Yum!, 2016a).

4. SUSTAINABLE MEASURES: a. Replace all current meters with smart meters (Opus Energy, 2016). b. Install sub-meters measuring energy usage throughout Walt Disney World, covering all theme parks, water parks, over 25 resorts and golf courses (Cathie, 2016; Walt Disney World, 2016a). c. Collaboratively, with the Communications and Marketing department, update the current staff intranet to include the live feeds of all sub-meters, allowing real time monitoring of energy consumption for staff (Jones, 2010; Powerful Thinking, 2016; Yum!, 2016a). d. Train all staff members how to access the live energy consumption feed, how it is interpreted and how energy adjustments can reduce usage (Yum!, 2016a). e. Invest in a database to record usage patterns of energy for future planning (Jones, 2010; Opus Energy, 2016). f. Schedule automatic backups of data to ensure forecasting, trends and problems can be identified (Opus Energy, 2016). g. Use the sub-meters to set departmental energy conserving goals and highlight areas that need to improve their performance (Jones, 2010; Powerful Thinking, 2016).

SUSTAINABLE ISSUE 5: 5. SUSTAINABLE OBJECTIVE: To conserve water resources (The Walt Disney Company, 2016a; Water Use It Wisely, 2016).

5. SUSTAINABLE TARGET: By 2018, decrease water use by 26% based on 2016 levels (The Walt Disney Company, 2014).

5. SUSTAINABLE MEASURES: a. Design site-specific action plans to conserve water, incorporating best practices and innovations (The Walt Disney Company, 2016a). b. Ensure action plans for managing water conservation is mandatory in the building of all new sites (Cathie, 2016; The Walt Disney Company, 2014). c. Employ a dedicated water manager responsible for Walt Disney World to ensure goals and action plans are delivered (Cathie, 2016; Powerful Thinking, 2016). d. Assess the Walt Disney World site every 3 months for leaks (Gutic, 2016; Hunter Water Corporation, 2011). e. Identify within each staff department, team members who are accountable and responsible for water conservation (Powerful Thinking, 2016). f. All employees to report identified leaks to the water manager so they can be fixed (Allen, 2007; Hunter Water Corporation, 2011).

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g. Collaborate, with the Communications and Marketing department, to create a poster and email water conservation campaign directed at staff to encourage water saving behaviour (Cathie, 2016; Colgate US, 2016; Jones, 2010). h. Collaborate, with the Communications and Marketing department, to create on-site water conservation messaging aimed at guests to increase awareness of water conservation, e.g. via “take a short shower” stickers (Allen, 2007; Gutic, 2016; Jones; 2010). i. Collaborate, with the Communications and Marketing department, to align with water charity One Drop to promote our shared water conservation message (Jones, 2010; One Drop, 2016). j. Publish Walt Disney World’s water conservation targets online for public access (Jones, 2010; The Walt Disney Company, 2014). k. Publish Walt Disney World’s monthly water usage to show progress towards these water saving targets (Water Use It Wisely, 2016). l. Establish a scheme where guests are able to keep their towels and bed linen, when staying for more than one night (Hunter Water Corporation, 2011). m. Install sensor taps that have an automatic stopping mechanism (Jones, 2010; Hunter Water Corporation, 2011). n. Insulate hot water pipes to minimise heat loss and hence wasted water (Hunter Water Corporation, 2011). o. Install low-flow showerheads and taps (Jones, 2010; Yum!, 2013b). p. Eradicate inefficient toilets, replacing with dual, low flushing toilets (Hunter Water Corporation, 2011). q. Install waterless urinals within the Epcot site as a pilot project, evaluating its effectiveness in consideration to installing them across the entire Walt Disney World site (Jones, 2010; McDonalds, 2015a; McDonalds, 2015b). r. Ensure all hoses are fitted with a trigger nozzle (Hunter Water Corporation, 2011). s. Set up hand sanitising stations throughout the Walt Disney World site (Jones, 2010). t. Ensure both washing machines and dishwashers are full before running (GreenPower, 2011). u. Fit pool and spa covers to reduce evaporation (Hunter Water Corporation, 2011).

SUSTAINABLE ISSUE 6: 6. SUSTAINABLE OBJECTIVE: To improve the collection and measurement of water usage data (Merlin Entertainments, 2015b; The Walt Disney Company, 2016a; Walt Disney World News, 2016).

6. SUSTAINABLE TARGET: By 2018, install sub-meters throughout Walt Disney World and use these to publish monthly water use (Water Use It Wisely, 2016).

6. SUSTAINABLE MEASURES: a. Eradicate the temporary water metering system in place (Allen, 2005). b. Install sub-meters measuring water usage throughout Walt Disney World, covering all theme parks, water parks, over 25 resorts and golf courses (Cathie, 2016; Walt Disney World, 2016a; Water Use It Wisely, 2016). c. Invest in a database to record usage patterns of water for future planning (Jones, 2010; Opus Energy, 2016). d. Schedule automatic backups of data to ensure forecasting, trends and problems can be identified (Opus Energy, 2016). e. From the data collected, audit Walt Disney World’s water usage and collaboratively with the Communications and Marketing department, publish monthly performance reviews against water conservation targets (Allen, 2005; Jones, 2010; Opus Energy, 2016). f. Use the sub-meters to highlight departmental areas that need to improve their performance 19

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in water conservation (Jones, 2010; Powerful Thinking, 2016).

SUSTAINABLE ISSUE 7: 7. SUSTAINABLE OBJECTIVE: To improve water efficiency use (Jones, 2010; The Walt Disney Company, 2016a; Yum!, 2013b).

7. SUSTAINABLE TARGET: By 2020, meet 42% of the overall needs and 92% of irrigation needs with reclaimed water (Walt Disney Parks and Resorts, 2016b).

7. SUSTAINABLE MEASURES: a. Install water tanks to capture and store water (Jones, 2010; Yum!, 2013). b. Use rainwater for toilet flushing (Cathie, 2016; Yum!, 2013) c. Use rainwater for irrigation (Hunter Water Corporation, 2011; Walt Disney Parks and Resorts, 2016b; Yum!, 2013). d. Filter water used for showering to recycle for toilet flushing (Jones, 2010). e. Filter water used for showering to recycle for irrigation (Jones, 2010). f. Programme washing machines to recycle rinse water, so it can be used as first wash water as well (Hunter Water Corporation, 2011).

RELEVANT CASE STUDY: 

With 43,000 KFC, Pizza Hut and Taco Bell restaurants worldwide (Yum!, 2016b) Yum!’s key targets include efficiency, across both water and energy use. Basics, such as light motion sensors and low flow taps (Yum!, 2016a), are combined with innovations including online staff portals recording near-live energy usage for each restaurant (IBID). Further innovations include collecting rainwater from rooves, in 20,000 litre tanks, to use for irrigation and flushing toilets (Yum!, 2013b) as well as their first completely solar powered Taco Bell, in California (Yum!, 2013a).



Even on a smaller scale, such as refurbishing Cannington Court (a Grade 1 listed building), it highlighted not only the need for efficiency but also using renewable energy, in order to be sustainable. 100% of heating needs are now fulfilled through renewable energy methods, including solar power and geothermal energy, halving its carbon footprint (EDF Energy, 2016b).



However, when you have a media conglomerate the size of Disney, reducing overall water and energy intake will make the biggest impact due to the sheer volumes consumed. Fellow media conglomerate, Time Warner, have identified goals of reducing water consumption and energy use by changing business procedures and having weeklong initiatives (Time Warner, 2014). One example, moving to LED lighting, reduced energy use by 80% and saved $169,000 a year (IBID).

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[1504764]

Company Name:

Tinkers

Transport SUSTAINABLE ISSUE 1: 1. SUSTAINABLE OBJECTIVE: Increase use of public transport with employees (Novacovici and Woofter, 2008).

1. SUSTAINABLE TARGET: By 2017, 60% of the employees will be using public transport (Novacovici and Woofter, 2008).

1. SUSTAINABLE MEASURE: a. Train employees in how to be more sustainable with their travel to and from work (Umicore, 2011; Coca Cola, 2016). b. Inform employees about current public transport timetables available, for example: bus, rail and monorail (The Greater Manchester, 2016). c. Set up a commute programme employees can sign up to (Time Warner, 2014; SSE, 2016). d. Designate 10% of parking spots for car sharing vehicles (Sustainable 101, 2008; Warwick University, 2015; University of Leicester, 2016). e. Create a car share database, encouraging car sharing between the vast number of employees (SSE, 2016; University of Leicester, 2016). f. Offer frequent employee shuttle bus to pick up staff at relevant shift times for each Resort (Goodwood, 2016; Tsawwassen Mills, 2016; Notts & Derby, 2016). g. Partner with the local council to have free passes for employees, allowing them to use any public transport (Sustainable Events Toolkit, 2010; Brighton & Hove City Council, 2015). h. Incentivise employees to use public transport via an individual reward scheme (Umicore, 2011; Cathie, 2016). i. Incentivise departments to use public transport via a departmental reward scheme (Time Warner, 2014, Cathie, 2016).

SUSTAINABLE ISSUE 2: 2. SUSTAINABLE OBJECTIVE: To increase public transport between airport and other Floridian hotels to the Disney Resorts (Corporate Citizen Report, 2010).

2. SUSTAINABLE TARGET: 70% of customers will use Disney public transport by 2018 (Corporate Citizen Report, 2010).

2. SUSTAINABLE MEASURE: a. Offer clear and logical directions of public transport from all Floridian and surrounding hotels to all Walt Disney World sites (Warner Bros Studios, 2016; Cadbury World, 2016). b. Partner with Orlando Airport to have a specific drop off/pick up point for a Walt Disney World coach service for customers (Park and Ride, 2016). c. Collaborate, with the Marketing and Communications department, to offer packages to customers which include transport to Walt Disney World at the time of booking (Warner Bros Studios, 2016; Thomas Cook, 2016). d. Offer customers a frequent shuttle bus service between the different parks and onsite hotels (Warner Bros Studios, 2016; Goodwood, 2016).

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e. Collaborate, with the Marketing and Communications department, to launch an online campaign to educate customers why public transport is so important (The International Ecotourism Society, 2013). f. Incentivise public transport by offering discount vouchers for Walt Disney World activities, when customers use public transport to reach hotels and resorts (Glastonbury Festival, 2016; Leeds Festival, 2016). g. Partner with an environmentally conscious airline to encourage travel methods with reduced emissions; through financial incentives (Virgin Atlantic, 2016). h. Collaborate with Communications and Marketing to send out surveys to customers to understand their views on use of public transport (Sanderson, 2016). i. To have live timetables at the bus stops (Stagecoach, 2016).

SUSTAINABLE ISSUE 3: 3 SUSTAINABLE OBJECTIVE: To increase efficiency of buses throughout Walt Disney World (Wilson, Shrink that Footprint, 2012).

3. SUSTAINABLE TARGET: By 2018 increase the load factor by 80% of customers on the resort buses (Wilson, Shrink that Footprint, 2012).

3. SUSTAINABLE MEASURE: a. Audit the number of customers using the buses at each time slot (Time Warner, 2016). b. Measure the peak times of the bus usage (Transport for London, 2016). c. To use smaller buses at low peak times (Coca Cola Journey, 2016). d. Find the shortest route for the buses to use (Sustainable 101, 2008). e. Introduce telematics in the buses to enhance the driving style and reduce fuel consumption (Mix Telematics, 2015). f. Train drivers to drive more efficiently (Sainsbury’s, 2011). g. Allow buses to collect customers at both ends of the journey (Sainsbury’s, 2011). h. Adopt new test procedures for tyres to measure rolling resistance limits (Internal Energy Agency, 2009). i. Invest in the latest EU engine standards for all buses (Transport Efficiently, 2016).

SUSTAINABLE ISSUE 4: 4. SUSTAINABLE OBJECTIVE: To reduce the CO2 emissions through alternative engine technology (Transport for London, 2015).

4. SUSTAINABLE TARGET: To have 50% of busses using alternative low emission technology within a year 2018 (Transport for London, 2015).

4. SUSTAINABLE MEASURE: a. Look into the SmartWay programme to reduce the CO2 and greenhouse gasses produced by the transport (Time Warner, 2014). b. Partner with Nissan to allow Disney to invest in electric cars to travel around the parks for employees (Nissan, 2016). c. Invest £3000 in charging points for electronic cars (Bluewater, 2016). d. Collaborate with the Waste department, to generate bio-fuel to power buses (GOV, 2015). e. Create an action plan with the Waste department, to implement bio-fuel buses throughout Walt Disney World’s transport (GOV, 2015). f. Create a plan to expand the usage of solar panels in the transport being used within Walt Disney World (Green Match, 2016).

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SUSTAINABLE ISSUE 5: 5. SUSTAINABLE OBJECTIVE: To use more sustainable fuel (Novacovici and Woofter, 2008).

5. SUSTAINABLE TARGET: To have 100% of diesel busses running on fuel with at least a 20% bio-diesel content within the year (Novacovici and Woofter, 2008).

5. SUSTAINABLE MEASURE: a. Collaborate with the Waste department to produce biodiesel for the transport throughout Walt Disney World (CA. Gov, 2016). b. Collaborate with the Waste department, to generate bio-fuel to power buses (GOV, 2015). c. Create an action plan with the Waste department, to implement bio-fuel buses throughout Walt Disney World’s transport (GOV, 2015). d. To invest into the usage of hybrid buses (London Transport, 2016). e. Collaborate with purchasing to invest into the costs of new hybrid buses (Arriva, 2016). f. Partner with Olleco to produce the bio-diesel needed for the transport (Olleco, 2016). g. To collaborate with waste to collect all the waste produced on a daily basis and process this to create the bio-diesel (Extension, 2013).

RELEVANT CASE STUDY:  London Transport has taken a lot of care when researching into sustainable transport; they found that a big issue is the fuel used to power the busses and the amount used (London Transport, 2015). To make the busses more sustainable they have looked into using: hybrid busses, hydrogen fuel busses, electric busses, aerodynamically shaped, bio diesel (London Transport, 2015). 

Looking into Disney and seeing how they could be more sustainable with their transport, the important elements are efficiency, fuel and electrical. Considering this, Disney will need to maximise the sustainable transport used within the park.



Virgin Atlantic have schemes for their employees, to help reduce CO2 emission produced by staff traveling to work. Due to the large number of employees traveling to work producing a lot of CO2, to reduce this they are informing staff about being sustainable and alternative forms of travel. Also, they introduced a cycle-to-work scheme, this will then entice the employees to use bikes to travel which in turn will help fitness and cause 0% of CO2 (Virgin Atlantic, 2011). In order to reduce the CO2 produces by employees will take time but with the correct incentives and knowledge behind it, this change could make a large impact on employees being more sustainable with their travel to and from work.

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Implementation Advice and Conclusions Walt Disney World resort still have a long way to go before they are sustainable to their full potential. Their sheer income, due to the extensive visitor numbers, means there is no reason why they cannot focus on being a pioneering sustainable organisation – the costs associated with implementing environmental initiatives do not limit them. Investment in sustainable practices will allow them to convey their commitment to minimising environmental impact and subsequently enhance their visitors to be more environmentally friendly too.

Visitors to Walt Disney World exceeded 50 million in 2015 (TEA and AECOM, 2016), this translates into a massive amount of visitor waste generated, before even considering further waste that is generated behind the scenes. This is why Tinkers selected waste minimisation as the most important sustainability issue to address. The main way for Walt Disney World to move forward in their sustainability efforts is to decrease the amount of overall waste going to landfill, by increasing the amount of waste being sent to the biogas plant. There is opportunity for 100% of both organic and animal waste to be directed to the plant. Investment in Harvest Power could not only potentially reduce the amount of waste going to landfill to 0% but would also sustainably benefit other areas of the business such as utilities. Investment in both a clean waste and clean energy resource could only be an asset to Walt Disney World and the surrounding Floridian area.

Conserving water and reducing energy are pivotal goals within the utilities department due to the sheer numbers of intake. However, considering visitor numbers to the Magic Kingdom park alone exceed 20 million people (TEA and AECOM, 2016), creating behavioural change throughout this extensive number of holidaymakers will prove difficult. A care-free holiday means a care-free attitude towards the environment. Therefore, it will be a long-term change to get guests to think about their intake and subsequently reduce it. Tinkers believe Disney’s second priority should be investing in renewable energy; even if Disney reduced consumption levels, they will always exceed that of smaller attractions. Providing energy from renewable sources would reduce their carbon footprint now, making an immediate difference. Investment in renewable energy would convey to guest’s environmental concern, provoking them to care more about their intake and could potentially mean in the long-term an aim for the Walt Disney World site to run off of microgeneration (Boom Festival, 2016; Jones, 2010).

Although not as pivotal as reducing waste and utilities consumption, Tinkers still believe public transport for customers is still a high priority. Given Walt Disney World’s isolated location in Florida, all visitors are reliant on transport; our aim is to increase levels of public transport use.

Therefore, particular efforts will be focussed on influencing these travel choices by guests through incentives, which may be achieved through partnerships with transport providers, and further through related campaigns. Tinkers advise Walt Disney World to tackle the utilisation of public transport not just within the resort itself but between the airport and the resort. This can be achieved by providing customers necessary information and overall access to various public transportation.

Tinkers recommended prioritising these three areas as it allows Walt Disney World to make shortterm changes now that will help the control waste, utilities and transport levels. Many further modifications rely on behavioural change throughout the resort. Although this can be a long-term priority, focussing on the short-term suggestions (expanding the biogas plant, investment in renewable energy and increasing customers using public transport) will aid in conveying an environmental concern to guests.

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