“Our stay has totally exceeded our expectations. The best is undoubtedly the human team working for us to enjoy our holidays and feel like at home, and this makes the guests to be satisfied.” Lola, guest at Fuerte Miramar
“It is the third year that we spend our holidays here. We travel with children and they always end up crying because they don’t want to go back home. Their treatment of people is superb, very attentive all the time.” Juan Francisco, guest at Fuerte Estepona
“We have spent the weekend for our wedding celebration. They have a very personal and friendly treatment, fantastic meal, enviable facilities and an environment like in the movies. We have fallen in love with this place. We will come back,” Paloma and Carlos, guests at Fuerte Grazalema
“I remember it as one of my best holidays. Quietness, landscapes and gastronomy are unsurpassable. I also highlight the concern about the environment that you can perceive from the hotel itself; you can find sustainable hints in many places.” Andrea, guest at Fuerte El Rompido
Opinions extracted from TripAdvisor 2013 y Google Plus.
“Grand hotel for its facilities, for its location, but the main gem it has is the great human potential. Ten out of ten for this great team, the hotel is very lucky and so are the guests. They must be proud of it. It is the perfect place to recharge your batteries.” Carolina, guest at Fuerte Conil-Costa Luz
“The most central hotel, with pool at the edge of the beach, in Marbella. I had been there before; I have repeated and will repeat. Personnel are very attentive and willing to solve any problem you have, very much committed to the customers. Manuel, guest at Fuerte Marbella
Our guests, first of all
Table of contents Message from our president
3
1. Corporate government 3 2. What makes us Strong (Fuertes) 4 3. Responsible Commitment 5 4. Economic Performance 10 5. Environmental Performance 16
Solar panels installed in Fuerte El Rompido.
The Corporate Social Responsibility (CSR) Report of Fuerte Hoteles is an annual study that collects the economic, environmental and social performance of the hotel chain. This report, which has reached its fourth edition, deals with the policies, measures and performances achieved during 2012. It includes information related to the hotel chain activities,
6. Social Performance 22 Farewell from the our Chief Executive 28 2 y Corporate Social Responsibility Report FUERTE HOTELES 2012
excluding other subsidiaries of Grupo El Fuerte –to which it belongs- , as well as data from Fuerte Estepona Hotel, because it is a managed establishment and it is not owned by the chain. This CSR annual report has been prepared according to the guidelines of the Global Reporting Initiative (GRI), world organization that sets out the standards for preparing sustainability reports.
Fuerte Hoteles, 56 years practising Responsible Tourism Discover here previous editions of CSR report from Fuerte Hoteles
Message from the president Dear friends, In an economic context such as the present one it is vital to continue to opt for Responsible Tourism. We have been doing that for more than fifty years, and we will remain faithful to the philosophy conveyed in our motto ‘we car for people and the environment.’ The strategic lines for 2012 have been focused on a better orientation towards benefit, a better understanding of the customers’ needs, our constant support for the development of staff’s talent and continuing to implement our commitment to Corporate Social Responsibility. For Fuerte Hoteles to be responsible means the social, environmental and economic improvement of the entire area of influence where our hotels are located. That is why we invite you to read this report, the fruit of our commitment to society and certainly and overall to our guests, who are the driving force for us to continue to improve, grow and struggle for high-quality tourism. That is the reason why we wanted to give them, our guests, a special place in this report, showing their true opinions and comments, in a natural way and free from artifices. Without their help we never would move forward. For yet another year, thank you. Sincerely, Isabel Mª García Bardón, President of Grupo El Fuerte
1. CORPORATE GOVERNMENT
MANAGEMENT COMMITEE
The Board of Directors is the is highest governing body of Fuerte Hoteles, made up by the Luque family and headed by Doña Isabel García Bardón.
w Commercial and General Management
Most of her children are also members of the Board: José Luque García, Javier Luque García, Salvador Luque García, Isabel Luque and Victoria Luque. Each of them has voting right in this body that meets monthly and whose decisions are taken by consensus.
Luque García Family.
Under the Board of Directors there is a body called Delegate Commission made up by José and Salvador Luque, which meets weekly to monitor the objectives. In addition, Hotel Management Committee, made up by the directors of every Fuerte Hoteles area, is in charge of carrying out the general lines of the strategic plan.
D. José Luque
w Hotel Operation Manager D. Alonso Aguilar
w Information Technology Manager D. Miguel Ángel López
w Financial, Legal and Fiscal Services Manager D. Antonio Fernández
w Human Resources Manager Dª María Ceballos
w Commercial Deputy Director D. Javier Sevilla
w Internal Auditor
D. Jesús Sánchez Corporate Social Responsibility Report FUERTE HOTELES 2012 y 3
2. WHAT MAKES US STRONG (FUERTES) Grupo El Fuerte encompasses mainly the hotel activity carried out in Andalusia (Spain) and also a farming enterprise. Its headquarters are located in Marbella, Malaga, where the first hotel known as El Fuerte was founded in 1957 (now Fuerte Marbella).
Central Fuerte Hoteles Avda. El Fuerte s/n 29602 Marbella, Mรกlaga Tel:+34 952903003 www.fuertehoteles.com tecma@grupoelfuerte.com
fUNDACIร N FUERTE It channels all the solidarity activities from the group aimed at improving the social, economic and environmental conditions of the communities where its businesses are located.
We Company A group of companies supplying services such as management, interior architecture design and maintenance to other companies, the group is made up by We Project, We Design, We Equip y We Resolve.
AGRODESARROLLO An olive-tree farming enterprise in Estepa (Seville) that develops sustainable agriculture by applying modern techniques on the production.
OTHER INITCIATIVES OF GRUPO EL FUERTE
Fuerte Hoteles is a private limited company with 100% Andalusian capital, specialized in holiday tourism and distinguished by the sustainable management of its hotels distributed over Andalusia.
GRUPO EL FUERTE
4 y Corporate Social Responsibility Report FUERTE HOTELES 2012
FUERTE HOTELES
RESPONSIBLEHOTELS.TRAVEL Online booking channel specialized in responsible hotels all over the world, meeting point between travellers and establishments concerned about Responsible Tourism.
SELFPORTRAIT IN FIGURES
Fuerte El Rompido w Cartaya, Huelva w Open in 2005 w 300 rooms w 4 stars
56 years of
experience
7 hotel
establishments
Fuerte Grazalema w Grazalema, Cádiz w Open in 2002 w 77 rooms w 4 stars Fuerte Estepona and Apartments w Estepona, Málaga w Open 2010 w 210 rooms w 4 stars
Over
519.300 customers
Over
500 employees
A
36,687,000 euro turnover
Fuerte Miramar w Marbella, Málaga w Open in 2001 w 226 rooms w 4 stars
Fuerte Calaceite Apartaments w Between Torrox and Nerja, Malaga w Open in 2008 w 87 Apartaments w 3 keys
Fuerte Conil - Costa Luz w Conil de la Frontera, Cádiz w 4 stars
w Fuerte Conil First hotel in Spain with Certification of its Quality and Environment Integrated Management system w Open in 1999 w 250 rooms
w Fuerte Costa Luz w Open in 2014 w 219 rooms
Fuerte Marbella w First holiday hotel in Spain with UNE-EN ISO 9002 certification. w Marbella, Málaga w Founded by José Luque Manzano in 1957 w 263 rooms w 4 stars Corporate Social Responsibility Report FUERTE HOTELES 2012 y 5
3. RESPONSIBLE COMMITMENT “I have been coming to Fuerte Grazalema for four years, and this year I am coming back, because they make me feel like at home, and it is the only place where I actually rest. The staff makes their best for you to feel like it, superbly led by its manager. You cannot ask for more to any of them, for me they are like my own family. The surroundings are a paradise, in the very heart of the Sierra de Grazalema, it is the perfect place to spend peaceful days. I recommended this hotel to everybody.” Antonio, customer at Fuerte Grazalema
The commitment to the environment has always accompanied the management policies for all the companies that are part of Grupo El Fuerte since, more than fifty years ago, its founder, D. José Luque Manzano, opened the first hotel. Being aware that the development of the activity carried out by Fuerte Hoteles, involves caring for both the environment and the resources needed for its operations, the chain has turn into a strategic issue the implementation of sustainable management for all its projects. MISSION: To offer sustainable and profitable hotel services, committed to the responsible development of the environment from its position as a family company. VISION: To further improve the quality of the goods and services offered to customers, the attention to the needs of its professionals and the well-being of the society, within its commitment to Responsible Tourism.
WHAT CAN BE MEASURED, CAN BE MANAGED All the establishments of Fuerte Hoteles adopt sustainability as guiding principle and include innovative management systems that guarantee the lowest impact on the environment. In addition, the chain promotes local culture and economy, by focusing on the well-being and needs of its stakeholders, including customers, employees, and groups at risk of social exclusion. To be responsible means more than a philosophy for Fuerte Hoteles. It is not only words, but an objective reality, clearly measurable through efficency indicators of sustainable management initiatives based on three fundamental principles:
A return to the origins To ensure the preservation and development of its natural environment, promoting its customs and traditions and valuing the natural healthy and genuine through indicators measuring the offer of local, organic food from local suppliers, etc. Reduction of pollution The natural environment is part of the chain; to respect it is to watch over its legacy and look after it, a measurable responsibility through environmental impact indicators of the hotel activity such us Ecological or Carbon Footprints or those measuring electricity and water. Ethical and transparent management To struggle for an ethical and transparent management, through the communication of the results of customer satisfaction, working atmosphere and budgets. To take care of all the details for the excellence of service overcoming the customers’ expectations.
Customers at Fuerte Grazalema Hotel. 6 y Corporate Social Responsibility Report FUERTE HOTELES 2012
Employers’ Associations w HORECA, employers’ association of the ho-
tel sector in the province of Cadiz, since 1997
w AEHCOS, since its foundation in 1997 it
is part of the Hoteliers’ Association in the Costa del Sol. w CIT Marbella (Marbella Centre for Tourism Initiatives), since its foundation in 1989 w Family Business Association of Andalusia (since 1989), it is one of the over 90 founder members. w Family Business Chair (San Telmo), since 2000.
Economic Area
w Public Administrations: Town and
Provincial Councils and Regional and Central governments. w Partner Companies: commercial relationship with worldwide tour-operators and other tourism agencies, as well as suppliers of services and products for operating the tourism activity. w Shareholders w Suppliers
Non-profit organizations w WWF Spain: Participation in the Earth Hour w Fundación +Árboles: Agreement for the
reforestation of the Sierra de Marbella
Specialized Forums, universities and technological centres w Forums specialized in quality manage-
ment, marketing, energy efficiency, tourism, HR, etc.
Social Area
w Universities: conferences in different
universities such as Malaga
Environmental Area
Citizens and customers Fuerte Hoteles includes in its environmental management policy, to promote activities respectful with the environment and that contribute to the local development.
w ITH: José Luque, Chief Executive of Fuerte
Hoteles, is a member of the Hotel Technology Institute, and of its executive committee.
STAKEHOLDERS Local Community w Citizens: Fuerte Hoteles watches
over the development of the people of the place where its hotel are located, trying to promote its values, especially among the groups at risk of social exclusion.
w Employees: the chain recruitment
Employees Employees of Fuerte Hoteles are involved in the sustainability policies. They receive information aimed at raising awareness and they learn on the measures carried out in the hotel and also take part in the voluntary actions proposed by the company.
policy gives priority when recruiting to local people from where the hotel is located
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 7
VALUES: CODE OF ETHICS Fuerte Hoteles ties in with the rules of its code of Ethics, through which the fundamental values of the company are transmitted and promoted among both employees and suppliers. Principles: 1. We do exist for providing satisfaction to our customers 2. The main assets of our company are the people. 3. By respecting the environment we show our respect for other people. 4. There are good employees when there are good managers. 5. All of us have the ability to improve as individuals and as professionals and in so doing, it will be good for our work. 6. Participation and fair treatment favour the commitment to the Company. 7. To be responsible means to comply with the rules, methods and objectives. 8. Diversity is one of the main sources of wealth; to respect it provides healthy and mature relationships. 9. Good behaviours must be recognized in a public and exemplary way, and using all the available means.
“Like all the hotel from the chain, excellent in all the aspects, although if there is something that I must highlight is the attention to the customer and the friendliness of the employees, always with a smile on their face and kind words.” Marta, customer at Fuerte Estepona
10. Discretion increases confidence, improves relations, and strengthens our image. 11. The strength of an organization depends largely on the loyalty of its employees. 12. Separation of personal and professional matters within the company will help to do our work.
2012 RESPONSIBLE ACKNOWLEDGMENTS Fuerte Conil-Costa Luz received the Zoover Recommended 2012, recognizing the hotel as one of the best in Europe thanks to the reviews of the own customers in its website.
Fuerte Conil - Costa Luz received for tenth time the prestigious TUI HOLLY award, by which the German tour-operator recognizes the 100 tourist establishments most valued by their customers.
TOP HOTEL 2012 prize, given by HolidayCheck travellers’ website to the hotels most valued by their users. Fuerte Conil-Costa Luz, recognized as the best option to stay in the Costa de la Luz.
Fuerte Hoteles received the ANDALUCÍA MANAGEMENT prize in the Corporate Social Responsibility (CSR) category for its actions in this field and the social commitment through the Fuerte Foundation.
TUI Environmental Champion prize, by which the German tour-operator recognizes the tourist establishments most committed to the world environment. It must be highlighted the 11th place achieved by Fuerte Conil-Costa Luz, followed by Fuerte El Rompido (16) y Fuerte Marbella (31).
8 y Corporate Social Responsibility Report FUERTE HOTELES 2012
Fuerte Conil, Fuerte El Rompido y Fuerte Marbella received the GOLD LABEL AWARD certification from the organization Travelife Sustainability System, thanks to their environmental performance.
TripAdvisor Certificate of Excellence 2012, awarded to the tourist establishments most valued by the users. The chain hotels got a mark of 4.5 out of 5 thanks to the opinions of one of the travellers’ online communities most important in the world.
EXTERNAL
INTERNAL
INDEX OF CORPORATE SOCIAL RESPONSIBILITY (CSR) INITIATIVES
SOCIAL INICIATIVES w Health (private healthcare benefits) w Wedding Check w Aid for buying school books w Aid for nursery school w Continuing education w Advances and loans for employees w Discounts on the hotel strays and services for the chain’s employees w Improvements in partial retirement w Integration of groups at risk of social exclusion w Management of diversity w Gender equality w Working climate surveys w Performance assessments and developments talks w Quality circles with the employees
w Social and cultural projects of the Fuerte Foundation w Social networks management
ECONOMIC INITIATIVES
w Programs and policies for economic performance: good governance w Management system implementation Identification and dialogue with stakeholders w Application of sustainability indicators w Responsible marketing
w Policy and management of customers’ satisfaction w Creation of alliances with suppliers w Policy about suppliers w Promotion and support of local suppliers w Transparent communication
ENVIRONMENTAL INITIATIVES
w Bioclimatic and environment-friendly construction w Energy effiiciency w Guide for saving w Monitoring and measuring: Ecological Footprint and Carbon Footprint w Waste material w Emissions into the atmosphere w Spillage w Purchasing policy w Innovation 2012
w Promotion of organic gastronomy w Transparency and communication w Information to customers at reception-desks and website about environmental aspects (energy consumption, Ecological Footprint and Carbon Footprint) w Program of responsible activities: w Environment Conservation w Active promotion of sustainable development Corporate Social Responsibility Report FUERTE HOTELES 2012 y 9
Wine-Tasting Fuerte Experience with Venencia at Fuerte Conil.
4. ECONOMIC PERFORMANCE Fuerte Hoteles intend to be sustainable in every sense; therefore, a key aspect is its economical sustainability in a recession context as at present. In order to achieve it uses a Management-by-Objectives (MBO) model, which allows comparing and setting results and improvement opportunities in a constant and efficient way based on the hotels’ responsible operation. The chain considers that a hotel is well operated when complying with the objectives, the economic budget and the clients’ satisfaction targets, always considering that the maximum efficiency on investment and operation costs. Consequently, it intends to measure the ROI in all the strategic actions. Fuerte Hoteles has managed to maintain its income statement in 2012 as shown in the following summary table:
Hotel and additional activities income statement (thousands of euros)
2010
2011
2012
Net income Other operating income
33.367 1.868
36.685 1.605
36.687 1339
TOTAL INCOME Supplies Salaries expense Other operating expenses Gain/loss from asset disposals and other results
35.235 38.290 5.054 6.459 10.682 11.874 12.096 12.468 382 -79
38.026 4.903 9.536 12.343 135
EBITDA (Earnings Before Interest, Tax, Depreciation and Amortization) Amortization
7.785 7.410 5.296 5.178
11.109 4.803
EBIT (Earnings Before Interest and Taxes) Financial result
2.489 1.434
2.232 -753
6.306 -559
EBT (Earnings before taxes)
1.055
1.479
5.747
Hotel and complementary business, with incomes and expenses from all the hotels and apartments, with the exception of Fuerte Estepona (because of kind of management).
10 y Corporate Social Responsibility Report FUERTE HOTELES 2012
“We have been married for 20 years and wanted to spend a weekend for ourselves and we fully did it. We chose the hotel for the goods reviews and they did not let us down in any way; everything fantastic, employees, meals, facilities and much more things. For sure, we will come back but with our children. Thanks to all of you for making our anniversary wonderful.” Raúl and Sandra, guests at Fuerte Miramar
Panoramic views from Fuerte Grazalema swimming pool.
OUR DIFFERENTIAL FEATURES AGAINST OUR COMPETITORS
Friendly and close treatment Location Weather Nature Hotels close to Protected Natural Sites 260 Km of coast with 76 beaches Corporate Social Responsibility Local, healthy and organic cuisine Quality breakfasts
RESPONSIBLE TOURISM AS A STRATEGY
Culture and leisure
Fuerte Hoteles is committed to Responsible Tourism that, unlike ecological tourism, takes into account not only the environmental impacts, but it also extends its awareness for the economic and socio-cultural aspects involved in the process. It can be defined as the compromise between taking the maximum advantage that can be obtained from the economic, social, cultural and natural resources of a destination area for the clients’ satisfaction, and the negative impacts that can be caused on the host society or the environment.
Popular traditions
This model is based on the premise that for creating wealth is absolutely necessary to respect all the key factors involved in the tourist activity: Natural and sociocultural environment and stakeholders. Thus the chain hotels are called Responsible Hotels. In order to put into practice the guidelines specified in the company’s general policy, a number of processes, totally integrated in the operations carried out by the different officials, have been established. They range from the supervision and monitoring of the different energy, fuel, water, etc. consumptions to the adequate management of the waste, recycling, reuse and/or disposals with authorized handlers.
Sports activities in contact with nature Responsible Hotels with a Corporate Social Responsibility integrated in all its operations
‘Fuerte Experiencias’ Program Additional activities that will make your stay in our hotels a unique experience Corporate Social Responsibility Report FUERTE HOTELES 2012 y 11
QUALITY CONTROL TOOLS
Fuerte Hoteles measures the level of its clients’ satisfaction through:
w Direct surveys during their stay w Online polls after their checkout w Phone polls w Online valuations (travellers’ communities,
CLIENTS’ SATISFACTION Clients’ satisfaction is one of the main goals in any activity or project of Fuerte Hoteles. To reach excellence, we pay special attention to the processes involved in any product or service. Audits, both internal and external, certify our compliance with quality standards. The commitment to quality standards is shown by the fact that all the group’s hotels maintain the Quality system internally, by complying with and updating procedures and goals according to the necessities and by adapting to changes, and using the ISO 9001 standards.
“Already in 2011 my daughters were delighted with our stay so we decided to repeat. I think that most of this valuation is due to the fact that we realized that people spending their summer holidays there repeat every year and there is a family atmosphere that creates links. And after our second year I can affirm that we will come again.” López Garrido family, customer at Fuerte El Rompido
CUSTOMER SATISFACTION SURVEY 2012 Room tidiness 78.74% Restaurant service 74.68% Kitchen 70.32% Reception 76.63% 69.62% Maintenance Entertainment 50.26% 63.31% Quality-price rate
specialized websites, social networks, etc)
w ‘Mystery Guest’ audits
2011
Number of internal audits
-
Number of external audits
-
(Internal procedures + Quality + Environmental management systems)
(Financial + Environmental Management System)
Number of satisfaction surveys carried out
2012
8
11
4,860
4,661
General clients’ satisfaction rates
81.37%
71.78%
Online clients’ satisfaction rates
74.98%
85.60%
Net promoter score (NPS)*
52.75%
52.75%
*NPS, you take the % of customers who are Promoters (score 9-10) and subtract the % who are Detractors (score 0-6).
LISTENING TO THE CLIENTS THROUGH SOCIAL NETWORKS Through this hotels try to reach the following goals:
Client’ answers in a 0%-100% scale
FUERTE HOTELES FRIENDS’ CLUB It’s a loyalty program whose main goal is to meet the most loyal clients’ needs in the best possible way, by listening to and offering them a personalized atmosphere and the best offers.
w To increase loyalty w To be present in the new media w To have a closer and less business-related image w To co-build together with the clients, make them take part by proposing new activities for them to enjoy afterwards at the hotels w To generate a good online reputation online w Attention to the client 2.0
PROMOTION AND SUPPORT FOR LOCAL SUPPLIERS Fuerte Hoteles gives priority on its list of suppliers to locals with the aim at contributing to the economic development of the area. In this way it saves also costs in transport and conservation of the product, which results in no emission of large amounts of CO2. Below, a comparative chart shows local purchasing from food and drink sectors of the chain hotels in recent years.
LOCAL PURCHASING AMOUNT (Food and Beverage)
Organic garden at Fuerte Conil.
STANDARD MANAGEMENT SYSTEMS
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1.421.865,43 € 2012
1.868.569€ 2011
1.743.502€ 2010
2009
1.759.426€
€
Fuerte Hoteles applies standard management systems based on the international quality standards ISO 9001 and for environment ISO 14001. Through the ISO 14001 environmental certification, the chain transmits and responds to the company and society’s concern of preserving and improving the natural resources for future generations’ use and enjoyment. Having this kind of management systems offers many advantages, especially at the competitive level, since clients’ satisfaction, resource saving and minimizing environmental impacts are a constant reference in our daily hotel work.
“We have spent 5 days in this wonderful hotel, we are 5 in the family and all have had a fantastic time. “Hemos 5 días en este maraEveningspasado in the swimming-pool villoso hotel, somos 5 en la Ifamilia have been unforgettable. have 3y todos lo han pasado fantástico. Las children and they have played tennis tardes en la piscina han sido inolviand padel. We were surprised for the dables. Tengo 3 hijos y han jugado room they gave us, spacious, lovely al tenis y al pádel. Nos sorprendió and very comfortable. I recommend la que nos dieron por thehabitación stay .” amplia, bonita y muy confortable. Sonia, Recomiendo la estancia”. guest at Fuerte Estepona Sonia, cliente de Fuerte Estepona
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 13
ReSponSIble MaRkETInG GReen CoRneR and dIGITal SIGnanCe The Green corner, located at the hotel reception area offers the clients updated information on Ecological Footprint’s data, water and energy consumption or environmental activities, which is also used as an awareness-raising tool. With the same purpose, a new information platform through high definition screens was installed in 2011: the Digital Signance.
Information panel at Fuerte Marbella with data from Ecological Footprint.
PaRTICIPaTIOn In EvEnTS
w Participation in Fitur Green focused on Responsible Tourism, through lectures given by leaders of our chain. w Collaboration agreement for organizing the sports events: Marbella4dayswalking and Marbella ICan Triathlon aimed at promoting local sport.
WWW.FuERTEHOTElES.COM WEbSITE During 2012 Fuerte Hoteles has further implementing its website towards the promotion of Responsible Tourism, with updated information on indicators and other practices of the chain with the aim of raising awareness of Corporate Social Responsibility among online users.
InTERnal COMMunICaTIOn as in previous years, employees are informed about responsible progresses of the chain, through the internal newsletter and emails, a concerning and learning tool where the environmental achievements are published under the section ‘Why are we responsible?’
SOCIal nETWORkS anD PRESS Fuerte Hoteles has maintained firmly its option for social media channels with the aim at attending, listening to and talking to the client 2.0. For that it has launched online campaigns aimed at increasing its online community with 5,449 fans in Facebook and 2054 followers in Twitter. It also has exponentially increases its presence in Google+ with quality contents in several languages. These channels together with the blog of Fuerte Hoteles and sending press releases are great instruments to spread information from our own group and external from Corporate Social Responsibility, by giving sustainable advice to carry out at home, spreading responsible practices and local and international events, launching awareness-raising campaigns and many more activities related to environmental, social and cultural concern. 14 y Corporate Social Responsibility Report FUERTE HOTELES 2012
WEB
EXTERnal aDvERTISInG
wWe encourage respect to the environment through the comFUERTE HOTELES ONLINE PRESENCE
pany’s external media advertising through banners, ads, leaflets and fliers with CSR information. wThe material used in most of the printing impressions and media of Fuerte Hoteles is chosen under environmental standards: Cyclus Print and Cyclus Offset paper made of 100% recycled fibre material and approved by the environmental certifications blue angel, Ecolabel, EMaS, ISO 9001, ISO 14001 and naPM.
Panoramic view of Fuerte Conil-Costa Luz Hotel
STRATEGIC OBJECTIVES FOR NEXT YEAR IN THE ECONOMIC ASPECT: CHALLENGES I. ORIENTATION TO PROFITS
III. ORIENTATION TO CLIENTS
1. Improve price management and availability in all the channels. 2. Increase sales of room and extras. 3. Reinforce efficiency of the hotels’ structural and operating costs.
1. Raise the levels of service, attention and communication with clients. 2. Achieve higher attraction, loyalty and recommendation of clients. 3. Better understanding of those aspects that today’s clients really value.
II. ENCOURAGEMENT TALENT
IV. CORPORATE SOCIAL RESPONSIBILITY
1. Facilitate self-improvement and personal involvement. 2. Promote the role of performance assessment. 3. Improve leadership and teamwork, and encourage ethical and responsible behaviours 4. Stimulate the role of leaders as model of ethical behaviour.
1. Communicate more and better, internally and externally, matters related to CSR. 2. Increase our website traffic. 3. Implement online presence (reputation + positioning) to increase conversion. 4. Achieve highest brand recognition in the CSR area. Corporate Social Responsibility Report FUERTE HOTELES 2012 y 15
Employees from Fuerte El Rompido plant a chestnut tree in the hotel green areas.
5. ENVIRONMENTAL PERFORMANCE SUSTAINABLE DEVELOPMENT Fuerte Hoteles has been applying since 1997 a number of environment-related strategic lines with respect to development and innovation that allow us to achieve year after year the improvement targets. The following principles that are the basic pillars of our environment-friendly management include: - Pollution prevention - Constant improvement - Compliance with legislation and other requirements - Information and transparency about environmental results and innovations Following these principles and implementing them through an Environmental Management System within the corporation have made this company to be recognized in different fields for its work in favour of environmental sustainability. 16 y Corporate Social Responsibility Report FUERTE HOTELES 2012
“It is the best place in the world to get lost. It is peaceful and has impressive views. Fuerte Calaceite apartments are luxurious, with high quality materials, tidy and comfortable. a large balcony with deckchair, table and chairs (good furniture).� Rafael, client at Fuerte Calaceite Apartments
INNOVATION 2012 The new measures at Fuerte Hoteles were aimed at reducing energy consumption, waste and encouraging the use of renewable energies, while trying to satisfy our clients’ needs who are more and more concern about the environment.
Celebration of the World Environment Day on July 5 with a sectorial power cut at Fuerte Conil-Costa Luz and Fuerte El Rompido hotels within the Fuerte Experiences program. ◗ A new experience start for guest at El Rompido: drives through Flecha de El Rompido and River Piedras Natural site on segway, a non-polluting electric vehicle. ◗
ENERGY EXPERIENCES
◗ Gradual replacement of halogen lamps by LED lamps. ◗ Daily monitoring of energy consumption and managing
its deviation from the prevision.
◗ Installation of motion detectors in common areas
bathrooms in Fuerte Conil - Costa Luz.
◗ Replacement of dichroic lamps in Fuerte Conil-Costa Luz
by LED lamps.
◗ Replacement of candle-style bulbs on chandeliers by LED
lamps in Fuerte Conil-Costa Luz.
OPTIMIZATION
XEROGARDENING AND GREEN AREAS
water in Fuerte Grazalema.
◗ Clearing of the countryside in collaboration with local shepherds, who
bring its animals in a controlled way into the green areas of Fuerte Grazalema, reducing noise and air pollution and waste. ◗ Construction of a greenhouse taking advantage of the debris next to the organic garden; it is used as nursery and for growing seedlings from different species, which then are replanted so enlarging the green area of Fuerte El Rompido hotel. ◗ Planting of the local species of the province, pink tomato from Huelva, in the organic garden of Fuerte El Rompido.
◗ Sectoring of vacant areas to reduce energy
consumption in Fuerte Grazalema - Optimization and adjustment of lighting time. ◗ Adaptation of heating and air-conditioning in common areas in Fuerte Conil - Costa Luz according to weather conditions.
◗ Elimination of watering to autochthonous plants aimed at saving
SERVICES RECYCLING
◗ Arrangement of a new electric-car-hire service to be
operating in 2013 at Fuerte El Rompido hotel.
◗ Installation of recycling containers in all the internal
Corporate departments of Fuerte Conil - Costa Luz hotel. Social Responsibility Report FUERTE HOTELES 2012 y 17
RESPONSIBLE MEASURES TAKEN AT FUERTE HOTELES FUERTE HOTELE RECYCLING DATA 27.266,6 kg. of paper and cardboard 43.555 kg. of glass 3.516,7 kg. of containers and plastic
1.975 l. of vegetal oil ORGANIC GARDEN
Hotel
Rooms
Green areas and restaurant
Typological designs following the Traditional Andalusian Architecture in most hotels.
Plumbing with water economizers to avoid uncontrolled consumption.
Environment-friendly chlorination systems based on salt electrolysis for the swimming-pools.
Indoor gardened patios and entries that allow natural ventilation of the hotel rooms. 100% ecological waterproof systems on the foundations.
Room design and orientation for natural light to get into. Card-operated system for lighting and conditioning that controls they work while guests are in the room. Sensors in the balconies that turn off conditioning when doors are open.
Clay pathways that allow keeping heat in winter and coolness during the summer.
Reduction of amenities packaging and replacement by biodegradable materials and gel and shampoo dispensers.
Use of silicate-based mineral paints instead of plastic paints.
Bed linen and towels changed at the guest will, informing that reusing them result in water saving between 20% and 30%.
Renewable energies: solar panels for heating rooms and pools water.
Thermal-acoustic glazing that isolates from external noise and keep room heat.
Software control of all the facilities, which can be programmed to get higher efficiency
Installation of low-consumption and LED-type luminaries, and motion detectors in public areas. Use of low consumption household appliances.
18 y Corporate Social Responsibility Report FUERTE HOTELES 2012
Xerogardening in the design of green areas: Garden planting with local plants for water saving and planting of species at risk of extinction for their preservation. Fuerte Experiences, entertainment activities program that includes environmental workshops and guides. Electric-car hire-service at Fuerte El Rompido and recharge point at Fuerte Marbella. Use of dusk and dawn lights, which turn off and on with natural light. Selective collection of waste (oil, glass, paper, cardboard, organic waste and used batteries) and preference for products in bulk. *see recycling data chart Organic, healthy and local gastronomy and offer of special menus for coeliacs.
“Although we have spent a few days, they have been very pleasant, a wonderful location with views to the mountains. Employees very attentive and friendly. And I like very much how they cope with sustainability.” Carlos, client at Fuerte Grazalema
MOnITORInG anD MEaSuRInG THE eColoGICal FooTpRInT
The use of this type of tools allow establishing strategies to reduce to the least possible the impacts on the environment. Every year, since 2008 when Fuerte Hoteles begun to investigate and develop its own measuring tool, goals have been established to reduce this indicator in all the hotels.
The main tool for monitoring and measuring the impacts of Fuerte Hoteles are based on the ecological footprint, which calculates the amount of natural land needed for carrying out its operations. according to the original method established by Mathis Wackernagel and William Ress, the result is expressed converting these data into m2 land/guest accommodated.
During the first two years the aim was to reduce it a 5% compared to the Footprint of the previous year. This goal was accomplished with in most hotels. a special interest was placed on reducing power consumption since the chain’s studies showed that electric energy was responsible for the highest percentage of emissions of CO2 into the atmosphere. This means an approximate percentage of 73.75% over the total amount while diesel has 14.24% and the propane consumption around 4.41 2-3%. However, through the solar panels installed we have managed to reduce over 12% the consumption of fossil fuels during the summer season.
In particular, to calculate the ecological footprint of each hotel is calculated using the data obtained through the monthly consumption controls of:
w Electric energy (kWh) w Fossil fuels (litres of diesel and m3 of propane) w Water
ECOlOGICal FOOTPRInT COMPaRaTIvE CHaRTS 2011 VS Miramar 2012 Hotel Fuerte Fuerte Marbella Hotel
Fuerte Marbella Hotel
Fuerte El Rompido Hotel
Fuerte Miramar Hotel
Fuerte El Rompido Hotel
70
70
70
60
60
60
50
50
50
40 30
20
20
10
10
0 jan
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
40 30 20 10
0 jan
Fuerte Conil Hotel
feb
Fuerte Conil Hotel
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
0 jan
Fuerte Costa Luz Hotel 70
60
60
60
50
50
50
40 30
20
20
10
10
jan
feb
mar
apr
jun
jul
aug
sep
oct
nov
dec
apr
may
jun
jul
aug
sep
oct
nov
dec
nov
dec
m2 / client
30
m2 / client
m2 / client
40
mar
Fuerte Grazalema Hotel
Fuerte Grazalema Hotel
70
may
feb
Fuerte Costa Luz Hotel
70
0
m2 / client
30
m2 / client
m2 / client
40
40 30 20 10
0 jan
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
0 jan
feb
mar
apr
may
jun
jul
aug
sep
oct
Charts above show monthly and per hotel the ecological footprint comparison per client expressed in (m2/client) against the previous year. It is worth observing in these comparative charts the reduction achieved in most of the months, thanks to environmental management and saving measures applied during the past year. *Data of the months corresponding to closure time are not shown.
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 19
CARBON FOOTPRINT CHARTS 2011 VS 2012 Hotel FuerteCOMPARATIVE Marbella Hotel Fuerte Miramar
Fuerte Marbella Hotel
Fuerte Miramar Hotel
Fuerte El Rompido Hotel
40
40
40
30
30
30
20
0 jan
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
0 jan
Hotel Fuerte Conil
Fuerte Conil Hotel
40
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
0 jan
Hotel Fuerte Costa Luz
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
jun
jul
aug
sep
oct
nov
-19.04 % Reduction in total
dec
Hotel Fuerte Grazalema
consumption (m3) of water against 2011
20
Kg CO2 / client
jan
may
30
Kg CO2 / client
Kg CO2 / client
0
apr
40
10
10
mar
Fuerte Grazalema Hotel
30
20
feb
Fuerte Costa Luz Hotel
40
30
20
10
10
10
Kg CO2 / client
Kg CO2 / client
m2 / client
20
DRAMATIC REDUCTION OF THE CONSUMPTION
Hotel Fuerte El Rompido
20
10
0 jan
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
0 jan
feb
mar
apr
may
jun
jul
aug
sep
oct
nov
dec
Overall it can be watched that, in spite of the early month of the year the footprint is higher than in 2011, this tendency is gradually reversed throughout the year, reaching a global reduction in the carbon footprint. *Data of the months corresponding to closure time are not shown.
-20.91%
Reduction in total consumption (KWh) of electric energy against 2011
-9.32% Data per client (2012 figures)
ENERGY AND AIR POLLUTION MANAGEMENT: CARBON FOOTPRINT The reduction of emission into the atmosphere is measured in Fuerte Hoteles by using the Carbon Footprint, which indicates the amount of CO2 emitted by the hotel operation. These reductions are shown quickly on the meter readings, thanks to comply with the savings policies on power consumption and the use of renewable energies, which replace fossil fuels such as diesel and propane. 20 y Corporate Social Responsibility Report FUERTE HOTELES 2012
ELECTRIC DIESEL POWER (litres/client) (Kwh/client)
PROPANE (Kg/client)
WATER (m3/client)
FUERTE MARBELLA
17.35
0.84
0.13
0.20
FUERTE MIRAMAR
13.19
0.62
0.08
0.22
FUERTE CONIL
10.62
0.47
0.11
0.21
FUERTE COSTA LUZ
14.75
0.50
0.09
0.23
FUERTE GRAZALEMA
17.15
0.83
0.15
0.29
FUERTE EL ROMPIDO
12.22
NOT USE
0.22
0.64
Reduction in total consumption (kg) of diesel against 2011
-25.19%
Reduction in total consumption (kg) of propane against 2011
aWaREnESS RaISInG envIRonmenTal FueRTe expeRIenCeS Fuerte Hoteles offers its guests a number of participating activities through which they try to instil environmental values into them by means of playful ‘experiences’ at its hotels and their natural surroundings.
BOTANIC ROuTE
Guided walk where all the plant species of the gardens are identified, and xerogardening techniques used for caring green areas in a sustainable way are explained.
RESPONSIBLE ROuTE THROuGHOuT THE HOTEL
Fuerte Experience: Visit the ecological garden.
Guided visit to the hotel ‘hidden” areas of the hotel through solar panels, laundry services, machinery rooms, etc., to know closely how the environmental measures work.
ROBOTICS WORKSHOP
A fun workshop where the youngest ones carry out different activities related to recycling, renewable energies and responsible consumption.
ORGANIC GARDENS AND COmPOSTING
Guided visits for children to the organic gardens existing in all the hotels to watch how vegetables are cultivating free from any chemical for them to grow. ACTIVITIES IN CONTACT WITH NATuRE
Fuerte Experience: Bicycle route around Conil.
“We looked for peace and contact with nature: We found it. Perfect for going with children (even babies). the staff takes them into account. Heating a jar of baby food or a baby’s bottle at any time is not a problem. Varied and quality buffet. We felt like home.” nuria, client at Fuerte Grazalema
Information about the natural environment and good environmental practices such as excursions, cycling rides, beach trekking or hiking routes such as Grazalema Spanish Fir Forest.
EARTH mARCH
As a result of the American initiative ‘I matter march’, children march throughout the hotel like a demonstration against global climate change with posters prepared by themselves.
THEmE DAyS
Organization of different theme days related to the environment, such as World Water Day, Earth Day, Environment Day or Energy Day.
FARm AT FuERTE GRAzALEmA
This hotel has a small farm for the youngest guests to enjoy. Giving the bottle to the new born animals is the most special moment.
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 21
ENVIRONMENTAL TARGETS FOR NEXT YEAR Decisions to improve the environmental performance in the current year are linked to the Strategic Plan of Fuerte Hoteles and to the responsible perception of our company: To continue to reinforce all the employees’ awareness of sustainability. To encourage environmental innovation as key strategic issue for the development and expansion of our corporation. To reduce energy consumption and environmental impact. To strengthen clients’ communication, through designing specific sign posters designs in visible places of our hotels; to improve the ‘Green Corner’ by adding the Ecological Footprint measuring; to carry out clients’ environmental experiences, and optimize the environmental television channel in the hotel rooms. To introduce new communication lines through social networks (environment 2.0), Facebook, Twitter and YouTube. To improve the environmental information through the new corporate website. On the home page of www.fuertehoteles.com the importance for our chain of this issue can already be noticed. To continue with the preparation of the “Corporate Social Responsibility Report’ referred to 2013. 22 y Corporate Social Responsibility Report FUERTE HOTELES 2012
Outside of Fuerte Grazalema.
6. SOCIAL PERFORMANCE It is difficult to be committed to Corporate Social Responsibility and responsible tourism in a time of recession as at present, a difficult time for jobs. Therefore, Fuerte Hoteles want to underline its employees’ efforts and flexibility in adapting to this new situation to achieve economical sustainability.
Equal opportunities Diversity management The staff in Fuerte Hoteles has employees from many different nationalities and cultures, who get on without any type of inconveniences due to mutual respect, as reflected in the following article of our Code of Ethics:
“We have spent 4 days at Fuerte El Rompido Hotel; we have been spending our holidays there for over 4 years. It must be highlighted the staff, all of them very kind, polite and hard-working. We hope to come back soon, a totally recommendable hotel for families.” Maria, guest at Fuerte El Rompido
The company’s main asset is its people. People are the most precious good in our company. We shall not discriminate people regardless of their race, origin, economical status, beliefs, gender or sexual orientation and shall respect the established rights in the Universal Declaration of Human Rights and public liberties. Gender equality In Fuerte Hoteles, the existence of women in senior positions among the employees is by no means a special effort or adjustment, since we would never accept any measures that could imply a discriminatory action. As a matter of fact, the Board of Directors consists of 2 men and 3 women and the Hotel Management Committee of 4 men and 3 women. This means that since long ago Fuerte Hoteles got over sexual stereotypes to encourage egalitarian relationships, a datum reflected in our Code of Ethics.
Entertainment activity at Fuerte El Rompido hotel.
Integration of groups at risk of exclusion Fuerte Hoteles, in collaboration with Fuerte Foundation, intend to improve life quality and social development of groups at risk of social exclusion, in a way that makes possible integration of people who face greater difficulties in their daily life. We work in collaboration with institutions and foundations oriented towards job opportunities for groups with difficult access to the labour market, among them:
Cooperation agreement with the Fundación para la Atención e Incorporación Social (FADAIS), aimed at the full social and labour integration of people at risk of exclusion.
Cooperation with various associations of people with special needs.
Cooperation agreement with Proyecto Hombre, to help employees with any kind of addiction problems.
Cooperation with local associations in labour integration programs for groups with special difficulties related to work access, through training courses at the hotel establishments.
Recruitment of workers through labour reintegration programs for groups at risk of exclusion.
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 23
SOCIAL AND WORK CONDITIONS The Social Improvement Plan, available to all employees, intends to promote in the long-term Fuerte Hoteles values among the whole staff, especially those concerning family, professional training and health, consistently with its Employees Management policy. This package of voluntary measures were designed with the primary purpose of the main values of the company to be shared by all with all its employees. Employees can benefit from the following measures:
“Service is exceptional; servers are bursting with friendliness and have a professional level that it is difficult to find nowadays. Breakfasts and dinners are very much varied and successful. In addition there is show cooking every day. It also has a Beach Club to have dinner on the very beach.” Antonio, guest at Fuerte Marbella 24 y Corporate Social Responsibility Report FUERTE HOTELES 2012
Room at Fuerte Marbella.
Health improvements The company deals with the annual costs of a private medical insurance. This allows both employees and family have access to private health at a reasonable price.
Employees’ prices Special price for employees at the hotel and additional services of the hotel chain.
Marriage Investment: 1.897,40 € Economic aid for those employees who contract civil or religious marriage.
Accommodation discounts Employees’ families and friends have major discounts on services offered by Fuerte Hoteles.
School books Investment: 7.398,25 € Economic aid for employees with children in Infant Education (3-5 years old), Higher secondary education or professional courses (16-18).
Partial retirement Improvement of the conditions established by the current applicable legislation.
Investment: 31.083,74 € Nursery school Employees with children at nurseries (0 to 3 years old, Infant Education) benefit from an economic aid.
Internal promotion for employees Before starting an external selection process, the company first evaluates covering the vacant post through internal promotion.
Continuing education Economic aid for employees carrying out professional courses. The aid is subject to the relation the course has to their job.
Teleworking Certain people in the company, given their family or work situation, carry out their work partly or totally through telecommuting.
Advances and loans for employees Investment: 98.592,87 € Interest-free advance payments and loans for employees.
Maternity Accumulation of breastfeeding period into actual work days added to maternity leave.
WORKING CLIMATE SURVEYS Working climate surveys are carried out once a year among all the employees, where results are analyzed and improvement measures for every area of the company are presented.
71% HEADQUATERS
FUERTE ESTEPONA
71% 67%
FUERTE EL ROMPIDO FUERTE GRAZALEMA FUERTE CONIL-COSTA LUZ FUERTE MIRAMAR
84% 78% 77%
According to this survey, Fuerte Hoteles’ employees show an average satisfaction of
76%
Average job tenure (years)
Incidence rate %
Average workplace accidents
FUERTE MARBELLA
13,5
7,50%
9
FUERTE CONIL-COSTA LUZ
6,14
2,55%
17,66
FUERTE MIRAMAR
9,54
1,40%
28
FUERTE GRAZALEMA
7,08
5,00%
8
FUERTE EL ROMPIDO
6,13
0,00%
0
FUERTE ESTEPONA
3,06
3,13%
2
Oficinas centrales
7,04
0,00%
0
FUERTE MARBELLA
PERFORMANCE ASSESSMENTS Annually, each Department Manager assesses employees’ performances and developing talks are held to, among other things, recognize employee’s achievements and personal efforts. QUALITY CIRCLES Periodical meetings of the Human Resources Department with the employees of the different hotels to reflect on the problems of every establishment. These Quality Circles, introduced in 2012, intend to improve work efficiency and find joint solutions. STAFF STABILITY Talent and performance managing encourages each employee to give the best of themselves, that is why Fuerte Hoteles opts for specialization and a continuing training in order to guarantee a professionally qualified team.
74,86%
The average job tenure of Fuerte Hoteles’s employees in the company is
7,49 years
Incidence rate: It indicates the number of employees with sick leaves per every hundred employees Incidence rate = (accidents with sick leave/staff total) x 100. Average workplace accidents: It indicates the average length of sick leaves caused by workplace accidents (days).
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 25
PURCHASING ENVIRONMENTAL POLICY Fuerte Hoteles intends that all the processes take into account the care of the environment. Therefore, a series of environmental aspects, required from suppliers, products and services, are included in our chain’s purchasing policy. Below, the most relevant measures are listed:
w Consumption of chlorine and coloured paper is avoided. w Consumption of natural, fresh and seasonal products is encouraged, and also those from local farmers.
w Drinks are served in glass containers or directly from the barrel to decrease waste.
w Purchasing food encourages acquiring products in Exclusive room at Fuerte Marbella.
SUPPLYING AND HIRED COMPANIES “We have been spending for several years part of our holidays in Marbella and we always have chosen Fuerte Miramar hotel. There are many reasons for choosing this hotel: its location, its price/quality relationship, the tidiness of its facilities, breakfasts, its staff’s kindness, etc. We always have recommended it to our friends and, until now, they never let us down.” Alberto, guest at Fuerte Miramar
26 y Corporate Social Responsibility Report FUERTE HOTELES 2012
The careful selection of our suppliers is a relevant factor for complying with the Fuerte Hoteles’ commitment to offering its clients first quality products and services, according to their specific needs and demands. The success of this company mainly relies on the services between departments and suppliers to match in the best possible way; so an intelligent and efficient purchasing system has been set up, with a highly capable and willing staff. FUERTE HOTELES PURCHASING PIE CHART
glass packaging and paper bags instead of metal packaging and plastics bags. w When possible, large size containers are chosen, since it is cheaper and implies less packaging. w Non-returnable packed products are avoided, in small or individual portions, double packed products, etc. w Using cleaning products prepared under environmental and/or ecological management systems. Those suppliers carrying out works or services must sign some environment-friendly general conditions to develop their activity.
FAIR TRADE Fuerte Hoteles has been always concerned about Fair Trade due to the environmental and social values implied. Therefore, the hotel chain offers its clients the opportunity to purchase from a list of fair-trade products.
LOCAL COMMUNITY FUERTE FOUNDATION Fuerte Hoteles channels its solidarity actions through Fuerte Foundation, which manage projects in Spain and abroad, to grant training and infrastructures to groups at risk of social exclusion. It is an initiative of Isabel M. Garcia Bardón, the chain’s president, aimed at collecting and managing the company’s wish of helping to solve problems in its social environment.
11. Therapist training of Proyecto Hombre Malaga. 12. Pro-Am Proyecto Hombre Malaga ‘Miguel Ángel Jiménez’, solidarity golf championship.
Solidarity projects where Fuerte Foundation has been involved in 2012 are listed below.
w Social Projects: 1. Project for educating and training young indigents in the construction sector. Religious Congregation Capuchin Tertiary Friars of Our Lady of Sorrows in the Philippines 2. Aid in social issues Edmund Bartlett in Jamaica. Collaboration to help children to have proper education. 3. Development cooperation project in Congo Democratic Republic, aimed at creating a framework suitable for studying in the Mahagi centre through the acquisition of secondary school books on all the subjects and academic levels. 4. School and family prevention of drug dependency, Proyecto Hombre Malaga, held by the Social Welfare Department in Torrox. Fundación Fuerte funds this project to raise people’s awareness of the risks and consequences of the consumption of any addictive substance. 5. School and family prevention, Proyecto Hombre Jerez, carried out in Conil and Grazalema. 6. Socio-educational activities in their spare time for young people between 4 and 16, who voluntarily attend the socio-educational integration centres of Marbella Horizonte Proyecto Hombre. 7. Funding of the Anniversary Dinner of the Charity Horizonte Proyecto Hombre from Marbella. 8. Support for the organization of charity jumbles sales in aid of the Charity Horizonte Proyecto Hombre from Marbella. 9. Support Apartment for drug dependents’ treatments, of the Charity Horizonte Proyecto Hombre from Marbella. 10. Series of talks on marital education, held by the organization Desarrollo Integral de la Familia.
Fuerte Foundation funding of socio-cultural projects in 2012 was
71,284€
11. Therapist training of Proyecto Hombre Malaga. 12. Pro-Am Proyecto Hombre Malaga ‘Miguel Ángel Jiménez’, solidarity golf championship.
w Cultural projects 12. Cooperation with the Spanish Contemporary Engraving Museum to fund accommodation for artists. 14. Support for funding the restoration of Nuestra Señora del Carmen church, in Estepa (Seville) 15. Organization of a week exhibition of local products in Fuerte Grazalema hotel 16. Local artists’ exhibition on Responsible Art in Fuerte Conil – Costa Luz hotel. 17. Organization of the G major organ cultural program, of Ntra. Señora de la Encarnación parish: creating spaces for spreading culture, by promoting to know the organ through concerts. 18. Cooperation with Fantasy and Terror Film Festival by funding halls and accommodation in Fuerte Estepona hotel. 19. Creative Expression in the CIS (Socio-educational Integration Centre): organization of art and painting courses for managed by the charity Horizonte Proyecto Hombre from Marbella. 20. `Vive la Música´: funding of the music school and interprovincial meeting of municipal bands organized by the Torrox town council (Malaga). 21. Aid to funding the Santa Maria de la Victoria Band from Marbella: devoted to the musical training of young performers wanting to introduce themselves in this art. Corporate Social Responsibility Report FUERTE HOTELES 2012 y 27
FAREWELL LETTER Dear friends, This report, presented here, which we call Corporate Social Responsibility Annual Report, intend to go beyond environment damages and benefits that a hotel can cause on its surroundings. The Responsible Tourism management model, in which we firmly believe, must be based on a compromise that can only be reached with the client’s involvement. In this respect, education plays a key role, because it allow us to be aware enough for identifying feasible business opportunities and getting a value added to the hotel operations. That is, we mean innovation, based not only on technology but on new organization models that first give relevance to the client and then to other factors influencing the hotel’s environment. The big challenge we face is to match clients’ satisfaction with the adjustments that companies have had to make in the current situation of economic recession. This involves making known for the most sensitive markets (such as central and northern Europe) this differential component from Fuerte Hoteles, our commitment to responsible tourism. The real advantage of this model is that, with equal pricing, clients today are drawn by responsible products because they have a higher satisfaction index. But, environment, people and local economies have to be targeted by hoteliers. One of the major enemies of responsible hotel trade may be the approach that to be ‘responsible’ means to cause discomfort to our clients. Nothing could be further from reality. Fuerte Hoteles’ Corporate Social Responsibility policies are focused on making compatible comfort and sustainability. So if we manage to raise awareness of the clients about these issues, they will be more satisfied with the service we provide. As I said, our task is not only to implement saving and environmental improvements but to know how to involve our target people and make them feel good by contributing to a more sustainable world. To communicate our clients what we do is a challenge for our company. I am convinced that our option for Responsible Tourism is an option for differentiation, and to this respect it is important that clients can have enough information to distinguish responsible hotels. Finally, I invite you to read thoroughly this report. Sincerely, José Luque García, Fuerte Hoteles Chief Executive
28 y Corporate Social Responsibility Report FUERTE HOTELES 2012
TABLE OF GRI INDICATORS PRESENTED IN THIS REPORT 1. Strategy and analysis Chief executive statement. Description of the main impacts, risks and opportunities.
1. ECONOMIC INDICATORS 03 03
2. Organization profile Name of the company. 04 Primary brands, products and/or services offered. 05 Operational structure of the company. 04 Location. 05 Company’s size. 05 Significant changes during the reported period. 17 Prizes and awards received. 08 3. Report parameters Reported period. Date of the latest previous company report. Reporting cycle. Company contact. Definition process of the report content. Report range.
02 02 02 04 02 02
4. Governance, commitments and stakeholders participation
Governance structure of the company. 03 Highest governance body. 03 Highest governance body members who are independent. 03 Process for employees to be informed and consulted about labour relationships. 24 Mission and valued developed internally: codes of behaviour. 06 and 08 Relevant principles for economic, environmental and social performance, and its implementation status. Frequency for the highest governance body to assess its performance in regard to sustainability. 28 Procedures to assess the own performance of the highest governance body. 25 Membership in major associations. 07 List of stakeholders included by the organization. 07 Basis for identification and selection of stakeholders with whom to engage. 11
EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. EC3 Coverage of obligations of the organization’s defined benefit plan. EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. EC7 Procedimientos para la contratación local.
10 09 13 07
2. ENVIRONMENTAL INDICATORS EN3 Direct energy consumption by primary energy source. 20 EN5 Energy saved due to conservation and efficiency improvements. 20 EN6 Initiatives to provide energy-efficient or renewable energy-based products and services, and reductions in energy requirements as a result of these initiatives. 18-20 EN7 Initiatives to reduce indirect energy consumption and reductions achieved. 20 EN16 Total direct and indirect greenhouse gas emissions by weight. 20 EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. 20 EN22 Total weight of waste by type and disposal method. 18 EN26 Initiatives to mitigate environmental impacts of products and services, extent of impact mitigation. 17 LA2 Total number and rate of employee turnover. 25 LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees. 09 LA12 Percentage of employees receiving regular performance and career development review. 25
3. SOCIAL INDICATORS LA9 Health and security matters covered by formal agreements with labour unions. SO1 Operations where development programs, impact assessments and local community participation have been implemented. PR5 Practices related to client satisfaction, including results of surveys measuring client satisfaction. PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.
09 27 12 14
Corporate Social Responsibility Report FUERTE HOTELES 2012 y 29
For more inFormation: NatalĂ RuĂz, Corporate Social Responsibility and Communication Manager natali.r@fuertehoteles.es Tel. 952 92 00 36 30 y Corporate Social Responsibility Report FUERTE HOTELES 2012