2010 ― With illustrations from the Atlas des îles ... - Event Report


2010 ― With illustrations from the Atlas des îles ... - Event Report

CorporateResponsibilityReport2010With illustrations from the Atlas des îles perduesAn artwork by Marie Velardi

3ContentWelcome 6 About this Report6 A Brief Portrait of Kuoni8 Atlas des îles perduesChallenge 12 External Challenges Shaping Kuoni’s CR StrategyIntegrating sustainability in the tourism industry 13 Expectations of the Board of DirectorsStrategy ― 16 CR Organisation and Focus AreasDefining key areas of focus 16 Stakeholder Dialogue18 Statement of the CEO: Sustainability Through Leadership19 The Rules of the Gameprogress report ― 22 EmployeesTransforming Kuoni’s values into action 26 Sustainable Supply Chain30 Sustainable Products34 Human Rights38 Environmental Stewardship44 CR Performance Summary45 Indicators of the Global Reporting Initiative (GRI)46 Kuoni’s CR Glossary47 Contact



6 WelcomeAbout this ReportIn this Corporate Responsibility (CR) Report, covering thereporting period 2009/2010, we brief our stakeholders andinterested parties on how Kuoni addresses and improves thesustainability of its business.To highlight the importance that climate change plays on thefuture of society and on Kuoni’s business, the reader is invited tobrowse the Atlas des îles perdues (Atlas of the Lost Islands) foundthroughout this report. This artwork by the Swiss artist MarieVelardi depicts islands that could one day sink into the oceandue to rising sea levels caused by climate change. It is a clearillustration of the vital role of mitigating the negative impacts ofKuoni’s operations on the environment while at the same timeenhancing the benefits of its actions at the destinations for nowand the future.This is the third CR Report of the Kuoni Group, the last version ofwhich was printed for the 2008/09 biennial reporting period. Itis based on the latest internationally recognised guidelines of theGlobal Reporting Initiative (GRI-G3).How to Read this ReportThe aim of the current report is to inform our stakeholders(employees, customers, shareholders, investors, suppliers, themedia and the public) about our CR activities. The CR organisationand focus areas, current projects and initiatives as well as futuregoals and past achievements in integrating CR values withinthe Kuoni Group are described. The report is a reader’s digeston Kuoni’s Corporate Responsibility and is meant to enable thereader to quickly gain an overview of our progress so far.We have thus integrated web-codes, marked by a specific iconthroughout the report, to signal the reader on topics where moredetailed information is available online.By entering the web-code in the search box on the Kuoni Group’sCR website, the reader is taken directly to further information onthe desired topic. There is also a glossary available at the back ofthe report, which explains frequently used terms.Web-codes look like this: HR1 and can be easily searched for on www.kuoni-group.com/corporate+responsibilityAdditionally, our CR activities are also integrated in Kuoni’s Annual Report 2010 MR1.Kuoni aims for integrated reporting in the future and will continue to issue regular updates of its sustainability initiatives online.A Brief Portrait of KuoniThe Kuoni Group is one of the world’s leading globally-activeleisure and destination management travel organisations, witha worldwide workforce of 8 772 (full-time equivalent) employeesand consolidated turnover of CHF 3 984 million in 2010 MR1.Kuoni’s activities are focused on its core leisure travel anddestination management businesses. The head office of KuoniTravel Holding Ltd. is in Zurich, Switzerland, where AlfredKuoni founded the company back in 1906. The Kuoni Group hassteadily and systematically developed its position in the worldtravel market over the years and today has branch operationsin more than 45 countries in Europe, Asia, Africa, Australia andNorth America.In the leisure travel sector, representing 75% of turnover,Kuoni offers a huge variety of holidays and services in all pricecategories through its different tour operating brands.Destination management is an important business withinthe Group, representing 25% of overall turnover in 2010. Thisbusiness consists of a worldwide network of sales and destinationmanagement organisations covering a variety of different services.The two business areas are integrated within a business strategyof minimal vertical integration (asset-light). This means thatKuoni owns practically no aircrafts, ships, hotels or other fixedassets. Thus, the Kuoni business model has proven itself to bevery flexible in the past.


8 Atlas des îles perduesA Wordfrom the ArtistThe Atlas des îles perdues is a work of art that questions the futureof islands; several of the selected islands are tourism destinationsfeatured by Kuoni. I find it very interesting to expose my artisticwork to different contexts. One of the objectives of this work is thatit guides and inspires a reflection about this sensitive topic.The connecting thread of my various artistic projects is therelationship with time, especially the future. Projections in time allowme to display the link between the present and the future. They are away of speaking today about the earth. From my point of view, havinga memory of the future, understood as awareness of the impactof present actions on the future, is equally important as having amemory of the past. My projects encourage long-term reflection.The Atlas des îles perdues is like an old book which you might findin a library: large and heavy, its binding is in black leather, andthe title is inscribed in gold plating on the cover, as well as itsdate of publication: 2107 Edition.It contains 55 reproductions of drawings in Indian ink, reminiscentof old maps of islands. One could think of imaginary islands, lost andisolated in the oceans. Each drawing is covered by a sheet of tracingpaper giving the name of the island and its geographical bearings.The introduction to the Atlas explains that it contains a selectionof islands which disappeared in the course of the 21st century.These were very low-lying islands, many of them once inhabited.At the time of the volume’s publication, the islands had alreadybeen submerged. The introduction explains that there were manyreasons for their disappearance, but most scientists had agreed thatit was mainly due to the rise in sea level caused by global climatechange linked to human activity in the 20th and 21st centuries.This work of art questions the relationship that we have withspace, territory and the Elsewhere. It also, indirectly, raises thequestion: What does the future hold for the people living onthese islands which have almost been ‘wiped off the map’?Atlas des îles perdues (Atlas of the lost islands) was created in 2007.It has been exhibited at the Swiss Art Awards in Basel in 2007, in the exhibitions Moralische Fantasien / Kunst und Klima at the Kunstmuseum Thurgau(Switzerland) in 2008, at the Museum Morsbroich, Leverkusen (Germany) in 2009, and as part of the exhibition Le Temps de la Fin at the Espace d’artcontemporain La Tôlerie, Clermont-Ferrand (France) in 2009-2010.Marie Velardi Artist (mixed media), lives and works in Geneva, Switzerland.Education: Accademia di Belle Arti di Brera, Milan, Italy; Académie Royale des Beaux-Arts, Brussels, Belgium; Diploma received from the Ecole Cantonale d’Artde Lausanne (ECAL, Switzerland); Postgraduate studies in CCC (Critical, Curatorship and Cybermedia studies) at the Geneva University of Art and Design.

9 Employees

Challenge— Integrating sustainability in the tourism industryLeading firmsunderstand thatsustainabilityand profitmay indeed becomplementaryprof. mohan munasinghe on Challenge

KeaduMaldives3° 28’ 0 N 73° 31’ 60 E

12 ChallengeExternal ChallengesShaping Kuoni’s CR StrategyThe world is facing multiple problems. On the developmentfront we need to address formidable issues like persistentpoverty and inequality, the growing scarcity of energy, water andother natural resources, diseases and pandemics, and seriousecological problems. Climate change is a major concern becauseit threatens to exacerbate these existing difficulties.The key drivers of change, which underlie current problems,include consumption patterns, production, population andgovernance. Focusing on these four drivers will help us addressa broad range of issues in an integrated manner, by shapingglobal trends and managing market forces. Business and civilsociety need to take the initiative immediately, to work withgovernments move proactively, using known practical measuresthat make development more sustainable.Responsible companies like Kuoni can be more effective thangovernments in dealing with two of the key drivers – sustainableconsumption and production. They are more decisive, efficientand innovative, and often work with long-term vision. Suchadvantages have to be harnessed to solve the complex, global issues.While seeking economic profits that satisfy shareholders, firmsmust operate under government regulations and the scrutiny ofconsumers who are also concerned with responsible corporatesocial behaviour and protection of the environment. Sustainablecompanies know this, and they are the ones we could count on.Kuoni and other leading firms understand that sustainabilityand profit may indeed be complementary. Those who dosomething that benefits other people and the environment, alsohelp themselves in the long term. Using the travel industry as anexample, an operator can make a short-term profit by destroyingbeaches and nature reserves or using energy-wasting methods.However, we will soon live in a world where there is going to beless water and energy. Those companies, which have adopted moresustainable measures will then have a competitive advantage.Anthropogenic carbon emissions exemplify modern resourceover-exploitation. The consumption of 1.4 billion richer humansaccounts for over 80% of all production. Making their consumptionpatterns more sustainable will reduce carbon emissions (andother types of resource use) significantly. Furthermore, familiesthat purchase low-carbon products and services can stimulateinnovation in businesses, while encouraging politicians to takeradical steps towards a lower carbon world.Progressive business leaders have also pledged to overcomebarriers faced by consumers, including the availability andaffordability of sustainable products, lack of informationand product labeling, and a sense of powerlessness. The sameadvertising that now promotes over-consumption and wastecould be used to encourage more sustainable consumption.Over a period of time, social values and habits could be changedto favour sustainable behaviour, in the same way that publicattitudes have shifted against tobacco smoking in recent decades.The foregoing ideas were the basis for the proposal I made to theUN recently: to pursue Millennium Consumption Goals (MCG)for the rich that complement the Millennium DevelopmentGoals for the poor. The Millennium Consumption GoalsInitiative (MCGI) was launched subsequently, to move this ideaforward sensibly and systematically. Meanwhile, we believe thataction can be taken NOW by individuals, families, communities,enterprises, cities, regions and countries. Sustainable firms likeKuoni can develop their own specific versions of MCG (tailoredto their own circumstances), implement them, and monitorand report progress – so there is no need to wait for broadmultilateral agreements at the UN-global level!It is just as if one were to climb a mountain. The peak represents thefinal destination of sustainable development – it is covered in cloudsand we cannot see it, but if we place one foot in front of the other weknow that we will reach the top as long as we keep climbing.Prof. Mohan Munasinghe was joint winner of the Nobel Peace Prize in 2007 as the Vice-chairman of the Intergovernmental Panel on Climate Change IPCC-AR4. He is the President of the Munasinghe Institute of Development (MIND) in Sri Lanka and Professor of Sustainable Development at the University ofManchester, UK, and Distinguished Guest Professor at Peking University, China.Read the full statement of Prof. Mohan Munasinghe online SD6.

13 ChallengeExpectations ofthe Board of DirectorsThe world and the people living in it are subjected to significantchange: Poverty in developing countries, globalisation,climate change and natural resources scarcity are essentialchallenges for society and also for companies. Kuoni is awareof its responsibility and takes an active part in the design of asustainable development within its sphere of influence.We ask ourselves how we can assume our Social Responsibility.Our strategic approach in Corporate Responsibility (CR) isto integrate social and ecological issues in business processesand so contribute to economic success in the long term. As acompany acting responsibly we take up opportunities to activelyparticipate in those areas concerning our stakeholders – includingour employees, business partners, customers, investors, nongovernmentalorganisations and local people at the destinations.In the context of responsible corporate management we identifythe CR fields of activity relevant for us. We set targets andconsistently expedite their implementation. Considering theconstant change in the business environment it is importantto recognise new challenges early and respectively developa range of actions. We thus minimise risks and discover newopportunities via CR. In the future we would like to deploy ourexpertise in sustainability even more systematically in order toopen up and utilise opportunities for our businesses.For more than a century, Kuoni has sought to create perfectmoments for its customers. We take people to inspiringlandscapes where they connect with unique cultures andleave with fresh perspectives. Our journeys are createdwith the same passion and authenticity as a work of art.And art is awareness.Marie Velardi’s Atlas des îles perdues, featured throughout theKuoni Corporate Responsibility Report, depicts islands that,according to the latest projections of sea-level rise, could sinkinto the ocean by 2107. Marie illustrates the stark reality of afuture that may await us if we do nothing against climate change.However, as one of the world’s leading globally-active leisureand destination management travel organisations, we are fullyaware that our core business can have negative impacts onthe environment and on the destinations we go to. Thus weare committed to minimise and mitigate these impacts – andto enhance the positive benefits – so that future generationscan embark on their own journeys to the many islandscurrently at risk. We have endeavoured to integrate CorporateResponsibility as a cornerstone in our corporate strategy andhold ourselves to the highest standards, so that our economic,ecological and social resources are not diminished for futuregenerations.Henning Boysen, Chairman of the Board of Directors of the Kuoni Group.

Strategy— Defining key areas of focusThegamehaschangedRob Challis on strategy

Nui, FanutapuTuvalu7°13’29’’S177°09’37’’E

16 StrategyCR Organisation and Focus AreasIf a company aspires to long-term success, its operations have tobe based on clearly defined principles, values and guidelines S2.For Kuoni, these have been unified within its Code of ConductS3. Our position on Corporate Responsibility (CR) can be foundtherein. Accordingly, Kuoni pursues a strategy of further integratingsustainability into its own business processes. Kuoni aims tominimise the risks and negative implications of its activitieswhile simultaneously opening up new business opportunities.The Group’s collaboration with various internal and externalstakeholders forms an important part of this strategy SD1.Kuoni’s sustainability work is coordinated centrally by itsCorporate Responsibility Department S5. This departmentis responsible for the concrete implementation of Kuoni’s CRprinciples in its day-to-day business. It is also the contact pointfor internal and external stakeholders.Within the Kuoni Group, the Corporate Responsibility network isresponsible for implementing and integrating the sustainabilitystrategy across the different Business Units. This network oftwelve people is embedded in various operational and functionalareas. Another project group focuses on the integration ofsustainability standards into the value chain. Together withCR staff, one representative of each of the Procurement andProduction hubs in the UK, Sweden and Switzerland form thisproject group and work on sustainability issues proactivelythrough a unified approach SC4.Our CR strategy – developed through a materiality analysis S4– provides a clear vision of how we can continue to transformour business in a way that benefits employees, customers, society,shareholders and investors, the environment and Kuoni itselfSD1. The strategy, approved by the Board of Directors S1 in2009, focuses on:— Employee’s engagement and satisfaction— Sustainability in the value chain— Sustainable products & marketing— Human Rights, especially the rights of children— Climate change and environmental stewardshipKuoni’s Executive Board annually approves the ‘CorporateResponsibility Cockpit’, which defines clear goals S7 for theforthcoming year.Stakeholder DialogueAs an international company Kuoni maintains a lively exchangewith a large number of representatives of external interestgroups and is living a distinctive dialogue culture to match theexpectations of its stakeholders with its own objectives SD3. Theconcurrent aim is the joint establishment and implementationof solutions for pending challenges. The constructive and activedialogue assists us to tailor our Corporate Responsibility strategyto the needs of the company and respectively implement it.A crucial step was taken in July 2010 with the launch of astakeholder dialogue campaign involving a small ‘Inner Circle’and a larger ‘Wider Circle’. Twice a year, the ‘Inner Circle’gives the company advice and takes a critical look at how itssustainability strategy is being implemented. The ‘Wider Circle’meets once a year to discuss a specific theme – for 2011 the themeis ‘Water and Tourism’ – and to suggest concrete opportunitiesfor action. These two groups are made up of internal andexternal stakeholders, including CR specialists and experts fromuniversities, governmental and non-governmental organisations.Given Kuoni’s sphere of influence, four entry points for approachingthe topic of freshwater have been identified in discussions within thecompany and the members of the Inner Circle.These are:— Standards for the supply chain— Customer awareness and education— Technological solutions— Water footprinting and accounting methodologiesWe would like to identify potential Kuoni activities for thesetopics and discuss and prioritise them in order to recommendconcrete next steps for Kuoni’s CR strategy on freshwater.In establishing a stakeholder involvement process, Kuoni wishesto learn from its stakeholders, identify problems as well as feedand validate its decision-making process. The Wider CircleDialogue describes an integral component of a comprehensiveand longer dialogue process regarding the topic of freshwaterand tourism. It aims to uncover hidden issues and opportunitiesand to identify new ideas to create long-term business value.We value and recognise the importance of engaging with ourstakeholders to learn about and understand their concerns andissues – that’s why we have given five external stakeholders theopportunity to ask Kuoni any questions they had in the secondpart of this report.

17 StrategyNorth Malé AtollMaldives4°25’ 73°30’E

18 StrategySustainability Through LeadershipSince the last publication of its Corporate Responsibility Report,Kuoni has faced – for example – a global financial crisis, apandemic originating in Mexico and a volcanic ash cloud inIceland, the effects of which have resonated throughout thetourism industry all over the world. The intricate linkages inthe global marketplace were vividly felt through these eventsand have further highlighted the importance of embeddinga sustainable and responsible business approach across allsectors. Looking back at the key CR goals we set during the2008/09 reporting period, we are proud to say that we have madesubstantial progress as follows:In respect of our goal of employee engagement and satisfaction, we have▷ developed a platform for stakeholder dialogue to seek feedbackon our CR strategy.▷ established awareness raising events for our employees as wellas online platforms to further our internal communications.▷ conducted a group-wide employee satisfaction survey.In respect of our strategic goal of establishing sustainability in thevalue chain, we have▷ established a new Procurement and Production Unit (P&P),which operates as the central interface between our differentmarket regions and the suppliers at the destinations. It aims tooptimise our sourcing strategy and will thus play a pivotal rolein our CR initiatives in the future.▷ integrated the Travelife Sustainability System within theKuoni Group, which helps us determine the sustainabilityperformance of our suppliers.▷ trained 15 Travelife auditors.▷ audited 50% of our top 300 key suppliers.▷ established the Supplier Code of Conduct which outlinesover twenty sustainability-related contractual obligationsthroughout our supply chain.In respect of our goal of protecting human rights, especially therights of children, we have▷ informed customers on how they can help prevent child sextourism.▷ conducted 7 child protection workshops in cooperation withlocal NGOs and hotel partners in the Dominican Republic,Kenya, Thailand and India.In respect of our goal of climate change and environmentalstewardship, we have▷ made improvements in providing data, metrics and resultsincluding the disclosure of CO 2emissions.▷ begun to systematize our data collection in our largestBusiness Units.▷ encouraged our Swiss customers to offset their CO 2emissionsto a total of 4.43 megatonnes of CO 2from 2008-2010.▷ calculated the average carbon footprint of our Swiss customer’sholidays to several top destinations.As regards our goal of developing sustainable products andmarketing, we did not manage to extend our sustainable productline ananea to two further Business Units as we had hoped.Kuoni UK is, however, due to launch the programme this year.We see the integration of sustainability in our businessoperations as a daily challenge, not only at our Headquarters inZurich, Switzerland, but also in the over 45 countries in whichKuoni is active. Our reporting on key performance indicators hasto be further developed. It is a work in progress and will remain acore focus in the coming years.Continuing the look ahead, we aim to expand the scope of many ofour initiatives. Given the constant flux in our business operations,it is important to identify new challenges early on, in order toadjust and further develop the strategic aims and focus areas ofKuoni’s Corporate Responsibility. Therefore, in the second half of2011, we plan to re-evaluate our CR strategy based on empiricalresearch and stakeholder feedback. At the same time, we willcreate a framework to address human rights and biodiversity in amore systematic manner. Further goals within our focus areas canbe found in subsequent chapters of this report.We have set challenging goals and measures of success. We realizewe cannot tackle these issues alone – we need the collaboration ofall our stakeholders, especially of our employees and the membersof our value chain. Because the Corporate Responsibility Report2010 is geared towards these groups as well as the public at large,Kuoni is providing this platform for an artist whose work engagesinterest and inspires action, specifically, as it relates to climatechange. We hope you will join us.Peter Rothwell, Chief Executive Officer of the Kuoni Group.

19 StrategyThe Rules of the GameOver my many years of consulting in the areas of risk management,corporate responsibility and sustainability, a number of CEOs havequoted the economist Milton Friedman to me in that:“There is one and only one social responsibility of businesses – to use itsresources and engage in activities to increase its profits, so long as itstays within the rules of the game, which is to say engages in open andfree competition without fraud.” I have always responded that thekey words in Friedman's quote are ‘the rules of the game’.At the time of his quote in the 1970s, Friedman’s contextwas solely that of free-market principles. Today the contextis radically different in that, over the past 20 years, society’sexpectations of big corporations have changed significantlyand their contribution to society is no longer judged solely onfinancial performance, but their sustainability as a business, theirbehaviour within their sectors and countries of operation as wellas broader society – the ‘game’ has changed. Big corporationsare now expected to do more than just be accountable for profitperformance and shareholder dividends. Against the backgroundof the changing expectations by society of the obligations of bigcorporations, the global recession and the unpredictable eventsof nature and politics, how does Kuoni measure up in terms ofdelivery of its Corporate Responsibility programs and goals?LEADERSHIP — CR is a strategic discipline which impacts allcorporate activity; to be effective, therefore, a CR programshould have the support and leadership of the Executive Board.Kuoni’s CR program, led by the CEO, enjoys regular input fromthe Executive Board and is approved under their authority. Thisapproach has facilitated, to a high degree, the embedding ofthe program throughout Kuoni’s diverse global operations inappropriate operational and functional areas.STAKEHOLDER ENGAGEMENT — The effectiveness of the successof any CR program is dependent on aligning the perceptionsstakeholders have of a corporation with the reality of thecorporation’s behaviour. Kuoni’s stakeholder engagementprogram has proven to be effective in a number of key areasincluding its ‘Inner Circle’ and ‘Wider Circle’ dialogue, itsengagement with its employees, customers and suppliers and thetraining of 15 auditors to work with suppliers.SUMMARY AND RECOMMENDATIONS — Kuoni has embarked on avery long journey and has made significant progress against avery challenging economic and trading background. Kuoni hasconsistently improved its CR performance to the goals and targetsset out in its first CR report particularly in the gathering, analysisand reporting of key data in a transparent way and the successfulintroduction of added value programs for key stakeholder groups.This encouraging progress has provided the foundation forfurther enhancement and development particularly in bringingall of the various strands of their CR programs together and inextending and deepening its stakeholder engagement.NEXT STEPS — Setting further performance benchmarks anddeveloping ideas as to what success looks like are important inidentifying and quantifying the value of and adding credibilityto any CR proposition. I feel that Kuoni should widen itsstakeholder dialogue and adopt a more granular approach to itparticularly in how it identifies and mitigates the risks of notdelivering to stakeholders’ expectations. Deeper engagementwith internal functions that interact with particular stakeholdergroups, for example, Investor Relations (shareholder facing)and Human Resources (employee facing) as well as other areaslike the Risk Management function may add considerable valuein this context. This can only be achieved by engaging in asystematic and structured dialogue with appropriate and relevantstakeholder groups around how they perceive Kuoni’s CRactivities, its wider business and the risks they perceive to it.This will result in the CR program being further and betterinformed by a wider caucus of shareholders, customers,employees, communities and suppliers – this will further embedand underpin the long-term sustainability of Kuoni in its globaloperations – and all within Milton Friedman’s rules of the game.Rob Challis, Chief Executive of Tangent Synergy Ltd. Rob is a pro bono and founder member of Kuoni’s Inner Circle and Wider Circle stakeholder groups.He now runs Tangent Synergy Ltd., a niche Corporate Responsibility and Risk Management consultancy. He is also a Director and Trustee of the climatechange related charity Global Action Plan and an Ambassador for Cancer Research UK and the Zoological Society of London. He has broad experience withmany major global institutions and regulators and is a recognised expert in strategic and business planning, corporate governance, compliance, corporateresponsibility and sustainability, climate change, risk assessment and evaluation and embedding these disciplines into global institutions.Read the full statement of Rob Challis online S8.

progress report— Transforming Kuoni’s values into action… sothat futuregenerationscan embarkon their ownjourneys to theislands at riskHenning Boysen on challenge

Toka, Enekoion, Eninaitok, Ebon Islandîles Marshall4°37’48”N168°39’00”E

22progress report – EmployeesBuilding StrengthThrough Employee DiversityAs one of the world’s leading global leisure and destinationmangement travel organisations, Kuoni brings together 8 772 fulltimeequivalent (FTE) of the best and brightest employees drawnfrom different nationalities and all sorts of diverse cultures andbackgrounds. They are the friendly faces and ambassadors whowelcome our customers in exotic destinations, our most direct linkto hotel partners; they represent us to other business partners andthe public at large. Kuoni depends on its employees to be its face andvoice and seeks their commitment to reinforce the sustainabilitystrategy, each in their own way and within their individual workareas. For our employees to truly live the values S2 behind theCorporate Responsibility (CR) philosophy, we focus on trainingSC4 EM5, awareness building through group-wide CR DaysEM2 and open dialogue EM4, as well as brand identification.The past two CR Days focused on ‘Saving Paper’ and ‘Water andTourism’. Kuoni also conducted its first ever global employeesurvey in December 2010. Employees in all Business Units weregiven the opportunity to provide detailed feedback on their levelof satisfaction with their current job and working environmentEM4. Kuoni plans to conduct a similar survey annually.% management positions held by women30441Number of women in the Board of Directors, out of 7 members% of average staff turnover(This average staff turnover rate falls in line with that of the hospitality and tourism industry as a whole)71% of employees that believe “Kuoni is stronglyinvolved in Corporate Responsibility”% of employees having participatedin the employee survey 201065Number of entries for the CR Day Water Art Competition5640Average engagement score (% of employees “satisfied in their job”)of all Kuoni employees (Industry benchmark 64%)Goals 2011▶ Increase the “engagement score” EM4 of our employees by 6%▶ Develop department specific training to enhance the integration of CR in daily business activities▶ Focused CR training and workshops for Business Units where, according to the employee satisfaction survey, CR activities are perceived as less strong▶ Conduct a third group-wide CR Day EM2▶ Increase the dialogue with employees in different departments, e.g. when revising the CR strategyKuoni values in action S2service-orientated / creative / experienced

23 progress report – EmployeesOur Colleagues AreMaking Every Drop CountEvery day each person uses enough ‘virtual water’ to fill 58bathtubs – that’s the water which is used for producing our food,clothes and other everyday items. The clear importance of wateras a natural resource led Kuoni to organize the annual CorporateResponsibility (CR) Day along the theme of Water & Tourismlast October. As a first step to raise employee awareness, featurestories on CR water-related projects as well as webcasts, trivia,quizzes and surveys were published on the Intranet, Kuoni’sinternal communication channel.Colleagues worldwide were invited to participate in an artcompetition to capture the very complex theme of tourismimpacts on water. The result was a widely creative and interestingmix of artwork – ranging from films and poetry to sculptures,posters and even a shower curtain. Emma Barden from Kuoni UKcreated the shower curtain as part of an awareness-raising effort.The idea was to print as many water consumption statistics andwater-related quotes on the shower curtain as possible, so thatevery morning people have a visual reminder of the importanceof this resource as they prepare for a new day.Business units across the globe were called to action. In France,the CR Day began with a gift of a box of water saving devices forall employees that could be easily installed in their homes. Andas a special treat, Lidia Mele – whose song won the grand prizeof the group-wide Water Art competition – gave two short liveconcerts.In Abu Dhabi, a beach clean-up proved to be a great team buildingexercise and brought the staff of both Desert Adventures anda local hotel closer together in joint CR activities. At the sametime, the event allowed hotel guests to see the tourism industry’scommitment to preserve the natural beauty of destinations.Employees were also provided with a platform on the Kuoni Intranetwhere discussions were held on how we could sensitize hotelpartners on water issues or on how customers could be encouragedto care for water resources during their holidays. For example, MihoIchikawa of Kuoni Destination Management in Japan suggested thatwe encourage our hotels to implement eco-point systems, where theenvironmentally friendly behaviour of guests, such as not requestingtowels to be changed everyday, would be rewarded with free biologicalproducts or discounts on future stays.Isaac Karanja, Tour Consultant at Private Safaris in Mombasaand participant in our Stakeholder Dialogue SD3, proposed thatguests be invited to visit areas where local communities contendwith water scarcity and be given the opportunity to donate a partof their daily water ration during their safari. Kuoni believes thatour colleagues in the destinations have deep knowledge of thechallenges and risks posed by the tourism industry and that theyare a key source of innovative ideas on how to tackle the mostpressing environmental issues. Kuoni looks forward to providingmore opportunities for colleagues to express themselves at thenext CR Day in 2011.

24 progress report – EmployeesListeningTo Our EmployeesEMPOWER, the global employeesurvey which was launched in2010, has revealed that someemployees perceive the flowof information regarding theaims and targets of the KuoniGroup to be too top-down. Howcan this be improved so thatemployees feel more includedand better informed? How can amore participative approach beinstituted?How do you ensure thatinformation regarding thefurther development ofemployees through both internaland external trainings is keptup-to-date in your HR datasystem? How often is thisupdated?What was the biggest surprise inthe EMPOWER employee surveyand what actions do you thinkwill improve this?How does the HR departmentaddress the needs of employeeswho feel that their potential isgoing unfulfilled in their currentpositions?To continue on a successful path in the years to come, Kuoni has to be able to rely on employeeswho are motivated and flexible in the face of change and innovation. This makes it all the moreimportant to listen to the real driving forces – our employees – and to establish a continuousdialogue as the company seeks to move forward. We want to cultivate the dialogue with ouremployees step-by-step and have thus heavily invested in communication in the past few years.The new Kuoni Intranet, the so-called K-Net is available to all Kuoni employees worldwide. Kuonicolleagues are able to find all relevant information about the company and developments on thisplatform. Employees are also encouraged to post ideas there. The aims, goals and strategic businessdevelopment of Kuoni are, however, clearly defined and budgeted according to a 3-year planwhich Senior Management discusses and approves. Still, it is not always easy for an internationalorganisation like Kuoni to manage the flow of information to everyone’s satisfaction. Localmanagement also carries the responsibility to provide information and respond to suggestionsfrom their employees in their respective departments. The EMPOWER survey gives employees theopportunity to give anonymous feedback and even to rate their direct managers on how well theyare doing their job. In this way, we will be able to identify areas where the flow of information isnot optimal and then define actions to close any gaps.We are able to collect information from employees regarding the development of their careerswith the ‘Kuoni Employee Cockpit’ (KEC) and in this way get a clear picture of the potential of allemployees. The approximately 10 000 employees of Kuoni have had access to this HR system sincethe end of 2010. Solid objectives and development measures can be determined with the respectivesupervisor within the frame of the employees’ annual review. Furthermore, within the contextof the module ‘Training Management’, which is to be launched at the end of 2011, employees willhave access to an up-to-date catalogue through which specific recommendations for trainingwill be offered. The entire training management will be developed within the KEC so that we cantrack all trainings in which employees participate and ensure that the most current informationis maintained. In addition, standardized definitions and evaluations of our employees’ keystrategic competences will help to increase the quality of managers’ work with their employees– starting with recruitment and including staff appraisals, succession management, promotions,skills gap analyses as well as management and training programs. Moreover, the ‘Kuoni BusinessCompetence Set’, introduced worldwide in 2010, provides customized tools for competence-basedinterviews, 360 degree feedback and internet-based personality analysis.We received a fantastic final response rate of 71%, a total of 6 547 responses. There were not actuallymany surprises in the results of the survey. Since the entire company is currently in the middle ofa great transformation, we knew that the results would probably not be as positive as we would havehoped they would be in all regards. Therefore, the positive result from Kuoni Switzerland, which is alsoundergoing great change, was a welcome surprise. We see that our employees are motivated to adaptto this change. Generally, the EMPOWER survey revealed that the company culture, the cooperationamongst colleagues and the respect for other cultures and ways of thinking were judged positively.Also, the majority of employees report that they enjoy their daily duties and that the ‘work-lifebalance’ is good. At the same time, we also realize that employees feel as though they are not receivingenough recognition for their work. Further career development within the company was seen asbeing limited. Training and employee development was also considered rather negatively. Eachindividual management team, with the support of the Human Resources Department, should plan andimplement measures to improve in this area. Since the survey is to be conducted annually, we naturallyhope that marked improvements in all these regards will be evidenced in the future.An important aspect of a successful career is found in more than just feeling as if one’s potentialis going unfulfilled. It is crucial that the surrounding work environment recognises one’shidden abilities and skills and sees the benefit of tapping into these. The best way forward is toconstantly deliver good results and build the skills, such as those found in the ‘Kuoni BusinessCompetence Set’, that are key to gaining more responsibilities. Further, it is important to engageand communicate with supervisors on realistic aspirations for further development. As far as theHuman Resources Department is concerned, employees showing the abovementioned factors,namely ability, engagement and aspiration, are supported through a targeted ‘Talent ManagementProcess’ which takes place annually in all Kuoni Business Units in collaboration with localmanagement. As we have seen in the results of the EMPOWER survey, it seems that many Kuoniemployees would appreciate more opportunities for career development. This is a priority area forKuoni. Together with the local management team, these qualified employees will be identified, andwe will look for satisfactory solutions for them as well as the company.Isaac Karanja, Tour Consultant from Private Safaris in Kenya interviews Alexander Brochier, Chief Human Resources Officer of the Kuoni Group.


26progress report – Sustainable Supply ChainAdvancing SustainableSupply Chain ManagementFostering sustainability in the supply chain is one of the mosteffective ways for Kuoni to promote the values underpinningits Corporate Responsibility strategy in the long term.The approach to sustainable supply chains involves a widerange of stakeholders, including the internal Procurementand Production Unit SC4, industry partners in the steeringcommittee of the Travelife Sustainability System SC2, hotelpartners, NGOs and international organisations such as theUnited Nations Industrial Development Organisation (UNIDO)SC3. Kuoni not only seeks to secure the commitment of all of itssuppliers to the Supplier Code of Conduct SC1 but also gaugesthe sustainability of its top 300 hotel partners through Travelifeaudits SC2. We also actively support them in enhancing theirhuman rights policies and the working conditions of their employeesas well as environmentally friendly business operations throughknowledge transfer SC3. We actively endorse those of our hotelpartners with the highest sustainability performance – thoseawarded by Travelife SP2 – to our customers and aim at furtherincreasing the numbers of these ‘sustainable outperformers’ inthe supply chain. Kuoni thereby not only creates greater marketvalue for sustainable tourism in general, but also greater benefitsfor the local communities at the destinations.% of Kuoni’s top 300 hotels audited% of direct contracts with hotelscontaining the Supplier Code ofConduct (within P&P scope)50⟩90225Number of hotel employees trained in environmentalcare workshops in Thailand and Bulgaria13.8% of guests (based on passenger volume, bed-nights)staying at Travelife audited hotelsTotal number of Travelife awarded hotels offered by Kuoni⟩9073% of Kuoni’s Procurement and Production staff trainedin Sustainable Supply Chain ManagementGoals 2011▶ Audit 100% of Kuoni’s top 300 hotels▶ Train a further 100 hotel employees on sustainability issues and establish an impact assessment system▶ Develop a knowledge transfer system between suppliers to foster the spread of best-practice methods related to sustainability▶ Increase the scope of the Sustainable Supply Chain Management to include Kuoni-owened and 3rd party travel agencies at destinations▶ Enhance the communication of best practice hotels to our customersKuoni values in action S2elemental / top-quality / distinguished

27 progress report – Sustainable Supply ChainLeveraging SustainabilityThrough Procurement & ProductionKuoni strives to continually innovate in order to offer itscustomers cutting-edge travel experiences. This also includesoptimising operational processes and procedures. Thus, inMarch 2010 a new, centralised Procurement and Production(P&P) Unit was launched which is responsible for purchasingand contracting land arrangements group-wide. P&P is now thecentral interface between the various market regions and thesuppliers at the destinations.Given the close relationship between P&P and our suppliers, theunit is a powerful lever for driving sustainable consumption andsustainable product development and has thus been a core focusfor Kuoni’s Corporate Responsibility.This is why all members of the P&P Unit, known as DestinationInsiders, have participated in internal workshops and trainings onsustainable travel. These trainings were organised by the CorporateResponsibility Department in all three P&P hubs, namely in Zurich(Switzerland), Dorking (UK) and Stockholm (Sweden).The workshops sought to introduce new CR requirements to theDestination Insiders and collaborate on how to best implementthem. For example, participants were trained on the KuoniSupplier Code of Conduct SC1 with the aim of integrating itinto all contracts with hotel partners. Additionally, DestinationInsiders were explained the importance of reporting on supplierswho were in non-compliance of the Supplier Code of Conduct.Creating an understanding of the Travelife Sustainability SystemSC2 was a second major target of the workshops. Throughthe Travelife System, Kuoni’s most invaluable hotel partnersare subjected to a sustainability audit based on social andenvironmental criteria. The audit, which is conducted on-site byspecially trained auditors, can lead to industry-wide recognitionthrough Travelife bronze, silver or gold awards. The Travelife awardscheme SP2 and processes were outlined during the workshops,and Destination Insiders were encouraged to provide informationto hotel partners about Travelife or even encourage them to join.In order to further develop CR requirements for the P&P Unit,a project team consisting of CR and P&P representatives worksclosely together to conceptualise new ideas and procedures.A yearly review of key suppliers and establishing methods ofmotivating those key suppliers to improve their sustainabilityperformance is one of the primary objectives. Achieving this willbe the most effective means of ensuring customers that Kuonitravel products are helping to improve the sustainability of theirchosen destinations.

28 progress report – Sustainable Supply ChainStrengtheningthe Links in the ChainThe CR initiatives from Kuoniaim not to get bogged down inindividual actions but rather takethe entire service chain into account.What are the most important linksin this supply chain?Although a chain is only as strongas its weakest link, there areimportant and less importantlinks in supply chain management.Where does Kuoni place greatestemphasis – what is Kuoniparticularly proud of?Let’s stay with the chainsymbolism: What are the currentweakest links with the greatestneed for action?‘Supply Chain Management’suggests that you can affect alllinks in the chain. Is that true orin other words: Where does themanagement of service chains haveits limits?The tourism supply chain is very fragmented and complex. We want to work together along thelinks in the value chain where we can, on the one hand, exert the most influence and, on the otherhand, where the effects are the greatest. If you look at the entire supply chain from our perspective,the central partners are definitely our product managers, the Procurement and Production (P&P)Unit, and hotel partners as well as our own and 3rd party travel agencies at the destinations.Our goal is to make the entire supply chain more sustainable in the long-term. Kuoni places greatemphasis on each fragment of the chain: The Supplier Code of Conduct is an integral part ofour contractual terms, which obligates the hotels to comply with minimum ecological and socialstandards. We have identified the 300 top suppliers in 15 destinations using a comprehensiveanalysis – and have audited 50% of these hotels according to the Travelife Sustainability System.We plan to audit the remaining hotels by the end of 2011. At the same time, we are offering thehotels – in collaboration with non-profit organisations – trainings and seminars in order tohelp them further develop their environmental and social management. Hotels that outperformin terms of sustainability are certified with the Travelife award, which we communicate to ourcustomers. In a mutual project group with P&P and the CR department, the further integrationof sustainability in the supply chain is discussed and new possibilities are evaluated. We areparticularly proud of the variety of initiatives we have undertaken – these show that many internaland external stakeholders are working together to achieve the common goal of a more sustainablesupply chain.Sustainable supply chain management is a long-term project. We have built a strong foundationsince 2008, but we see that we are still embarking on the process and that there is a need forpriority setting. In particular, we will focus on action in collaboration with the travel agencies atthe destinations. These can either be Kuoni-owned or 3rd party travel agencies which provideservices for us at the destinations and have contact with hotels and customers. We will includethese agencies in our activities for sustainable supply chain management in the coming reportingperiod and will provide them with intense training. We see further need for action regardingsensitisation of our customers and collaboration with hotels, which have the greatest impact atdestinations.As a horizontally integrated company, Kuoni does not have its own hotels but it does have around15 000 hotels under contract worldwide. We cannot monitor all of them for compliance with theSupplier Code of Conduct. We are, therefore, dependent on the cooperation and – to a certaindegree – the goodwill of hotel management. The hotel management, on the other hand, is oftendependent on investors and owners.So far, we are mainly working with first-tier suppliers. But the boundaries of responsibility are notyet irrevocably defined. The possibility for engagement with second-tier suppliers will be checkedfor feasibility and effectiveness. We are convinced that Kuoni – as one of the world’s leading leisureand destination management travel organisations – does have a significant influence on all thelinks of the supply chain: our employees in sales and procurement, local agents at destinationsand hotel management.Prof. Dr. Hansruedi Müller, Director of the Research Institute for Leisure and Tourism (FIF) of the University of Bern interviews Rolf Schafroth, Executive VicePresident Procurement & Production and Chief Executive Officer Destination Management of the Kuoni Group.

BeruGilbert Islands, Kiribati1°19’S175°58’E

30progress report – Sustainable ProductsPromoting SustainabilityThrough Product InnovationKuoni takes strong pride in the relationships it has builtwith its customers. And it is committed to seeing theserelationships continue to grow toward responsible traveland sustainable tourism. Besides generally improving itsproduct line via knowledge transfer workshops Sc3 andthe sustainability audits implemented by Travelife Sc2Sp2, particular attention is also paid to customers who haveexpressed wishes for sustainable travel packages. The Instituteof Tourism at the Lucerne University of Applied Sciencesand Arts, in collaboration with Kuoni, has conducted a broadstudy regarding customer demand in early 2011. The aim wasto better gauge the demand and degree of understanding ofcustomers regarding sustainable travel. It was established that22% of customers consider sustainability as one of the top threedeciding factors when booking travel packages Sp4.Since the last publication of our Corporate ResponsibilityReport, we have continually increased our portfolio ofsustainable products, including those featured in thesustainable travel programme, ananea Sp1. Sustainable travelhas also been promoted through several groundbreakingmarketing campaigns, including as part of the Zurich FilmFestival Sp8 and by offering flight emission offsets tocustomers Sp3. Kuoni even provides tips on how everyonecan travel more sustainably online Sp7.% increase in sales on Green! by Apollo Sp9, Scandinavia since 200878240Tons of CO 2compensated by Kuoni during the Zurich Film Festival27 2234Kuoni’s Global Holiday Report finds that 34% of travellers see sustainabilityas a top future trend in tourism, with Ecotourism (27%)and ‘Simple Holidays’ (22%) also landing in the top 5Number of Volunteering Travel Sp6packages offered by Kuoni Switzerland21Goals 2011▶ Better promotion and visibility of the Travelife logo in travel brochures▶ Increase the sales of Travelife-certified hotels by 10%▶ Offer ananea SP1 and Volunteer Travel Sp6 in two more Business Units▶ Expand Fair Trade Travel Sp5 by developing more certified packages in South Africa▶ Increase the sales of Green! by Apollo Sp9 and Helvetic Tours Green Sp10 by 20%Kuoni values in action S2innovative / creative / tailored

31 progress report – Sustainable ProductsFair Trade Meetsthe World of TravelSince October 2010, Kuoni is proud to offer its Swiss clients theworld’s first-ever Fair Trade Travel (FTT) Sp5 certified packagethrough its sustainable product line, ananea Sp1. The 16-dayFTT package through the Garden Route of South Africa offersovernight stays at fair trade certified lodges and is organised byPrivate Safaris.All components of the package (tour operator, transport,activities and accommodation) as well as all contractualrelationships in the value chain have been audited againstFair Trade standards by an independent auditing company.This pioneering work – developed in collaboration with theorganisation Fair Trade in Tourism South Africa (FTTSA) –marks the first time in the history of the global Fair Trademovement that such systems are applied to tourism services.The process has been officially endorsed by the FairtradeLabelling Organisations International.The ambitious multi-stakeholder project was started in July 2009,when FTTSA received funding from the Swiss State Secretariatfor Economic Affairs (SECO) to develop tools and procedures forFair Trade labelling of travel packages. During the course of theproject, Kuoni, FTTSA and other partners (including the NGOs‘arbeitskreis tourismus & entwicklung’ in Switzerland and ‘EED –Tourism Watch’ in Germany) have developed standards, criteria,indicators and procedures for both company and trade audits.The certification process ensures 1.) fair wages, labour conditions,operational and purchasing policies as well as profit sharing;2.) ethical and social business practices; and 3.) respect for humanrights, culture and the environment. In addition, a fair tradepremium (5% of the package cost) will be channelled into a centralfund and used for development projects across South Africa.Fair Trade Travel offers the opportunity to realise formsof tourism that are economically, ecologically and sociallysustainable. This kind of tourism meets the expectations ofboth the tourists wanting relaxing holidays and local people atthe destination wanting to maintain their livelihoods, culturaldiversity and dignity.Kuoni is committed to Fair Trade Travel and aims to expand thescope of the FTT approach to include other travel packages inSouth Africa as well as in other countries in the long term.

32progress report – Sustainable ProductsResponding toFuture Travel TrendsWhat are the greatest challengeswith the product design andmarketing of sustainable travelpackages as compared to othertravel offers from Kuoni?For the World Tourism ForumLucerne (WTFL), the Institute ofTourism at the Lucerne Universityof Applied Sciences and Arts incollaboration with Kuoni hasconducted a study on consumers’understanding of sustainability, thedifferent types of sustainable traveland their willingness to pay for them.In your opinion, what are the mostimportant results of the WTFL study?Which consequences and measuresdo you derive from these resultsfor future product design andmarketing of sustainable traveloffers from Kuoni?How do you judge the futuredevelopment and potential ofsustainable travel for Kuoni? Howhigh do you think the percentage ofsales of these travels will be by 2015?Various understanding and different facets of sustainability make designing a sustainable traveloffer very complex. What is a sustainable travel offer – is it enough if we offer CO 2compensationor does the entire value-added chain have to be 'sustained'? There is a huge challenge in productdesign because relatively few, high-quality products currently exist that also satisfy our highdemand for environmental and social standards. This is why we are at the forefront of designingour own sustainable travel products such as ananea Sp1 and Fair Trade Travel Sp5 at KuoniSwitzerland. Another challenge is the multitude and clarity of labels that do not make it easy forus or the customer to orientate. Customers will need to be even more targeted in marketing in thefuture to convince them about the added value of sustainable travel.On the one hand, the study demonstrates that the subject of sustainability hardly plays a roleduring the selection of a holiday destination and subsequent booking behaviour. Independentof personal priorities during travel, the weather, climate and price are the most importantconsiderations when booking. On the other hand, we see that sustainable tourism in the futurecan be an incentive for a specific customer segment and is thus a market gap. For tourism serviceproviders – especially in the premium segment – that want sustainability to be more in theforeground, there is a 22% potential of customers. The definition of the so-called ‘sustainabilitytypes’ is also valuable for us. So we see, for example, that Switzerland has the highest share of the‘ecological type’, whereas the ‘balanced type’ is still the most prevalent overall. Simultaneously,the study shows that Scandinavians and the British tend to be more critical about informationregarding sustainablity provided by tour operators than in other countries. This way we can extractimportant information from the study for our respective source markets.Various identified sustainability types enable us to understand how we should communicate withpotential customers about sustainable products. Therefore, e.g. a product that should convey the‘balanced type’ needs to cover all three dimensions of sustainability, namely economic, social andecological aspects. On the other hand, a product should contain mostly environmental aspects forthe ‘environmental types’. It is also important for us to see what the customer understands under‘sustainability’. Normally, one can say that attributes that deal with local products, local businessesand local culture are rated highly. In the environmental area, factors that are ‘seen’ or ‘perceived’,such as litter on the beach, are rated as important. Accordingly, customer communication shouldbe adjusted and optimized in order to be able to fulfil expectations. From our point of view, thereneeds to be even more targeted and better information about the effect of tourism on the people,the environment and economy in the targeted country.The study shows that around 22% of customers have an affinity for sustainability. These customersare typically well educated and have a higher income. The study also states that customers prefersustainable products when these are actively offered to them and do not cost substantially more– we just need to satisfy this customer demand. It presents us with a large differential potentialand opening of a new customer segment. Simultaneously, our customers expect that a companylike ours is concerned with taking care of people and nature in holiday countries and that they areoffered a selection of high-quality and sustainable products.Prof. Dr. Jürg Stettler, Head of the Institute of Tourism (ITW) at the Lucerne University of Applied Sciences and Arts interviews Remo Masala,Chief Branding & Marketing Officer of the Kuoni Group.

Addu AtollMaldives0°38’29’’S73°09’29’’E

34progress report – Human RightsDriving Child ProtectionIn the Tourism IndustryAll human beings are born free and equal in terms of dignityand rights. These words from the United Nations UniversalDeclaration of Human Rights crystallize Kuoni’s motivation inits strategic pillar of Human Rights. Increasingly, corporationsare expected not only to comply with human rights standards,but to make a positive contribution to their further developmentand mitigate any abuse. Kuoni demonstrates its conviction byfocusing its efforts on areas the company can influence most:protecting children from sexual exploitation HR2 and helpingto establish fair working conditions HR7 at destinations. Tothis end, Kuoni directs policy dialogue within ‘The Code’ HR3,builds awareness on child sex tourism HR4, supports vocationaltraining and educational programs HR8 and collaborateswith its suppliers sc3. To raise public awareness, Kuoni alsocontributed to the BBC World documentary film focused onchild exploitation in Kenya, ‘End Human Trafficking Now’ HR6.Number of people trained in child protectionin Kenya, Thailand, Dominican Republic and India3285Number of cases of non-compliance to theSupplier Code of Conduct due to violations ofour child protection standards13Number of human rights related standards in the Supplier Code of ConductNumber of students graduated from thehospitality course in our project in Myanmar12Goals 2011▶ Train an additional 150 hotel employees on child protection measures in destinations where child sex tourism is a problem▶ Encourage 20 suppliers to become signatories of ‘The Code’ HR3▶ Enhance industry collaboration by developing child protection projects in partnership with other tour operators and NGOs▶ Review and adapt the current strategy to Human Rights▶ Include a more systematic approach to child protection in 3 focus countries HR5Kuoni values in action S2fair / devoted / demanding

35 progress report – Human RightsProtecting the Innocent in IndiaAn estimated two million children are believed to be exploitedthrough prostitution and pornography at a global level, accordingto the United Nations Children’s Fund (UNICEF, 2010). With manyacts of child prostitution occurring in hotels, Kuoni sees itself asduty-bound to take action against this problem. In 2006 Kuonibecame a signatory of the ‘Code of Conduct for the Protectionof Children from Sexual Exploitation in Travel’ (The Code)hr3, an industry driven Responsible Tourism initiative thatsupports businesses in implementing child protection policies.Kuoni has since taken a leading role by engaging with localNGOs and business partners in building awareness regarding thevulnerability of children to sexual exploitation due to tourism.Together with ECPAT International, a network of over 80 groupsin more than 70 countries fighting to end child pornography,prostitution and trafficking, Kuoni has conducted workshopssc3 in the Dominican Republic, Kenya and Thailand. The aim wasto bring attention to the issue and encourage business partners todevelop interventions against the sexual exploitation of children.For the first time ever, in 2009 and 2010 a series of suchworkshops was held in India. The workshops, organized by Kuoniin collaboration with Kuoni Destination Management India,The Code organization, ECPAT International and EQUATIONS, alocal research and advocacy organisation aiming to democratisetourism in India, were attended by a total of 225 participants.Four workshops took place in Goa and Cochin, Kerala wherehotel partners in the region were given the opportunity to learnpractical tips and exchange ideas on applying effective toolstowards child protection, as outlined in The Code hr3.Vidya Selvamony, Programme Coordinator of the Child andTourism Programme at EQUATIONS stressed the importanceof such initiatives. “We must play proactive and decisive,demonstrative roles in the protection of children and promisethat tourism will be ethical, humane and non exploitative,”she stated. Kuoni thus urged participants of the workshops tobecome signatories of The Code hr3 as a first step towardresponsible tourism.Moreover, Kuoni has supported Children’s Rights in Goa, anadvocacy organisation dedicated to improving the awarenessof children regarding their rights and protecting them from allforms of exploitation, in establishing a Child Resource Centrein the northern coastal belt of Goa. This Resource Centre hasbecome a refuge for children working in local markets, offeringthem literacy courses, counselling and livelihood training inbicycle repair, jewellery making and tailoring.Dipak Deva, Chief Executive Officer Kuoni DestinationManagement India & South Asia, denotes the project as having setindustry standards in innovation and excellence. In fact, KuoniDestination Management India has been recognised for theirchild protection efforts with the 2010 Bird Express TravelWorldAward in the category Corporate Responsibility as well as the 2010PATA Gold Award in the category Education & Training hr5.

36 progress report – Human RightsCreating Conditionsthat Safeguard Human RightsHow are dialogs being pursued withthe local population at the touristdestinations? How are the localresidents not directly involved withKuoni – but whose life situationsare still largely affected by tourism –enabled to participate in dialogues,decisions and processes of change?The International LabourOrganization’s (ILO) fundamentalconventions should stand asthe foundation regardless of thecountry’s government having ratifiedthem or not. What requirements doesKuoni impose on hotels and travelagencies at destinations that ensurethat employment conditions fulfilstatutory or collective agreements?How has the work against child sextourism been applied throughoutthe organisation and in all countriesconcerned?Can Kuoni divulge any informationon the non-compliance of itssuppliers regarding child sextourism and how these have beendealt with? What has worked welland less well respectively?We are trying to initiate a dialogue with the local people within the framework of pilot projects.For example, shortages of water are a frequent problem for both the local communities and thetourist industry along the coast near Mombasa, Kenya, and we have actively contributed to relievingsuch water shortages. Kuoni has adopted an exemplary approach here to ensure that adequate watersupplies are available for both the local population and the tourist sector. To help tackle the threemain issues – the water shortages, soil erosion and local poverty – a water preservation project hasbeen initiated by the Baobab Trust, a local non-governmental organisation, in consultation withthe local communities. The project involves the building of nine water dams in the Vikwatani area,adjacent to Mombasa’s finest beaches, which capture the area’s rainwater and slow down local soilerosion, providing some 7 000 people with free access to clean water. Additional examples areprojects in Egypt and the Dominican Republic.By integrating the Supplier Code of Conduct into Kuoni standard contracts (within the scope ofKuoni’s Procurement & Production Unit), Kuoni’s suppliers are obliged to comply with a minimumstandard with regard to environmental and social management. These include respecting local labourlaws and international human rights, not tolerating discrimination by gender or religion, ensuringworkplace safety and hygiene, paying wages in accordance with the law, and complying with certainenvironmental standards. Kuoni also reserves the right to inspect its suppliers’ business activitiesat any time. The Supplier Code of Conduct is in accordance with ILO conventions among others.Additionally, Kuoni conducts trainings about the Supplier Code of Conduct with our partner hotels tosensitise and further train at important destinations.Apollo/Kuoni Scandinavia signed the ‘Child Protection Code’ in 2000, with Kuoni as a groupbecoming a signatory in 2006. Since then, we have taken on numerous activities againstcommercial sexual exploitation of children and adolescents in tourism. As part of the ‘ChildProtection Code’ commitment, we inform our customers and contractually oblige our partnersto adopt the same ethical approach. We show our partner hotels and their employees what theyshould do if they come across any cases of sexual exploitation of children in the course of theirwork. Kuoni has been conducting a series of workshops with partner hotels on the child sextourism issue since 2006. The program is intended to help these partners abide by the termsof their contractual agreements with Kuoni and motivate them to play their own active part inpreventing such criminal activity. Workshops have already been held with numerous hotels inThailand, the Dominican Republic, Bulgaria, India and Kenya. Generally, I think that the awarenesswithin the tourism industry in many countries has increased during the last years.In April 2009, Swiss TV showed how one of its reporters was easily able to gain access to under-ageprostitutes via hotel employees. The hotels involved included some with which we had contractualagreements. We acted by removing five hotels in Pattaya, Thailand, from our product range. Kuonialso held personal talks with the hotel managers concerned. The talks led to the definition of aseries of concrete actions, which those hotels had to implement. In summer 2010, three of the fivehotels concerned were restored to the Kuoni program after implementing the defined measures.Helena Myrman, Project Manager at Schyst Resande (Fair Travel) interviews Kajsa Moström, Kuoni/Apollo Scandinavia Public Relations and CorporateResponsibility Manager. Schyst Resande is a network of six organisations – Unionen, ECPAT, Fair Trade Center, the Swedish Hotel and Restaurant WorkersUnion, the church of Sweden and the IOGT-NTO movement – involved in human rights issues related to tourism.

Maiana AtollGilbert Islands, Kiribati0°56’N173°00’E

38progress report – Environmental StewardshipRespecting the Natural Beautyat the DestinationsEnvironmental issues, such as those dealing with climate changeimpacts and preserving biodiversity, are important challengesfor the tourism industry. As John Muir, a well-known author andearly conservationist, once wrote, “When one tugs at a singlething in nature, he finds it attached to the rest of the world.” Asthe boundary between humanity and the environment becomesever more blurred, we have greater capacity to damage anddestroy or to manage and ‘Save the Beauty’ sp8. We thereforehave the responsibility to minimize the negative impacts of ourbusiness on the environment, while at the same time enhancingour positive actions towards life in general. Kuoni focuses onconcrete actions and pilot projects related to climate changees1, coral reef protection es2, waste management es3, waterprotection es4 and biodiversity es5 as well as facilitatingthe transfer of knowledge on environmental management toour hotel partners sc3. In addition, Novair, the charter airlineoperated by Kuoni Scandinavia, has been involved in differentprojects that have significantly reduced flight emissions es1.Tonnes (in thousands) of wasterecycled annually through the awardwinning myclimate project in Bali2.2104. 4Megatonnes of CO 2compensated byKuoni’s customers in SwitzerlandAverage tonnes of CO 2emissions per employee due to business travel at Kuoni Scandinavia, Switzerlandand UK in 2010. 87% of these emissions have been compensated through myclimate and GreenSeat% of energy consumption reduced at KuoniHeadquarters in Zurich from 2008 to 20104 .4Factor by which Kuoni Switzerland consumesmore catalogue paper (per guest-night) incomparison to Kuoni ScandinaviaTotal carbon footprint of Novair, 2010(megatonnes CO 2-equivalent)3181566.5⟩50% of office paper at Kuoni Scandinavia,Switzerland and UK that is recycled paper9Number of water dams built in KenyaNovair CO 2emissions in grams per revenue passenger-kilometreGoals 2011▶ Develop an action plan on issues related to water and tourism based on the results of our Stakeholder Dialogue sd4▶ Implement a pilot project ‘Supporting ecotourism businesses for conservation’ in cooperation with the International Unionfor Conservation of Nature (IUCN) in Kenya and Tanzania▶ In collaboration with the IUCN, expand the coral reef protection project to the Maldives▶ Expand the scope of our carbon reporting to two more Business Units KPIKuoni values in action s2responsible / integrating / demanding

39 progress report – Environmental StewardshipJoining Forces with the IUCNto Protect Coral ReefsCoral reefs are the most diverse marine ecosystems on ourplanet and are home to vast numbers of life forms. They arecomplex and deeply impressive – and have for centurieswithstood the forces of nature, managing to continually renewthemselves. However, the increases in tourist developmentstogether with increases of sea surface temperature due toclimate change, which leads to mass coral bleaching, now posea clear threat to these ecosystems. According to the WorldResources Institute, 75% of all coral reefs worldwide arealready at risk.“Kuoni acknowledges that our business has an impact on theclimate: we are attempting to counter this impact and are tryingto assume responsibility. We want to reduce our greenhouse gasemissions as well as help communities where tourism representsa major economic source to prepare for and adapt to thechanging climate,” says Matthias Leisinger, Head of CorporateResponsibility at Kuoni.Thus Kuoni has resolved to make its own contribution toprotecting coral reefs, to preserve them for future generationsand to safeguard the livelihood and tourism potential theyoffer to the regions concerned.Coordinated action is essential if we are to succeed. This iswhy Kuoni joined forces with one of the biggest internationalnature conservation organisations – the International Unionfor Conservation of Nature (IUCN) – in 2008 to support theprotection of the fragile coral reefs in Egypt, a popular touristdestination. Kuoni’s collaboration with the IUCN, local touroperators and the Hurghada Environmental Protection andConservation Association (HEPCA) includes financing scientificresearch, identifying the reefs most at risk due to climate changeand protecting these in collaboration with local authorities.As part of the project, a BleachWatch Monitoring Programhas been established to evaluate the risk of bleaching and themortality of coral reefs in Egypt. And, as part of an awarenessbuilding campaign, workshops to train and educate diveprofessionals were organised and training material was developedin Arabic. Furthermore, an environmental education programwas integrated into the curriculum of approximately 25 localschools and teacher training was provided. The project also inviteslocal people to help develop and implement actions to protectendangered sea life such as sharks, dolphins and dugongs.Furthermore, public awareness materials such as flyers andvideos have been published and are now available at variousresorts and dive clubs. Kuoni Switzerland offers a VolunteeringTravel package sp6 to Egypt to support HEPCA’s scientificresearch, so that even our customers can help ensure that thecoral reefs flourish for generations to come.

40 progress report – Environmental StewardshipRecognisingthe Value of NatureHow much does Kuoni valuenature?Do you believe your customershave a role to play in natureconservation? And what role canyou play to leverage this?What are the key challenges youface in engaging your suppliers?Climate change and biodiversityloss are two of the major currentenvironmental crises. What arethe risks for the tourism industry?Where and how can a globalcompany affect local change inattitude and behaviour?Because our product is dependent on a sustainable use of natural resources, our biggest challengeis the preservation of economical, ecological and social foundations of our business for currentand future generations. It is in our best interest to deal responsibly with natural resources – wedon’t want to ‘bite the hand that feeds us’. We are aware that our business can cause negative effectson nature – we are willing to rise to the challenge.Our customers have a vital role to play. This already begins when booking a trip, choosing a hotelor inquiring about carbon offsetting. At holiday destinations, our customers can contribute greatlyto the preservation of biodiversity such as the protection of coral reefs. We see our role primarilyin the transmission of information and sensitisation. For example, we provide our clients withpamphlets on how they can purchase souvenirs, which do not harm endangered species. Theinformation is also provided in our travel catalogues, our ‘Travel Tip’ booklets and on our websites.Additionally, we train our tour guides and 3rd party excursion providers such as those at divingcentres.Changes do not happen overnight. Many companies in the tourism industry are still only focussedon short-term business success. Sustainability is, however, a long-term project and it is not alwayseasy to convince the people at the destinations of the longevity of a measure.Climate change is, of course, one of the biggest risks for the tourism industry – the effects are verydiverse. First and foremost, certain destinations are acutely threatened by climate change suchas, for example, the Maldives. Then there are natural environments of great interest to touristssuch as coral reefs, glaciers or rain forests, which are at risk. More and more often, tornadoes ordrought are further consequences of climate change. At the same time, we have to ask ourselveswhere customers will travel in 20 years. Will people travel in the summer to Spain or Greece if itis extremely hot there – or will they instead go north or to the mountains, travelling south onlyin the spring and autumn? These are all questions we have to ask ourselves and integrate in ourbusiness strategy. At the same time we cannot deal with these diverse and complex topics alone– this has to be done in cooperation with partners, international organisations and the peopleat the destinations. We can initiate discussions, create sensitisation and demonstrate possiblesolutions within the framework of pilot projects.Giulia Carbone, Deputy Head Business and Biodiversity programme of the International Union for the Conservation of Nature (IUCN)interviews Matthias Leisinger, Head of Corporate Responsibility of the Kuoni Group.


43 Employees

44 cr Performance SummarypageEMPLOYEES 2244 % of management positions held by women1 Number of women in the Board of Directors, out of 7 members30 Average rate of staff turnover, in %. This falls in line with the average staff turnover of the hospitality and tourism industry as a whole65 % of employees that believe that “Kuoni is strongly involved in Corporate Responsibility”71 % of employees having participated in the employee survey, 201040 Number of entries for the CR Day Water Art Competition56 Average engagement score of all Kuoni Group employees, i.e. % of employees “satisfied in their job”83 % of employees that understand the company’s Code of ConductSUSTAINABLE SUPPLY CHAIN 26>90 % of direct contracts with hotels containing the Supplier Code of Conduct, within P&P scope225 Number of hotel employees trained in environmental care workshops in Thailand and Bulgaria50 % of Top 300 hotels audited13.8 % of guests (based on passenger volume, bed-nights) staying at Travelife audited hotels73 Total number of Travelife awarded hotels offered by Kuoni>90 % of Kuoni’s P&P staff trained in Sustainable Supply Chain ManagementSUSTAINABLE PRODUCTS 3078 % increase in sales on Green! by Apollo, Scandinavia since 2008240 Tons of CO 2 compensated by Kuoni during the Zurich Film Festival campaign21 Number of Volunteering Travel packages offered by Kuoni SwitzerlandHUMAN RIGHTS 34328 Number of people trained in child protection issues in Kenya, Thailand, Dominican Republic and India13 Number of human rights related standards in the new Supplier Code of Conduct5 Number of cases of non-compliance to the Supplier Code of Conduct due to violations of our child protection standards12 Number of graduates from the hospitality program in our project in MyanmarENVIRONMENTAL STEWARDSHIP 3810 000 Tonnes of waste recycled annually through the award winning myclimate project in Bali4.43 Megtonnes of CO 2 compensated by Kuoni’s customers in Switzerland since 20082.2 Tonnes of CO 2 emissions per employee due to business travel for Kuoni Scandinavia, Switzerland and UK in 201087 % of CO 2 emissions due to business travel that have been compensated through myclimate and GreenSeat4.4 % of energy consumption reduced at Kuoni Headquarters in Zurich, Switzerland from 2008 to 2010>50 % of recycled office paper purchased at Kuoni Scandinavia, Switzerland and UK15 Factor by which Kuoni Switzerland consumes more catalogue paper (per guest-night) in comparison to Kuoni Scandinavia9 Number of water dams built in Kenya317.98 Total carbon footprint of Novair for 2010, in megatonnes CO 2 -equivalent66.5 Novair CO 2 emissions per revenue passenger-kilometre, in grams

45 Indicators of the Global Reporting Initiative (GRI)GRIDescriptionPageWebcodereportedPartially ◒ fully ●1. Strategy and analysis1.1 CEO’s statement 18 ●1.2 Key impacts, risks and opportunities 12 │ 13 SD2 │ S4 ◒2. Organisation profile2.1 Name of organisation 6 ●2.2 Primary brands, products and services 6 MR1 ●2.3 Operational structure 6 MR1 ●2.4 Location of organisation’s Headquarters 6 ●2.5 Number of countries where the organisation operates and major countries of operation 6 MR1 ●2.6 Nature of ownership and legal form 6 FR1 ●2.7 Markets served 6 ●2.8 Scale of the reporting organisation 6 MR1 ●2.9 Significant changes during the reporting period MR1 ●2.10 Awards received in the reporting period MR1 ●3. Report parameters3.1 Reporting period 6 ●3.2 Date of most recent previous report 6 ●3.3 Reporting cycle 6 ●3.4 Contact 47 ●3.5 Defining content including materiality, priority issues and stakeholders 16 SD2 │ S4 ●3.6 Boundary of the report 6 ●3.12 GRI table 45 ●4. Governance4.1 Governance structure 16 SD2 │ S4 │ FR1 ◒4.2 Indicate whether the Chair of the highest governance body is also an executive officer FR1 ●4.5 Remuneration linkages for members of the highest governance body EM1 │ S3 │ FR1 ◒4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided S3 ●4.8 Mission statement, values and Code of Conduct 13 S1 │ S3 ●4.9 Risk assessment and management FR1 ●4.12 Externally developed economic, environmental and social charters to which the organisation subscribes or endorses 34 SD2 ◒4.13 Memberships in associations SD2 ●4.14 List of stakeholder groups engaged by the organisation 6 │ 16 SD2 ●4.15 Basis for identification and selection of stakeholder with whom to engage 16 S4 │ SD2 │ SD3 ●4.16 Approaches to stakeholder engagement 16 SD3 ●4.17 Key topics and concerns that have been raised through stakeholder engagement 16 │ 24 │ 28 │ 32 │ 40 ●5. EconomicEC1 Direct economic value 6 MR1 ●EC2 Risks & opportunities due to climate change 13 │ 18 │ 30 │ 38 │ 39 ES1 │ ES2 │ SP3 ●EC8 Development and impact of infrastructure investments and services provided primarily for public benefit ES2 │ ES3 │ HR6 │ HR8 │ SP3 ●6. EnvironmentalEN1 Materials used by weight or volume KPI ◒EN2 Percentage of materials used that are recycled input materials 44 ◒EN3 Direct energy consumption KPI ◒EN4 Indirect energy consumption KPI ◒EN12 │ 13 │ 14 Impacts on biodiversity and impact management 39 ES2 │ ES5 ◒EN16 Total direct and indirect greenhouse gas emissions by type and weight KPI ◒EN18 Initiatives to reduce greenhouse gas emissions 30 │ 38 ES1 │ SP3 ●EN26 Initiatives to mitigate environmental impacts of products 26 │ 30 │ 38 ES1 │ SC2 │ SC3 │ SP3 ●7. Labour Practices & Decent WorkLA1 Total workforce by employment type, contract and region KPI ●LA2 Total number and rate of employee turnover by region, age group, gender 44 KPI ◒LA10 Training of employees 23 │ 27 EM1 │ EM5 ◒LA13 Composition of governance bodies and breakdown of employee diversity MR1 ◒8. Human RightsHR2 Suppliers’ assessment regarding ethical requirements 26 │ 34 SC1 │ SC2 ●HR3 Training of employees regarding human rights S3 ●HR6 Measures taken to eliminate child labour 26 │ 34 │ 35 HR2 │ SC1 │ SC2 │ SC3 ●HR7 Measures taken to eliminate forced and compulsory labour 26 │ 34 │ 35 HR2 │ HR7 │ SC1 │ SC2 │ SC3 ●9. SocietySO1 Community programmes 34 │ 35 ES2 │ ES3 │ HR5 │ HR6 │ HR8 │ SP3 ●SO3 Employees trained in anti-corruption policies and procedures S3 ●SO4 Actions taken in response to corruption S3 ●10. Product ResponsibilityPR3 Type of product and service information 26 │ 27 │ 30 │ 31 SC2 │ SC3 │ SP1 │ SP2 │ SP5 │ SP6 ●

46 Kuoni’s CR Glossaryananea sp1― a sustainable-travel programme launched by Kuoni Switzerland in 2008which offers responsible travel packages and volunteering opportunitiesCode of Conduct for the Protection of Children from SexualExploitation in Travel and Tourism (The Code) hr3― an industry-driven multi-stakeholder initiative which seeks to increaseprotection of children from sex tourism. Signatories in the tourismindustry commit to six criteria including training personnel andinforming customers on child protectionCorporate Responsibility― also known as Corporate Social Responsibility, a concept wherebycompanies integrate social and environmental concerns in theirbusiness operations and in their interaction with their stakeholders on avoluntary basis (European Commission, 2002)CR Cockpit― Kuoni’s platform for setting clear CR targets and projects, approvedannually by the Executive BoardEnd Child Prostitution and Trafficking (ECPAT) International hr4― a global network of organisations and individuals working togethertoward the elimination of child prostitution, child pornography and thetrafficking of children for sexual purposesGreenSeat sp3― GreenSeat, a part of the Climate Neutral Group, is a Dutch organisationand market leader in Belgium, the Netherlands and Luxemburg incarbon reduction and offsettingGreen! by Apollo sp9― hotels featured on the website of Apollo, Kuoni Scandinavia’s brand,which are environmentally certified and pursue a deliberate policy ofprocuring locally-produced goodsHelvetic Tours Green sp10― webportal featuring Travelife awarded hotels promoted by KuoniSwitzerland’s brand Helvetic ToursInternational Union for Conservation of Nature (IUCN) es2― the world’s oldest and largest global environmental network seekingto influence, encourage and assist societies throughout the world toconserve the integrity and diversity of nature and to ensure that any useof natural resources is equitable and ecologically sustainableKuoni Code of Conduct s3― the ethical behaviour guidelines for the Kuoni Group, which are anintegrated part of its corporate culture and are binding for its Board ofDirectors, Executive Board Members and all employeesMateriality Analysis s4― an ordered, rigorous evaluation used to set the strategic priority of CRissues based on the potential impact on our business and the relevanceof the topic to stakeholders according to economic, environmental andsocial parametersmyclimate sp3― a Swiss non-profit foundation which is among the global leaders involuntary carbon offsetting measures and projects adhering to thestrictest standardsProcurement & Production Unit sc4― the centralised unit responsible for purchasing and contracting landarrangements for the Kuoni Group and which acts as the centralinterface between the various market regions and the suppliers at thedestinationsSave the Beauty sp8― an awareness raising campaign organised by the company during theZurich Film Festival whereby all the emissions from festival guests’flights were compensated by Kuoni in partnership with myclimateStakeholder Dialogue sd1― a structured exchange with Kuoni’s stakeholders which includes an annualworkshop on high priority issues and the establishment of a ‘CR AdvisoryPanel’ constituted of both internal and external stakeholdersSupplier Code of Conduct sc1― a set of 28 ethical clauses incorporated into Kuoni’s contractualagreements with its suppliers. The clauses cover stipulations regardinglabour laws, workplace safety and diversity, fair wages, human rightsand child protection, as well as environmental standards amongstothers. Monitoring and non-compliance mechanisms are also includedSustainability― development that meets the needs of the present withoutcompromising the ability of future generations to meet their own needs(Brundtland Commission, 1987)Travelife Sustainability System sc2― a system through which Kuoni suppliers conduct a web-basedself-assessment to create a benchmark appraisal of their currentsustainability performance. The system also includes on-siteperformance audits conducted by Travelife-trained inspectors lastingseveral hours, during which about a hundred social and environmentalcriteria are analysedUnited Nations Industrial Development Organization (UNIDO) sc3― specialised agency of the United Nations that promotes industrialdevelopment for poverty reduction, inclusive globalisation andenvironmental sustainability

PUBLISHED BYTEXTKuoni Travel Holding Ltd.Corporate ResponsibilityApril 2011Kuoni Corporate Responsibility and Kuoni Corporate CommunicationsProf. Mohan Munasinghe, Rob ChallisPhotographs Page 9 — Marie Velardi Atlas des îles perdues, Edition 2107exhibition view Swiss Art Awards 2007, Basel. Courtesy of Marie VelardiPage 42–43 — Marie Velardi Agence des Îles perdues, 2007installation with 55 framed ink drawings, 29,7 x 21 cm eachexhibition view, Palais de l'Athénée, GenevaArtworks All island-drawings — Marie Velardi Atlas des îles perdues, Edition 2107Courtesy of Marie VelardiDesignillustrationsCONTACTproductionherbert Winkleroffice@herbertwinkler.comMalgorzataKuoni Travel Holding Ltd.Matthias Leisingerhead of Corporate Responsibilityneue Hard 7CH-8010 ZurichSwitzerlandP +41 44 277 52 44cr@kuoni.comreprotangente grafikprintfinishingPRINT RUN 4000This report can be downloaded from www.kuoni-group.com/corporate+responsibilityFor printing this report we used COCOON paperstock. COCOON delivers a low carbon footprint and is manufactured fromFSC 100% recycled pulp, supporting responsible use of forest resources. COCOON, age resistant ISO 9706 certified,is produced in 2 mills in France, which are both ISO 9001, ISO 14001 and FSC certified SGS-COC-2782/FSC-MIX


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