1、SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|1JUNE 2023SUSTAINABILITY LEADERSHIP CASE STUDIESIn collaboration with:IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD23 About this report4 Targets9 The roadmap to decarbonisation14 Lessons from the ca

2、se study19 ConclusionsSUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationCONTENTSSUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|3Travel&Tourism takes its contributions to sustainable development and to tackling the crises of

3、 climate change and global equity seriously.The sector is both a significant contributor to global carbon emissions and especially vulnerable to the threats they pose to people,the planet and shared prosperity1.It is therefore imperative that businesses and organisations from across Travel&Tourism c

4、ome together to share their knowledge and to work together towards actionable sustainability efforts.This case study describes the work of Iberostar Hotels and Resorts(Iberostar)to decarbonise,so that learning to date can be shared across the Travel&Tourism sector and beyond.It provides a scalable r

5、oadmap for decarbonisation based on the success of Iberostars programme.If others adopt the same approach,they will help to accelerate pro-sustainability efforts to decarbonise,to mitigate climate change,and to boost climate adaptation efforts.In 2020,Iberostar committed publicly to achieving carbon

6、 neutrality across Scopes2 1,2 and 3 by 2030 through its Roadmap for Decarbonisation3.Its Science-based Targets4(SBT)were validated by the Science-Based Targets initiative5(SBTi)in October 2022.The SBTI is a partnership between CDP,UN Global Compact,the World Resources Institute,and the World Wide F

7、und for Nature.Iberostars decarbonisation strategy is pioneering in its ambition within the accommodation sector.This report begins by providing a detailed account of the development of Iberostars decarbonisation targets.It then outlines the steps Iberostar is taking towards meeting those targets,co

8、mprising both decarbonisation and carbon offsetting efforts.Finally,it extrapolates from this roadmap a generally applicable and scalable method for the development of a businesses decarbonisation plans,with particular reference to hotel groups,outlining major potential roadblocks.ABOUT THIS REPORTW

9、TTC HARVARD4A.Iberostars commitment to decarbonisationThe 2001 Green House Gas Protocol divide types of carbon emission into three scopes.Scope 1 comprises a companys direct contribution to carbon emissions through resources it owns or controls,such as boilers,furnaces and non-electrical vehicles.Sc

10、ope 2 comprises a companys indirect contribution to carbon emissions via electricity purchased from a secondary supplier.Scope 3 comprises all carbon emissions implicated in a companys activities and supply chain,including purchased goods,employee activities and outsourced services.A more detailed b

11、reakdown is provided in the following section.In October 2022,Iberostar committed to reducing its absolute scope 1 and scope 2 greenhouse gas(GHG)emissions by 85%by 2030 from its 2019 base year.It also committed to reducing absolute scope 3 GHG emissions from purchased goods and services,fuel and en

12、ergy-related activities,capital goods,business travel,employee commuting,waste generated in operations,and downstream leased assets by 50%within the same time.Across all scopes,Iberostar has promised to reduce its emissions by 58%by 2030 relative to a 2019 baseline.As validated by the SBTi,these amb

13、itions align with The Paris Agreement6 to limit global warming to well below 2C preferably 1.5C compared to pre-industrial levels and do not consider any contribution from compensation.Iberostar holds that effective leadership,informed by science and technical expertise,and the cultivation of a faci

14、litating environment are critical to advancing actions to address environmental,social,and governance(ESG)efforts.B.Iberostars carbon footprint in 2019Iberostar calculated its decarbonisation targets for 2030 using 2019 data as the baseline,as this was the most recent typical operating year for whic

15、h data was available.Iberostars carbon footprint in 2019 was estimated to be 1.02 million tonnes of CO2:8%from Scope 1,14%from Scope 2,and 77%from Scope 3.At that time,Iberostar had 97 four-and five-star hotels in 14 countries(Figure 1).All owned and managed hotels were included in its SBT.SUSTAINAB

16、ILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationTARGETSSUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|5Due to the geographic distribution,segmentation,and luxury classification of our business,we expect certain aspects of our busi

17、ness to have material impact on our carbon footprint,levers of action,and decarbonisation rate.SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HARVARD6Figure 1.Description of Iberostar Hotels&Resorts Business boundaries and material elementsSource:Iberostar

18、 Hotels and Resorts roadmap for short-term decarbonisation in operations and supply chain7Iberostar followed the guidelines of GHG Protocols Corporate Accounting and Reporting Standard8 in calculating 2019 emissions.Company activities were divided into the three GHG scopes as follows:Scope 1 Iberost

19、ars fuel consumption:Fossil fuels:natural gas and liquefied petroleum gas(LPG)used in kitchens and boilers to provide heating and hot water;diesel fuel used in boilers,fleet vehicles and back-up generators;petrol used in vehicles;heavy fuel oil used in boilers,heavy vehicles and back-up generators;b

20、iomass(wood pellets)used in boilers to provide space and pool heating.Fluorinated gases:used in cooling and freezing equipment and heating,ventilation,and air conditioning(HVAC)systems.Scope 2 Iberostars energy consumption(carbon emissions calculated according to market-based estimates).Scope 3 The

21、seven(of fifteen)indirect sources of carbon emissions stipulated by the GHG protocol which apply to Iberostars business model:Purchase of good and services:emissions from food&beverages,water,hotel services,bar and kitchen tools,services for marketing and information technology(IT),laundry,textiles.

22、Capital goods:construction,real estate,and food and environment emissions.Downstream leased assets:emissions from shops and other spaces rented to third parties in its hotels.Fuel and energy-related activities:emissions from fuel and energy suppliers not included in scopes 1 and 2(i.e.upstream emiss

23、ions and transmission and distribution(T&D)losses).Employee commuting:emissions from transportation of employees between home and work.Business travel:emissions from transportation of employees undertaking business-related activities(excluding commuting).Waste generated in operations:emissions from

24、third-party disposal and treatment of waste generated by Iberostar.Flights by clients fall under either upstream or downstream transportation and distribution but are considered out of scope by Greenview in its industry-backed Net Zero Methodology for Hotels9.An eighth category of indirect GHG emiss

25、ions sources-emissions from franchises-is applicable to the hospitality sector but does not apply to Iberostars business model.This initial baseline provides powerful insight for the development of Iberostars decarbonisation strategy.But future calculations of scope 3 emissions should be made using

26、industry average and supplier-specific rather than spend-based data,in order to return more accurate figures.SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|7C.Decarbonisation targets calculated from this baselineOn the basis of a 2019 baseline footp

27、rint of 1.02 million tonnes of CO2e,and assuming the successful implementation of decarbonisation efforts,by 2030,Iberostar will have an expected 2030 footprint annually of 430,000 tonnes of CO2e:3%from Scope 1,4%from Scope 2 and 93%from Scope 3(Figure 2).To reach carbon neutrality by 2030,Iberostar

28、 will offset the remaining footprint,as it continues to decarbonise its business beyond 2030.Figure 2.Iberostar Hotels&Resorts Business 2019 Carbon Footprint Source:Iberostar Hotels and Resorts roadmap for short-term decarbonisation in operations and supply chain10SUSTAINABILITY LEADERSHIP CASE STUD

29、IES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HARVARD8D.The business case for decarbonisationIberostars business case for investing in decarbonisation is compelling.In 2022,the market price of offsetting a tonne of CO2e varied greatly,ranging from$3 to over$20 per tonne for natural carbon

30、capture,and from$15 to$120 per tonne for other processes.These prices are expected to increase by 2030,with estimates ranging from$30 to$360 per tonne of CO2e.On the basis of Iberostars current footprint and a conservative estimate of$40 per tonne of CO2e in 2030,it is estimated that taking no actio

31、n towards decarbonisation would represent a financial burden of$49 million per year(77%of that corresponds to compensating scope 3)in order to reach carbon neutrality.Iberostars decarbonisation roadmap will allow for a more manageable portfolio of a$17 million investment per year towards reaching ca

32、rbon neutrality(93%of which corresponds to compensating scope 3).SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|9A.OverviewIberostar designed a decarbonisation pathway(Figure 3)that will halve emissions from both its operations and supply chain by 2

33、030 and achieve Net Zero in emissions before 2050.THE ROADMAP TO DECARBONISATIONSUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HARVARD10Figure 3.Iberostars Decarbonization Pathway to 2030Source:Iberostar Hotels and Resorts roadmap for short-term decarbonis

34、ation in operations and supply chain11To implement this strategy,Iberostar developed eleven decarbonisation projects:four addressing scopes 1 and 2(Figure 4)and seven tackling scope 3 emissions12(Figure 5),with goals and key objectives(Table 1).B.Decarbonisation:scopes 1 and 2Figure 4.Scope 1 and 2

35、Decarbonisation ProjectsSource:Iberostar Hotels and Resorts roadmap for short-term decarbonisation in operations and supply chain13Iberostars four scope 1 and 2 decarbonisation projects are oriented towards meeting the following goals by 2030:1.Reduce fugitive emissions of f-gases by 92%Nearly half

36、of Iberostars scope 1 emissions in 2019 were due to the diffusion of some 28,000kg of hydrofluorocarbons(HFCs)into the atmosphere.Iberostar will work with all teams across all of its locations to highlight energy-related best practices to enable everyone across the company to reduce their energy con

37、sumption and avoid energy waste.It will also conduct energy audits,invest in high-efficiency equipment,and improve the operation and maintenance of major equipment and machinery.The company will save energy by electrifying space and water heating with high-efficiency heat pumps.All these efforts wil

38、l contribute to Iberostars energy reduction goal.SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|112.Reduce scope 2 emissions by 88%Approximately 75%of Iberostars global scopes 1 and 2 footprint in 2019 was due to its electricity consumption,especial

39、ly in certain countries e.g.,Cuba,the Dominican Republic,Jamaica and Morocco that are highly reliant on fossil fuel combustion.Iberostars corporate sourcing of renewable electricity aims to reduce both carbon emissions and electricity-related spending.To increase the penetration of renewables in the

40、 destinations where Iberostar operates,renewable Power Purchase Agreements(PPAs)and onsite renewable generation are prioritised over Renewable Energy Certificates(RECs).3.Reduce scope 1 fossil fuel-based emissions by 78%Fossil fuels are currently used in space heating,hot water production,laundry,ve

41、hicles,and kitchen equipment such as stoves and ovens.These will all be either electrified or substituted with fuels with low emission factors.4.Reduce energy consumption by 35%While each of the three previous levers targets a specific material element of Iberostars baseline GHG footprint,optimising

42、 energy consumption will also reduce overall Scope 1 and Scope 2 emissions.During the development of Iberostars Decarbonisation Roadmap,it was assumed that emissions would increase by 20%between 2022 and 2030 due to the growth of the business.For scopes 1 and 2,these projected emissions are counterb

43、alanced by energy savings in reducing emissions caused by F-gases,electrification,and the sourcing of renewable electricity.This is calculated to result in an 85-86%decrease in emissions relative to 2019 and exceeds the reduction needed to align with the 1.5C of warming by 2050 by a healthy margin o

44、f 39%.This shows that the accommodation offer within the Travel&Tourism sector can make a meaningful contribution towards reducing GHG without depending on compensation to meet SBT.C.Decarbonisation:scope 3Figure 5.Scope 3 Decarbonisation ProjectsSource:Iberostar Hotels and Resorts roadmap for short

45、-term decarbonisation in operations and supply chain14Iberostars seven scope 3 decarbonisation projects are oriented towards meeting the following goals by 2030:1.Reduce emissions from the purchase of goods and services by 50.1%The purchase of goods and services can be decarbonised while still maint

46、aining high quality and customer satisfaction by making low emission sourcing decisions,engaging with supply chain partners,reducing emissions in key material categories(i.e.,food,water)and embracing circularity.2.Reduce emissions from capital goods by 50%Advancing towards net zero carbon buildings

47、in new construction and refits,maximising building efficiency,prioritising low emission materials in investments in equipment and furniture and engaging the supply chain will all contribute to a reduction in capital goods emissions.SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbo

48、nisation Contents|WTTC HARVARD123.Reduce emissions from downstream leased assets by 51%As Iberostars downstream leased assets rent space in Iberostar hotels,reduction in their emissions is directly linked to decarbonisation of scopes 1 and 2.Iberostar will extend decarbonisation efforts to the produ

49、cts and services sold by downstream leased assets through its work offering community tourism experiences and products in all properties by 2030.4.Reduce emissions from Scope 3 fuel-and energy-related activities by 50%Iberostar will capitalise on the decarbonisation of scopes 1 and 2,prioritise fuel

50、 and energy suppliers with low upstream emissions where possible,and increase data transparency.It will also encourage power utilities and grid operators in all destinations to modernise energy grids and to reduce transmission and distribution losses.5.Reduce emissions from employee commuting by 50%

51、Iberostar will make low emissions mobility a part of its business culture by promoting low-carbon transport among employees through mobility plans in all hotels and headquarters.It will also engage with public administration to accelerate zero emission mobility in its destinations.6.Reduce emissions

52、 from business travel by 40%Iberostar will boost low-emission travel through a new internal programme to incentivise employees:“Iberostar travel with positive impact”.It will prioritse the use of low-emission vehicles and collaborate with the supply chain on decarbonisation strategies(i.e.,air trave

53、l,car rental,etc.).7.Reduce emissions from waste disposal by 50%Iberostar will contribute zero waste to landfill by 2025.It will continue to promote the reduction of waste generated in Iberostar hotels in general,and of food waste in particular,while fostering improved waste management capacity in a

54、ll destinations.Projected reduction of emissions through the above action plans for each of the Scope 3 categories will result in a 2030 emissions intensity of 50%less than in 2019.This demonstrates conclusively that the accommodation offer within Travel&Tourism can make a meaningful contribution to

55、 reducing GHG without depending on compensation to meet SBT.Table 1.Overview of key decarbonization drivers for each scope&decarbonization pathways Source:Iberostar Hotels and Resorts roadmap for short-term decarbonisation in operations and supply chain15SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROS

56、TAR:Roadmap for DecarbonisationWTTC HARVARD Contents|13D.Compensation-Carbon offsettingIberostar plans to offset 75%of its emissions through high-quality carbon sequestration.Its remaining emissions will be offset by protecting and restoring nature in its destinations to eliminate the CO2 emissions

57、that cannot be reduced.It will invest in high quality offsets in its destinations that protect and restore ecosystems and provide economic benefit to local communities and stakeholders.Iberostar is also investing in climate adaptation in its coastal ecosystems.As a part of its business case to resto

58、re ecosystem services for risk reduction,the company set out a Coastal Health Roadmap16.Benefits to biodiversity and communities will be prioritised alongside CO2equivalent(CO2e)sequestration.Three major findings help define Iberostars carbon offsetting strategy and allow it to reach carbon neutrali

59、ty,move towards a regenerative tourism model,and boost long-term resilience and adaptation in our destinations:1.Investing in Iberostars destinations to boost resilience.Carbon offsets in a global market present a user-friendly pathway to offsetting emissions.Because of the importance of nature prot

60、ection and the role of biodiversity in tourism,Iberostar prioritises high-quality nature-based carbon offsets and these bring additional benefits of boosted adaptation,restored ecosystem services,biodiversity protection,community integration and more.2.Prioritizing investment in actions.As nearly al

61、l Iberostars 2030 emissions will come from its supply chain,there are inherent challenges in accurately measuring this footprint,as detailed by the companys decarbonization strategy.There are also challenges in measuring nature-based compensation projects in situ carbon sequestration potential.This

62、is particularly true for vulnerable coastal ecosystems in Iberostar destinations,such as mangroves,which have higher sequestration potential when accounting for the carbon in their root structures and sediment capture.As there are no methodologies to measure the additional carbon capture of roots an

63、d soil with remote sensing(a cost-effective way to standardize and measure carbon sequestration of forest canopy),they require substantially higher investment to measure the carbon premium of mangrove ecosystems.Iberostars measurement of both the embodied carbon in its supply chain and the sequestra

64、tion potential of its nature-based offsets seeks to strike a balance between overinvesting in measurements at the cost of greater collective action.SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HARVARD14LESSONS FROM THE CASE STUDY3.Resilient financial mod

65、els for nature-based compensation.The investment required by 2030 represents substantial income to communities for nature protection.Given Iberostar aims to achieve its net zero goal through decarbonisation,the incentive to invest in carbon sequestration projects decreases,hence affecting the flow o

66、f income to nature-based projects.The goal is to design nature-based carbon sequestration projects in a way that the initial investment serves as a catalyst to develop self-sustaining models of conservation and management that become less reliant on carbon credit income.A.How to develop a decarbonis

67、ation roadmapFigure 6.Strategic framework for decarbonizationSource:Iberostar Hotels and Resorts roadmap for short-term decarbonisation in operations and supply chain17;Glasgow Declaration18 SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|15Businesse

68、s within the Travel&Tourism sector can replicate Iberostars groundbreaking decarbonisation strategy.The Iberostar model is made up of ten key components:1.StrategyDevelop a roadmap and targets then validate them with the SBTi.For scopes 1 and 2,mobilise resources to ensure the necessary degree of in

69、vestment from start date to 2030.For scope 3,identify and prioritise key material categories,undertake key supplier spend analysis,engage with internal stakeholders and design the roadmap.2.Systems,process and legal Ensure effective systems and measurement for tracking emissions.For scopes 1 and 2,g

70、enerate procedures and protocols to ensure the integration of decarbonisation and energy efficiency criteria in the operation of hotels and the purchase of energy-consuming equipment and machinery.For scope 3,review legal procedures,codes of conduct and legal frameworks applicable to suppliers,becau

71、se the evolution of methodology for measurement and the changes required for decarbonisation will require changes to their practices.3.Supply Chain EngagementFor scopes 1 and 2,engage with power utilities in destinations with high-grid emission factors to increase the penetration of renewable techno

72、logies into their generation mixes.For scope 3,understand the supply chain and its starting point on decarbonisation to develop a collaboration programme with key suppliers.Encourage and support them to set CO2 reduction goals and to activate decarbonisation plans.4.External Partners Activate collab

73、oration with strategic partners to speed up decarbonisation.5.Methodology,measurement and digitalisationFor scopes 1 and 2,automate the capture of energy and F-gas consumption data and conduct periodic checks to ensure data reliability.For scope 3,improve methodology following the best standards in

74、order to keep accurate track of carbon footprint.Create the capacity to capture emissions reduction by evolving from a spend-based methodology.6.Engagement and TrainingFoster awareness of and excitement about decarbonisation among employees.Connect with customers and increase customer satisfaction t

75、hrough a decarbonised business model.7.Insights and Inspiration For scopes 1 and 2,capture trends and learn from others best practices and investment modalities.For scope 3,capture trends and keep up to date with best practices,regulations and methodology,as scope 3 is an emerging area.Share and lea

76、rn from other decarbonisation strategies,driving systemic change through an open culture of collaboration.8.InnovationFor scope 1 and 2,keep up to date with new and emerging clean energy technologies and with low global warming potential(GWP)F-gases.For scope 3,advocate for innovation in material ar

77、eas which require major supply chain disruption and foster cross-sectoral partnerships.Switch source materials to lower embodied carbon products.9.ReportingTransparently communicate your performance to all the stakeholders through annual reporting.Automate carbon reporting to increase accuracy and r

78、educe the average time spent.10.ReportingCreate an offsetting strategy to eliminate CO2 emissions that cannot be reduced.B.Implementing your plan The successful implementation of this model depends upon establishing the following enabling conditions:1.Governance.Ensuring that senior leadership are i

79、nformed,accountable,and empowered to take decisions.2.Resources.Dedicated expertise within the company to interpret strategy relative to the business environment and with training for key leaders as needed.SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HAR

80、VARD163.Budget.Investment in capacity to generate business models which unlock broader business cases(i.e.,efficiency)and in sustainable financing.4.Collaboration.Clear time and resources set aside for employees to seek active collaborations with the public and private sectors outside of the traditi

81、onal business environment.5.Project management.Efficient implementation and cross-communication of complex strategy and clear processes for defining accountability and identifying bottlenecks.C.How to decarbonise hotelsMost hotel companies can start to decarbonise immediately by following the steps

82、from Iberostars model:1.Create a corporate environment that facilitates decarbonisationi.Get your leadership involved.Then designate a sustainability lead who reports directly to leadership.ii.Empower your maintenance team.Can they work towards preventative maintenance?Do they have the budget necess

83、ary?iii.Empower your purchasing team.Do they have decision-making power?Do they actively maintain relationships with suppliers where they can ask for more detailed information on products or shifts on products?2.Reduce your scope 1 and 2 emissionsi.How much refrigerant gas are you buying a year?How

84、will you ensure that you dont buy more the next year(e.g.resolving leaks or poor maintenance)?ii.Ask your energy provider if they have options for buying renewable energy(NB this is often just a certificate you can buy).Keep asking them in order to establish that there is interest.iii.Consider going

85、 fully electric,especially for heating and cooling and in kitchens.iv.See if you can alter your processes to reduce emissions from existing infrastructure:this may make more of an impact than speaking to your clients.3.Reduce your scope 3 emissions i.If food is a major component of your service,esti

86、mate the portion of food being consumed in,at a minimum,ruminant meats,other meats,dairy,fish and seafood,legumes,grains/cereals(except rice),plant-based milk substitutes if in weight,even better).amounts of ruminant meats,other meats,dairy,fish and seafood,legumes,grains and cereals(not including r

87、ice)and plant-based milk substitutes that are being consumed by weight.Multiply these them by emission factors that can be found on the Cool Food pledge19,then set a target of dietary shifts to reach 25%reduction in a reasonable period.ii.Focus on reducing food waste,particularly of animal proteins

88、and dairy.Start with your operations.Track and measure food waste where possible.iii.Question areas where you generate a large amount of waste.Avoid single-use plastic wherever possible.See if you can move towards bulk or reusable models.iv.Define internal criteria to source low emissions products a

89、nd services for key categories.v.Understand the carbon footprints of the services you use(e.g.out-of-house marketing or IT).Their purchase of goods and services,their electricity consumption and their business travel may account for a major part of their carbon footprint.Encourage and prioritise com

90、panies that measure carbon footprint data and set emission reduction targets(move to renewable energy and reduce business travel are usually the first actions they take).vi.Engage with your top providers of all goods.Ask them if they know what their carbon footprint is.Encourage them to think about

91、their own climate impact.vii.Focus on reducing water consumption and on maximising water recovery and recycling.Get support from systems to optimise management and improve monitoring.viii.Conduct employee surveys to understand mobility patterns.How do they come to work?What are desirable incentives

92、to move to lower emission transport?Analyse responses and define mobility plans ad hoc for your SUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|17company.ix.Prioritise low emissions vehicles in business travel when possible.Establish preferential col

93、laboration with companies that have decarbonisation plans in place(e.g.,air lines,car rental companies,etc.x.If you have downstream leased assets,review current contracts and understand the influence needed to move to renewable energy as the first step.D.Potential barriers to decarbonisationIn movin

94、g forward Iberostars ambitious agenda for decarbonisation,the company continues to face a number of bottlenecks and barriers,many of which may be relevant for other businesses in the Travel&Tourism sector and beyond.Any business in the sector looking to develop its own decarbonisation strategy must

95、take the following potential challenges into account:1.Operational,Technical,and Methodological Limitations i.Questioning operational efficiency.Challenges to the way a company operates can sometimes be met with internal resistance.This demands sensitive handling by management,who are responsible fo

96、r encouraging new behaviours and habits throughout the business.ii.External infrastructure for Net Zero transitions Decarbonisation relies on external infrastructure,such as energy grids,connectivity,and waste management,which can impose unanticipated delays and obstructions to a businesss internal

97、decarbonisation efforts.iii.Infrastructure-related limitations for the electrification of hotels The electrification of a hotel represents a large increase in demand for local electricity infrastructure.Modifications to substations of the wider power distribution grid may be required.It is therefore

98、 necessary to seek approval by the power utility and sometimes local or national government before electrification takes place,which can be a lengthy and unpredictable process.iv.Technological bottlenecks New technologies and improvements to existing ones are necessary,which limits the pace at which

99、 a business is able to decarbonise.v.Need for high-quality measurements Estimating a businesss carbon footprint is an inexact science by definition,which makes it necessary to repeat calculations on a regular basis,in order to refine estimates and adjust policies accordingly.2.Investments for Net Ze

100、ro Transitioni.Investing in resilient infrastructure before renewable energy is available Decisions on whether to invest in electrification may need to be made before renewable energy is available in a hotels locale.Depending on the efficiency of the fossil fuel-powered alternative and the emission

101、factor of the electricity in the destination,this could result in a temporarily higher carbon footprint.Grid health and electricity stability in regions prone to extreme weather events and power outages also need to be considered.ii.Justifying necessary investment The investments required for decarb

102、onisation(i.e.,electrification,energy efficiency,reduction of emissions from F-gasses,etc.)may not be visible to guests or may require the closure of hotels to allow for refurbishment that directly impacts revenue.Such investments may have a less clear business case than the more traditional investm

103、ents,such as refurbishments or upgrading services and amenities.iii.Volume for influencing infrastructure Justifying investment in infrastructure will require sufficient market demand.Without pre-competitive collaboration and/or analysis of the volume of demands at a destination,it may be challengin

104、g to justify investment in new infrastructure.iv.Renewable energy transition maturity in destination The ability to reach full decarbonisation in scopes 1 and 2 emissions,particularly with a focus on electrification,depends on transition to renewable energy transition in the destination.SUSTAINABILI

105、TY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HARVARD183.Engaging the value chain i.Balancing measurement and action By definition,businesses and stakeholders generate scope 3 emissions outside of the control of the business looking to decarbonise.This makes scope 3

106、data collection and decarbonisation inherently more complex.Supply chain engagement,even without short-term decarbonisation action,must therefore be made a priority.4.Dialogue and Collaboration i.Absence of platforms for pre-competitive collaboration There are currently few platforms for collaborati

107、on between hotels which enable them to share best practices,to facilitate candid dialogues about their bottlenecks,or to encourage collective action.ii.Industry-to-industry dialogues More information on embodied carbon is needed.Since food systems have worked extensively to demonstrate the carbon in

108、tensity of certain products over others,we know that shifting dietary sources is vital to decarbonisation.But such information is not easily available in other high-carbon areas such as technology,construction materials and furniture.iii.Public and private dialogue The development of coherent,reliab

109、le and workable decarbonisation policies in support of the accommodation sectors most ambitious targets requires an ongoing dialogue between public bodies and private enterprise,which can be time-and resource-consuming.The solution to all the potential challenges outlined above will require collecti

110、ve action on the part of the Travel&Tourism sector and collaboration across industries and with the public sector.Any business looking to replicate Iberostars decarbonisation model must match its commitment to working with stakeholders in its destinations and supply chains.WTTC HARVARD19This case st

111、udy of Iberostars groundbreaking decarbonisation strategy reveals eight key lessons for any business in the Travel&Tourism sector which is looking to reduce or eliminate its carbon footprint:1.Setting ambitious targets and internalising the price of carbon drives action on sustainability across the

112、business.2.Talent backed by senior leadership is needed to manage the transition.It may be necessary to secure new technical expertise.3.Effective data management and interoperability between internal systems supports decarbonisation efforts.4.Accurately measuring the businesss carbon footprint is i

113、mportant,but taking active steps to reduce it should always be prioritised.5.Complex business cases and review processes can slow down the adoption of decarbonisation measures both within the business and by clients.6.Building a strategic framework to guide and enable the decarbonisation strategy wi

114、thin the organisation and throughout its supply chain is critical.7.Regular reviews of the decarbonisation pathway help drive continuous improvement.8.Climate ambitions must be connected with other environmental targets.Circularity and nature-based solutions must be prioritised in the establishment

115、of internal procedures,protocols and strategies to foster decarbonisation.CONCLUSIONSSUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for DecarbonisationSUSTAINABILITY LEADERSHIP CASE STUDIES|IBEROSTAR:Roadmap for Decarbonisation Contents|WTTC HARVARD20ACKNOWLEDGEMENTSThe Voice of Travel&Tou

116、rism.WTTC promotes sustainable growth for the Travel&Tourism sector,working with governments and international institutions.Council Members are the Chairs,Presidents and Chief Executives of the worlds leading private sector Travel&Tourism businesses.For more information,visit:WTTC.orgABOUT IBEROSTAR

117、:Iberostar Group is a 100%family-owned multinational Spanish company,dedicated for more than 65 years to travel and hospitality,and with origins in the footwear industry in the island of Mallorca(Spain)dating back to 1877.The main line of business is Iberostar Hotels&Resorts with a portfolio of over

118、 one hundred 4-and 5-star hotels in 16 countries.Iberostar Group has a global team with more than 30,000 people of 95 nationalities.Thanks to this pool of talent,the company is a leader in quality and boosts differentiation in the customer experience through constant product innovation and digital c

119、ommitment.The company has positioned itself as an international benchmark in responsible tourism by promoting a sustainable business model focused on caring for people and the environment.Iberostars pioneering Wave of Change movement reflects its explicit commitment to the oceans,and the companys ef

120、fort to share it with all of society.With sustainability as a business driver and lever,the company places the circular economy at the center of its strategy in its own 2030 Agenda,aimed at becoming waste free by 2025,carbon neutral by 2030,100%responsible in its seafood consumption by 2025,and impr

121、oving the health of ecosystems surrounding its hotels,among other targets.Iberostar Group has a global team with more than 30,000 people of 95 nationalities.Thanks to this pool of talent,the company is a leader in quality and boosts differentiation in the customer experience through constant product

122、 innovation and digital commitment.Iberostar Hotels&Resorts division announced in November 2022 a long-term alliance with InterContinental Hotels Group to commercialize up to 70 hotels(24,300 rooms)from Iberostars existing portfolio under the Iberostar Beachfront Resorts brand.This includes resorts

123、and all-inclusive hotels in the Caribbean,the Americas,Southern Europe and North Africa.With this agreement,Iberostar sets the path to continue the outstanding growth that began 40 years ago with the creation of the Iberostar brand that positioned the company among the top resorts brands in the worl

124、d.The alliance with IHG combines strengths,represents a decisive step forward in the distribution of Iberostars beachfront resorts,and reinforces its position as a benchmark in responsible tourism.Strategic benefits include the opportunity to increase its international brand awareness and the access

125、 to the IHG One Rewards loyalty programme with over 115 million members.REPORT ACKNOWLEDGEMENTS:This case study was adapted from Iberostars“Iberostar Hotels and Resorts roadmap for short-term decarbonization in operations and supply chain”by the World Travel&Tourism Council(WTTC)in collaboration wit

126、h the faculty and scientists of The Harvard T.H.Chan School of Public Health and the Faculty of Arts and Sciences,Division of Continuing Education,Harvard University.For more information,please contact:Dr.Megan Morikawa Global Director of Sustainability,Iberostar Hotels&ResortsMegan.MorikawaIChristo

127、pher Imbsen Director of Sustainability,WTTCChristopher.ImbsenWTTC.orgDr.Wendy M.Purcell Harvard T.H.Chan,School of Public HealthWPurcellHSPH.Harvard.eduand Rutgers School of Public HealthWendy.PurcellRutgers.eduPhotography:IberostarInfographics:IberostarReport design:WTTCSUSTAINABILITY LEADERSHIP CA

128、SE STUDIES|IBEROSTAR:Roadmap for DecarbonisationWTTC HARVARD Contents|21ENDNOTES1 https:/ https:/wttc.org/Portals/0/Documents/Reports/2021/WTTC_Net_Zero_Roadmap.pdf2 Scope 1 covers direct greenhouse gas emissions from owned or controlled sources by the reporting company;Scope 2 covers indi-rect emis

129、sions from the generation of purchased electricity,steam,heating and cooling consumed by the reporting company;Scope 3 includes all other indirect emissions that occur in a companys supply chain from suppliers or customers.https:/ Iberostar Hotels and Resorts roadmap for short-term decarbonisation i

130、n operations and supply chain was launched at COP27,the 27th Conference of the Parties to the United Nations Framework Convention on Climate Change,in November 2022.4 WTTC x Harvard Learning Insights Science-based Targets.https:/wttc.org/Portals/0/Documents/Reports/2021/WTTC-Har-vard-LearningInsight

131、-ScienceTargets.pdf?ver=2021-06-17-110547-1405 The SBTI is a partnership between CDP,UN Global Compact,the World Resources Institute,and the World Wide Fund for Nature.https:/sciencebasedtargets.org/companies-taking-action6 https:/unfccc.int/process-and-meetings/the-paris-agreement/the-paris-agreeme

132、nt7 https:/ https:/ghgprotocol.org/corporate-standard9 https:/greenview.sg/services/netzerohotels/10 https:/ https:/ https:/ https:/ https:/ https:/ https:/ https:/ https:/www.unwto.org/the-glasgow-declaration-on-climate-action-in-tourism19 https:/coolfood.org/pledge/W T TC S T R AT EG I C PA RT N E

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