Formulating strategic sustainability targets provides a strong and goal-oriented framework for the establishment’s sustainability work. It ensures alignment, continuous improvement, and the integration of sustainability into core operations.
The management and staff of the establishment (e.g. under supervision of the Green Key Establishment Representative) formulates strategic sustainability targets that are more ambitious than compliance with legislation and serve as commitment to continuous improvement, tracking progress/monitoring and guiding decision-making. The targets focus on long-term direction rather than specific actions or how to handle them (this is covered in criterion 1.3).
Strategic sustainability targets specify a timeline for review, are formulated up to maximum 6 years into the future and are assessed every certification period (every 2 years) to ensure continued relevance and ambition. The targets are directly linked to the annual action plan (criterion 1.3) and are used to evaluate the success of the action plan and the establishment’s overall sustainability performance.
For establishments with more than 50 employees, a minimum of 4 strategic targets, and for establishments with less than 50 employees, a minimum of 2 strategic targets are formulated. Establishments may choose which areas to focus on, provided that the targets cover at least 2 different areas, for example energy, water, waste, social sustainability/CSR (e.g. staff equity, inclusion, community engagement etc.), biodiversity protection, sustainable procurement, risk and crisis management, etc.
The targets are grounded in actual performance data or assessments from a clearly defined baseline period and directly respond to identified issues, risks, or areas for improvement. Examples of underlying data include energy, water, waste or carbon data; water risk or biodiversity assessments; or guest and staff feedback on CSR performance (e.g. from criteria 3.1, 4.1, 5.6, 7.12). Where available, it is encouraged that regional benchmarks are taken into account to ensure relevance and ambition.
First-time applicants who may not yet have complete annual data should base their targets on the most accurate and representative data available (for example, based on the minimum 3 months of data that must be submitted for other criteria).
Examples for strategic targets include:
- reducing greenhouse gas emissions (Scope 1 and 2) by at least 20% by 20XX compared to baseline year 20XX, equivalent to approximately a 5% annual reduction in line with the Paris Agreement;
- restoring at least 20% of the premises (by area) to natural or semi-natural habitat by 20XX (for further examples, see criterion 7.11), or any other biodiversity targets, for example following the Nature Positive Tourism approach of protecting local or international biodiversity;
- reducing energy consumption for heating and cooling by 15% by 20XX, compared to baseline year 20XX;
- eliminating all single-use plastic items by the end of 20XX;
- reducing total water consumption per guest night by 10% by 20XX, compared to baseline year 20XX performance data;
- achieving gender balance in management positions (at least 40% women) by 20XX;
- conducting annual anti-harassment and safeguarding training for all staff, with special focus on protecting children, women and vulnerable groups;
- contributing at least 1% of annual profits or revenue to local community projects or partnerships; and/or
- adopting a local hiring target: ensure at least 60% of permanent staff are residents of the local area.
Strategic sustainability targets are co-developed by management and staff, ensuring that both groups contribute to the identification and prioritisation of sustainability ambitions. Management is responsible for the accuracy of targets, their implementation, and follow-up. If a target is not met, a critical reflection of the reasons for lack of fulfilment is provided and if justified, the establishment may continue working on the same target in the next period. Targets are communicated to staff (e.g. during onboarding) and may be made accessible to guests, where appropriate (e.g. website, lobby, in-room materials). To strengthen local relevance, it is recommended that they are co-created with other relevant stakeholders such as community members.
When preparing the strategic sustainability targets, the Green Key criteria can serve as inspiration. It is recommended that the establishment also formulates a sustainability vision and mission statement. Targets should support and be consistent with this long-term direction.
If the establishment is part of a chain, collective chain-level strategic targets may serve as inspiration, provided that these are translated into specific individual/local targets. If adopted without modification, the establishment justifies their relevance (e.g. timeframe, focus, percentage goals). Chain-wide documents can be accepted as evidence if the establishment demonstrates that the actions are implemented at their property and appropriate for their structural, geographical and cultural context.
During the audit, the establishment presents its written, dated strategic sustainability targets. It is verified that they:
- have been communicated internally and are available to staff;
- cover at least 2 of the different areas listed above;
- are less than 2 years old; and
- were developed by staff and management. The Green Key Establishment Representative furthermore carries responsibility for accuracy and follow-up.
Formulating strategic sustainability targets provides a strong and goal-oriented framework for the establishment’s sustainability work. It ensures alignment, continuous improvement, and the integration of sustainability into core operations.
The management and staff of the establishment (e.g. under supervision of the Green Key Establishment Representative) formulates strategic sustainability targets that are more ambitious than compliance with legislation and serve as commitment to continuous improvement, tracking progress/monitoring and guiding decision-making. The targets focus on long-term direction rather than specific actions or how to handle them (this is covered in criterion 1.3).
Strategic sustainability targets specify a timeline for review, are formulated up to maximum 6 years into the future and are assessed every certification period (every 2 years) to ensure continued relevance and ambition. The targets are directly linked to the annual action plan (criterion 1.3) and are used to evaluate the success of the action plan and the establishment’s overall sustainability performance.
For establishments with more than 50 employees, a minimum of 4 strategic targets, and for establishments with less than 50 employees, a minimum of 2 strategic targets are formulated. Establishments may choose which areas to focus on, provided that the targets cover at least 2 different areas, for example energy, water, waste, social sustainability/CSR (e.g. staff equity, inclusion, community engagement etc.), biodiversity protection, sustainable procurement, risk and crisis management, etc.
The targets are grounded in actual performance data or assessments from a clearly defined baseline period and directly respond to identified issues, risks, or areas for improvement. Examples of underlying data include energy, water, waste or carbon data; water risk or biodiversity assessments; or guest and staff feedback on CSR performance (e.g. from criteria 3.1, 4.1, 5.6, 7.12). Where available, it is encouraged that regional benchmarks are taken into account to ensure relevance and ambition.
First-time applicants who may not yet have complete annual data should base their targets on the most accurate and representative data available (for example, based on the minimum 3 months of data that must be submitted for other criteria).
Examples for strategic targets include:
- reducing greenhouse gas emissions (Scope 1 and 2) by at least 20% by 20XX compared to baseline year 20XX, equivalent to approximately a 5% annual reduction in line with the Paris Agreement;
- restoring at least 20% of the premises (by area) to natural or semi-natural habitat by 20XX (for further examples, see criterion 7.11), or any other biodiversity targets, for example following the Nature Positive Tourism approach of protecting local or international biodiversity;
- reducing energy consumption for heating and cooling by 15% by 20XX, compared to baseline year 20XX;
- eliminating all single-use plastic items by the end of 20XX;
- reducing total water consumption per guest night by 10% by 20XX, compared to baseline year 20XX performance data;
- achieving gender balance in management positions (at least 40% women) by 20XX;
- conducting annual anti-harassment and safeguarding training for all staff, with special focus on protecting children, women and vulnerable groups;
- contributing at least 1% of annual profits or revenue to local community projects or partnerships; and/or
- adopting a local hiring target: ensure at least 60% of permanent staff are residents of the local area.
Strategic sustainability targets are co-developed by management and staff, ensuring that both groups contribute to the identification and prioritisation of sustainability ambitions. Management is responsible for the accuracy of targets, their implementation, and follow-up. If a target is not met, a critical reflection of the reasons for lack of fulfilment is provided and if justified, the establishment may continue working on the same target in the next period. Targets are communicated to staff (e.g. during onboarding) and may be made accessible to guests, where appropriate (e.g. website, lobby, in-room materials). To strengthen local relevance, it is recommended that they are co-created with other relevant stakeholders such as community members.
When preparing the strategic sustainability targets, the Green Key criteria can serve as inspiration. It is recommended that the establishment also formulates a sustainability vision and mission statement. Targets should support and be consistent with this long-term direction.
If the establishment is part of a chain, collective chain-level strategic targets may serve as inspiration, provided that these are translated into specific individual/local targets. If adopted without modification, the establishment justifies their relevance (e.g. timeframe, focus, percentage goals). Chain-wide documents can be accepted as evidence if the establishment demonstrates that the actions are implemented at their property and appropriate for their structural, geographical and cultural context.
During the audit, the establishment presents its written, dated strategic sustainability targets. It is verified that they:
- have been communicated internally and are available to staff;
- cover at least 2 of the different areas listed above;
- are less than 2 years old; and
- were developed by staff and management. The Green Key Establishment Representative furthermore carries responsibility for accuracy and follow-up.