To translate the establishment’s strategic sustainability targets (criterion 1.2) into measurable and goal-oriented actions, an action plan is required. It ensures the practical implementation of strategic objectives and provides a framework for tracking progress and continuous improvement.
The establishment formulates an action plan that outlines specific steps to implement its strategic sustainability targets (criterion 1.2). The action plan is a central operational tool of the establishment’s sustainability management system that reflects relevance to the specific context of the property. For example, if water scarcity is a regional concern, the action plan places greater emphasis on water-saving initiatives.
The action plan covers the entire certification period (24 months), with actions clearly divided by year to track progress and enable annual updates.
For establishments with more than 50 employees the plan includes a minimum of 4 actions per certification period. For establishments with less than 50 employees, a minimum of 2 actions per certification period are included.
Actions cover at least 2 Green Key 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., and each action relates to at least 1 strategic sustainability target. If developed as part of criterion 1.2., the plan also reflects the vision, mission and thematic priorities of the targets, ensuring a coherent and goal-driven approach.
When preparing the annual action plan, it is recommended to use the Green Key criteria for inspiration, both regarding conformity with guideline criteria not yet implemented and to further improve engagement in already implemented imperative and guideline criteria. Actions that are already fulfilled are not included in the annual action plan, and listing a Green Key guideline criterion as an action is not sufficient. However, it is acceptable to include supporting actions that contribute to the future implementation of a guideline criterion (e.g. conducting a feasibility study in preparation for meeting a specific guideline criterion).
All actions are measurable (e.g. number, percentage, quantity or completed task). For each action, the following is clearly documented:
- a description of the action, its timeline and the intended outcome;
- the responsible department or staff members; and
- the link to the strategic sustainability target/s it supports.
The actions are co-developed by management and staff (e.g under supervision of the Green Key Establishment Representative) ensuring that both groups contribute to the identification and prioritisation of actions. Management is responsible for the accuracy of actions, their implementation, and follow-up. If an action has not been fulfilled, the establishment provides a clear and documented justification explaining the reasons (e.g. financial, structural, contextual, timing constraints) and present a concrete plan of action for either completing the same action in the next certification period or replacing it with a more feasible alternative.
If the establishment is part of a chain, collective chain-level actions may serve as inspiration, provided that these are translated into specific individual/local actions. If adopted without modification, the establishment justifies their relevance. Chain-wide actions/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 the written annual action plan for the coming certification period. It is checked that the plan:
- includes a minimum of 4 actions (for establishments with more than 50 employees) or 2 actions (for establishments with less than 50 employees) per certification period;
- contains actions linked to 1 or more strategic sustainability targets;
- includes timelines and responsible departments or staff members; and
- is communicated internally and available to staff.
In specific circumstances, for re-applicants, the establishment presents evidence of progress or completion of the previous action plan. This may include reports, photos, contracts, partnership agreements, training records, or other verifiable documentation. Examples include:
- an invitation to or record of a staff sustainability event (e.g. volunteering, awareness-raising);
- a contract, partnership agreement, or MoU with an NGO or sustainability organisation;
- proof of membership in a sustainable or social initiative connected to a sustainability action; and/or
- reports, minutes, or activity records connected to the action.
If actions were not fulfilled, for re-applicants, a documented justification and a plan explaining whether the unfulfilled actions will be implemented in the next certification period (and how), or why they are not considered feasible for the establishment, is presented.
To translate the establishment’s strategic sustainability targets (criterion 1.2) into measurable and goal-oriented actions, an action plan is required. It ensures the practical implementation of strategic objectives and provides a framework for tracking progress and continuous improvement.
The establishment formulates an action plan that outlines specific steps to implement its strategic sustainability targets (criterion 1.2). The action plan is a central operational tool of the establishment’s sustainability management system that reflects relevance to the specific context of the property. For example, if water scarcity is a regional concern, the action plan places greater emphasis on water-saving initiatives.
The action plan covers the entire certification period (24 months), with actions clearly divided by year to track progress and enable annual updates.
For establishments with more than 50 employees the plan includes a minimum of 4 actions per certification period. For establishments with less than 50 employees, a minimum of 2 actions per certification period are included.
Actions cover at least 2 Green Key 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., and each action relates to at least 1 strategic sustainability target. If developed as part of criterion 1.2., the plan also reflects the vision, mission and thematic priorities of the targets, ensuring a coherent and goal-driven approach.
When preparing the annual action plan, it is recommended to use the Green Key criteria for inspiration, both regarding conformity with guideline criteria not yet implemented and to further improve engagement in already implemented imperative and guideline criteria. Actions that are already fulfilled are not included in the annual action plan, and listing a Green Key guideline criterion as an action is not sufficient. However, it is acceptable to include supporting actions that contribute to the future implementation of a guideline criterion (e.g. conducting a feasibility study in preparation for meeting a specific guideline criterion).
All actions are measurable (e.g. number, percentage, quantity or completed task). For each action, the following is clearly documented:
- a description of the action, its timeline and the intended outcome;
- the responsible department or staff members; and
- the link to the strategic sustainability target/s it supports.
The actions are co-developed by management and staff (e.g under supervision of the Green Key Establishment Representative) ensuring that both groups contribute to the identification and prioritisation of actions. Management is responsible for the accuracy of actions, their implementation, and follow-up. If an action has not been fulfilled, the establishment provides a clear and documented justification explaining the reasons (e.g. financial, structural, contextual, timing constraints) and present a concrete plan of action for either completing the same action in the next certification period or replacing it with a more feasible alternative.
If the establishment is part of a chain, collective chain-level actions may serve as inspiration, provided that these are translated into specific individual/local actions. If adopted without modification, the establishment justifies their relevance. Chain-wide actions/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 the written annual action plan for the coming certification period. It is checked that the plan:
- includes a minimum of 4 actions (for establishments with more than 50 employees) or 2 actions (for establishments with less than 50 employees) per certification period;
- contains actions linked to 1 or more strategic sustainability targets;
- includes timelines and responsible departments or staff members; and
- is communicated internally and available to staff.
In specific circumstances, for re-applicants, the establishment presents evidence of progress or completion of the previous action plan. This may include reports, photos, contracts, partnership agreements, training records, or other verifiable documentation. Examples include:
- an invitation to or record of a staff sustainability event (e.g. volunteering, awareness-raising);
- a contract, partnership agreement, or MoU with an NGO or sustainability organisation;
- proof of membership in a sustainable or social initiative connected to a sustainability action; and/or
- reports, minutes, or activity records connected to the action.
If actions were not fulfilled, for re-applicants, a documented justification and a plan explaining whether the unfulfilled actions will be implemented in the next certification period (and how), or why they are not considered feasible for the establishment, is presented.