SUSTAINABLE MANAGEMENT

The establishment implements an annual, structured feedback process through which staff evaluate the establishment’s environmental and social performance.

The feedback is collected, analysed and used to inform actions or improvements. The process not only gathers suggestions but also monitors trends in staff perceptions and satisfaction related to sustainability and management engagement. Results are shared with staff, and responses to the feedback are formulated and communicated within 2 months.

Feedback is collected through regular surveys, feedback meetings, or digital/physical suggestion boxes managed by the Green Key Establishment Representative or another responsible person. Feedback may be anonymous, and multiple formats are offered to ensure inclusiveness.

Green Key provides a standardised staff survey (available in the Green Key Toolbox) that may be used or integrated into the feedback process.

For first-time applicants, a written plan describes how the staff feedback process will be implemented and how results will be reviewed and used to support improvements.

The establishment displays informative and educational material in staff areas that supports staff understanding of and participation in sustainability efforts. The material encourages staff to use resources wisely (e.g. switching off the light/taps, using less paper, etc.) and supports efficient use of equipment and machines (e.g. the dishwasher, laundry machines, vacuum cleaners, etc.). Where relevant, the material also addresses topics such as the protection of local biodiversity and social responsibility (e.g. how to report discrimination).

Communication material is informative, visually engaging and it is maintained up to date. Informative and educational material may take the form of staff notice boards, posters, stickers, leaflets, newsletters, digital screens or apps, and may be directed at individuals, groups, departments or all staff members.

In addition to the establishment offering guests the option to reuse towels and sheets (see criterion 6.21), the housekeeping staff are informed of and implement the related procedures.

The establishment provides housekeeping staff with clear and accessible instructions and guidance on towel and sheet reuse procedures.

If the housekeeping service is outsourced, the establishment ensures that training on towel and sheet reuse procedures is included in the agreement with the contracted housekeeping company.

Hotels and Hostels (HH) and Campsites and Holiday Parks (CHP), provide 1 general sustainability training per year for permanent staff and at least 1 departmental or role-specific (e.g. housekeeping, kitchen etc.) sustainability training per year.

Small Accommodations (SA), Restaurants/Cafés (R), Attractions (A), Conference Centres (CC), and seasonal establishments provide at least 1 sustainability training per year for staff.

Suggested training topics include:

1. waste sorting and reduction (including hazardous waste);
2. sustainable Food & Beverage (F&B) practices;
3. eco-friendly cleaning and use of chemicals;
4. circular economy principles (reduce, reuse, recycle);
5. climate change;
6. biodiversity preservation;
7. community engagement;
8. guest awareness and communication; and/or
9. human rights, equality, and non-discrimination.

Annual sustainability training demonstrates progressive development, ensuring that staff expand or deepen their knowledge each year rather than receiving identical training content.

Training takes place on-site or online (e.g. written modules, e-learning) and is delivered internally or externally. New staff members normally receive training within the first 4 weeks of employment. It is strongly encouraged that outsourced and seasonal staff participate in the same training.

Green Key provides a standard reporting format for the training plan, which establishments may adapt to local operational needs.

The management, the Green Key Establishment Representative and/or the Green Committee ensure a consistent flow of information and actively engage staff in sustainability efforts. Staff receive updates on both ongoing and new sustainability initiatives to help them understand their role and the impact of their actions. The briefing is delivered either in person (e.g. through staff meetings), in writing or via e-learning.

The topics typically include environmental management areas such as water, energy, waste, cleaning practices, Food & Beverages (F&B) and circular economy principles (reduce, reuse, recycle), as well as other sustainability issues such as local biodiversity and community engagement. Information about the Green Key programme is also communicated.

The management briefs staff at least 2 times per year. Consideration is given to including seasonal staff to ensure wide participation. This criterion applies to both internal and outsourced staff working on-site.

Establishments that are seasonal and/or have 5 or fewer staff members brief the staff at least 1 time per year.

For first-time applicants, at least 1 briefing has taken place prior to the audit.

The establishment offers local micro or small entrepreneurs the possibility to sell sustainable products that are based on the nature, history and culture of the local area. This can be in the form of a small shop or stand within the premises of the establishment. Alternatively, the establishment purchases and offers such local products to its guests.

The focus of this criterion is on products and services offered to guests that are not part of the regular service operations (e.g. standard restaurant service) but rather provide added value through showcasing local culture, craftsmanship, or heritage. Products produced within 100 km from the establishment are considered as locally produced.

The definition of local micro or small entrepreneurs follows national standards. If these do not exist, 1 of the following conditions applies:

1. micro enterprise: fewer than 10 employees; or
2. small enterprise: fewer than 50 employees.

Sustainable products and services are defined as those that are:

• produced in a manner that respects environmental, social and cultural sustainability principles;
• based on the local area’s nature, history and culture;
• manufactured without the use of internationally recognised threatened or protected species; and
• free from non-durable, unsustainable materials such as single-use plastics or other disposable materials.

The establishment provides access for people with additional accessibility needs. Recognising that establishments may not be able to cover all types of disabilities, the establishment focuses its accessibility improvements on minimum 2 specific category of need: physical mobility, visual impairment or cognitive/hearing impairment.

To reach conformity, the following minimum accessibility elements are in place when focusing on physical accessibility:

• at least 1 accessible entrance with ramp or level access (meeting slope and width standards);
• at least 1 accessible toilet in public/common areas;
• at least 1 accessible guest room including bathroom (if accommodation is provided);
• accessible restaurant seating or common dining area; and
• 1 accessible meeting/conference room, if applicable.

It is furthermore recommended that resting points (e.g. benches) are provided for guests with limited mobility throughout longer walking areas. The slope and width of entrances, signage, and handrail availability are verified in accordance with national accessibility guidelines or, where available, UN/WHO accessibility recommendations.

To reach conformity, the following minimum accessibility elements are in place when focusing on visual accessibility:

• high-contrast signage and/or tactile floor markers and/or adequate lighting and glare reduction in key areas (e.g. entrance, reception, toilets, corridors) according to visual impairment needs;
• at least 1 accessible toilet in public/common areas;
• at least 1 accessible guest room including bathroom (if accommodation is provided);
• accessible restaurant seating; reception or service desk, and either auditory cues or verbal guidance or braille/large-print menus/information guides; and
• 1 accessible meeting/conference room, if applicable.

For cognitive disabilities or hearing impairment, the following minimum accessibility elements are in place to reach conformity:

• an accessibility plan outlining how cognitive or sensory needs (hearing impairments) are addressed; and
• at least 2 implemented tangible actions focusing on either cognitive disabilities and/or hearing impairments:
  • examples of actions focusing on cognitive accessibility include simplified and pictogram-based instructions in key areas (reception, dining, safety information); quiet check-in or queue-free service for guests who need it; staff training focusing on the sensibilisation of needs for people with cognitive disabilities; availability of sensory-friendly maps or simple orientation guides; predictable routines for activities communicated clearly to guests.
  • examples of actions for hearing impairments include availability of portable hearing loops at reception or meeting rooms; captioned videos and visual alarms in key areas (if feasible); staff training focusing on the sensibilisation of needs for people with hearing impairments (e.g. trained in international sign language).

For the actions to be approved, the improvements are substantial, functional and clearly documented in the accessibility plan. The establishment also informs about the minimum accessibility elements in place on their website.

Even if pets are generally not allowed in the establishment, service animals (e.g. guide dogs) are always permitted. This aspect is respected by all staff. The level of access is clearly and accurately communicated on the establishment’s website. Descriptions specify accessible facilities (e.g. room layout, grab bars, step-free access, high-contras signage, visual alarms, etc.) and whether the establishment complies with specific standards (e.g. local building codes or accessibility certifications).

Where applicable, the establishment is encouraged to consult with or seek approval from national or local disability organisations when planning accessibility features. During the onboarding, all staff are trained and informed about the establishment’s accessibility provisions, regulations and the rights of guests with disabilities. Management and other relevant guest-facing staff receive additional follow-up training regarding the available equipment in the establishment.

The establishment has implemented at least 1 of the following initiatives during the last certification period (2 years) or during the last 12 months for first-time applicants:

1. a traineeship or apprenticeship lasting at least 3 months for long-term unemployed individuals;
2. active promotion of the recruitment, retention and development of staff with disabilities;
3. part-time or flexible employment contracts for people with limited employability, as some individuals may not be able to work full time (e.g. due to disabilities, age, or health conditions) and flexible arrangements support their inclusion in the workforce;
4. employment or training opportunities for individuals with limited language skills, or from vulnerable socio-economic backgrounds (e.g. migrants, survivors of violence, single parents, or economically disadvantaged individuals); and/or
5. active collaboration with programmes or partnerships that facilitate the transition from school or social support into employment for disadvantaged groups.

Overall, the establishment supports workplace inclusion and equal treatment by adapting roles, working hours, or conditions to the abilities and needs of the individuals (e.g. flexible working hours or adjusted responsibilities).

The establishment implements at least 1 initiative per year, or maintains ongoing facilities or services, that promote staff physical or mental wellbeing.

Examples of acceptable wellbeing initiatives include:

1. team-building events, appreciation activities, or wellness days;
2. free or subsidised access to exercise facilities, sports activities, or wellness equipment during or after working hours;
3. training sessions, workshops, or briefings on mental health, stress management, resilience, emotional wellbeing, or work–life balance;
4. awareness campaigns or workshops addressing substance use, nutrition, occupational health, or health-related risks;
5. preventive health initiatives such as regular health check-ups (where feasible), flu vaccinations, or ergonomic assessments;
6. facilities that support staff wellbeing needs, such as breastfeeding rooms, quiet rooms, or prayer spaces;
7. challenges or competitions encouraging healthy habits (e.g. steps challenge, cycling-to-work month); and/or
8. family-friendly initiatives, such as allowing employees to bring their children to work under safe and appropriate conditions, or providing access to designated childcare spaces, children’s clubs, or partnerships with nearby childcare providers.

The establishment develops and implements a Code of Business Conduct. This is a dated, internal document, and covers all of the following key dimensions:

• policies and corporate culture: how the organisation fosters ethical business conduct and an integrity-driven corporate culture;
• anti-corruption and bribery: policies aligned with international frameworks (e.g. UN Convention against Corruption) and identification of at-risk functions;
• business ethics: upholding values of fairness, transparency and integrity;
• corporate governance: structures defining decision-making, accountability and control;
• human rights and social safeguards: commitment to the Universal Declaration of Human Rights and the UN Convention on the Rights of the Child, including protections against abuse, exploitation and harassment (with attention to vulnerable groups); and
• animal welfare: where applicable, policies addressing the welfare of animals on-site.

The Code of Business Conduct is:

• formally approved by general management and dated;
• reviewed at least once every 4 years; and
• shared with all staff (e.g. via onboarding, handbook, training) and made publicly available upon request.

A chain-wide Code of Business Conduct may be used, provided that it demonstrably applies to the applicant establishment (relevant brand, country, property type); staff at the establishment are aware of and have access to it; and the establishment can show how the Code of Business Conduct is implemented in practice at property level. Chain-wide documents alone are not sufficient; the establishment still demonstrates awareness and implementation during the audit.