1. No category

How To Become a more Sustainable Zoo
Contents
1.0
Background..........................................................................................................................2
2.0
BIAZA Sustainability Policy.................................................................................................3
2.1
2.2
SUSTAINABILITY STATEMENT ........................................................................................................................... 3
SUSTAINABILITY PRINCIPLES ............................................................................................................................. 4
3.0
WAZA Recommended Approaches to Implementing a Sustainability Programme.....4
4.0
Environmental Sustainability .............................................................................................5
4.1
4.2
4.3
4.4
4.5
5.0
5.1
5.2
5.3
5.4
5.5
5.6
6.0
6.1
6.2
6.3
7.0
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
7.9
7.10
7.11
7.12
7.13
7.14
7.15
HOW TO PREPARE AN ENVIRONMENTAL POLICY ............................................................................................... 5
ENVIRONMENTAL AUDITS................................................................................................................................. 7
HOW TO SET TARGETS AND MONITOR IMPROVEMENTS .................................................................................... 7
GAINING MOMENTUM ...................................................................................................................................... 7
CARBON EMISSIONS ......................................................................................................................................... 7
Social Sustainability............................................................................................................8
SUSTAINABLE EMPLOYMENT PRACTICES ........................................................................................................... 8
EXTENDED SOCIAL RESPONSIBILITIES ................................................................................................................ 8
SUSTAINABLE PROCUREMENT ........................................................................................................................... 8
ACCESSIBILITY AND INCLUSION ........................................................................................................................ 8
‘GREEN TEAMS’ AND DESIGNATED ROLES ........................................................................................................ 9
GETTING THE MESSAGE ACROSS TO VISITORS .................................................................................................. 9
Case studies/Top tips ........................................................................................................9
GREEN TEAM CASE STUDY: WEST MIDLAND SAFARI PARK ............................................................................. 9
COLCHESTER ZOO GREEN AWARDS ............................................................................................................... 11
GREEN TOURISM BUSINESS SCHEME AT DEEP SEA WORLD ............................................................................ 12
Glossary of terms..............................................................................................................13
SUSTAINABLE DEVELOPMENT ......................................................................................................................... 13
ENVIRONMENTAL MANAGEMENT SYSTEMS ..................................................................................................... 13
ISO14001 ................................................................................................................................................... 13
EMAS............................................................................................................................................................ 13
BS8555........................................................................................................................................................ 14
TRIPLE BOTTOM LINE .................................................................................................................................... 14
TRIPLE BOTTOM LINE REPORTING .................................................................................................................. 14
ENVIRONMENTAL FOOTPRINT ........................................................................................................................ 14
EXTENDED PRODUCER RESPONSIBILITY........................................................................................................... 14
LIFE-CYCLE THINKING/WHOLE LIFE COSTS ..................................................................................................... 14
SUSTAINABLE PROCUREMENT ......................................................................................................................... 15
CLOSED LOOP SYSTEMS ................................................................................................................................. 15
CORPORATE SOCIAL RESPONSIBILITY ............................................................................................................. 15
SYSTEMS THINKING ........................................................................................................................................ 15
WASTE HIERARCHY ........................................................................................................................................ 15
8.0
Useful contacts..................................................................................................................16
9.0
References .........................................................................................................................17
Appendices....................................................................................................................................18
APPENDIX I: WAZA CLIMATE CHANGE RESOLUTION .............................................................................................. 18
APPENDIX II:
WHITLEY WILDLIFE CONSERVATION TRUST ENVIRONMENTAL POLICY ............................................ 19
1
APPENDIX III:
APPENDIX IV:
1.0
ZSL SUSTAINABLE PROCUREMENT POLICY ...................................................................................... 20
‘INSPIRED BY NATURE’ INITIATIVE ................................................................................................... 23
Background
The most frequently cited definition of sustainable development is ‘development that
meets the needs of the present without compromising the ability of future generations to
meet their own needs’ (Brundtland, G, 1987). Sustainable development has many
alternative definitions and is often interpreted in different ways depending on the focus
of the organisation involved. However, it is widely accepted that achieving sustainable
development requires the balancing of economic, social and ecological dimensions (IIED,
1994), as defined below:
1. Economic viability – enabling sustainable patterns of production and consumption
which pay for themselves, with costs not exceeding income.
2. Social desirability – enabling poverty eradication and sustainable livelihoods which
fulfill people’s cultural, material and spiritual needs in equitable ways.
3. Ecological sustainability – enabling the safeguarding and restoration of healthy life
supporting ecosystems and to maintain their long-term viability.
A Venn diagram illustrating the relationship between the three dimensions shows that
sustainable development is achieved at the intersection between the three systems
(Barbier, E.B, 1987).
The World Zoo and Aquarium Conservation Strategy includes a chapter on sustainability
(WAZA, 2005). This chapter includes a vision for zoos to work towards sustainability by
reducing their ‘environmental footprint’, and lead by example using green practices and
demonstrating methods for visitors to adopt sustainable lifestyles. The chapter also
introduced a set of eight guiding principles to support zoos in developing objectives and
activities for sustainability. These principles are for zoos to:
1. Use environmentally sound waste management
2
2.
3.
4.
5.
6.
7.
8.
Be energy efficient
Use natural resources responsibly
Pay if you pollute
Put local consumption first
Contribute to equitable development
Apply the precautionary principle
Encourage public awareness and participation (WAZA, 2005)
The Zoos Forum Handbook suggests that the underlying principles of zoos in the UK –
education, conservation and research, provide incentives and opportunities for zoos to
act in accordance with sustainable development (Defra, 2006). The conservation and
educational role of zoos was formalised into a statutory requirement by the EC Zoos
Directive and by the UK Secretary of State’s Standards of Modern Zoo Practice (Defra,
2004). With zoos as Conservation Centres, they should naturally be leaders of
environmental sustainability. With the popularity and widespread appeal of zoos, there is
also a huge potential for them to be used as a positive catalyst for social sustainability
activities within a community.
In 2006, WAZA prepared a resolution on climate change (WAZA, 2006), see Appendix I.
The subsequent year BIAZA prepared a sustainability statement (as shown in 2.1). In
2007, WAZA adopted the recommended approaches to implementing sustainability
programmes as put forward by Oliver in 2007 (as shown in 3.0). A WAZA sustainability
statement is currently in preparation.
2.0
BIAZA Sustainability Policy
2.1
Sustainability statement
We, the British and Irish Association of Zoos and Aquariums, representing over 80
institutions visited by some 18 million people every year, have resolved the following.
Given:
• That zoos and aquariums are uniquely placed to communicate with and to
influence large numbers of people
• That they seek to inspire and influence individuals to change (for the better) their
attitudes and behaviour towards the natural environment and its sustainable
conservation
• That they also seek to help enable those individuals to practise a more sustainable
lifestyle, thereby reducing their ecological footprints
BIAZA is committed to promoting and practising sustainable ‘one planet’ living.
BIAZA will do this through:
• Calling upon its members & the Association to lead by example and introduce
sustainable practices wherever possible
• Disseminating information on sustainable practices and environmental
management systems to its members
• Encouraging its members to promote sustainable living to their staff through
appropriate training
3
•
2.2
Encouraging its members to promote sustainable living to visitors through visitor
interpretation and education mechanisms
Sustainability principles
1.
We seek to balance environmental, ethical and social considerations alongside our
economic needs and refuse to compromise future generational needs to achieve
short-term objectives.
2. We promote an open and inclusive decision-making process.
3. We ensure compliance to all relevant environmental legislation and ethical codes.
4. We follow the precautionary principle to minimise potential harm to the environment
through our operations in the absence of scientific certainty.
5. We seek to minimise our use of non-renewable resources, taking into consideration
the restraints of the natural environment, favouring local suppliers and reducing
emissions.
6. We are committed to finding innovative solutions to improve our ongoing operations
and activities.
7. We seek to ensure the health, diversity and productivity of the immediate and wider
environment.
8. We understand that all of us have a shared responsibility of living sustainability.
9. We seek to be a positive influence by communicating and sharing our sustainability
values with our members, stakeholders and the wider community through
promotion, education and facilitation.
10. We will assess the sustainability performance of our members, partners and
suppliers and use available opportunities to influence and improve their
sustainability performance.
3.0 WAZA Recommended Approaches to Implementing a Sustainability Programme
1.
Consider and balance economic, social and environmental sustainability factors in all
organisational decisions.
e.g. ZSL London Zoo, where Gorilla Kingdom exhibit combined biodiversity impact
mitigation strategies, sustainable building methods, and had associated Fair Trade
gift items, livelihood concerns, bushmeat trade, consumer choices and field
conservation links in Gabon.
2.
Establish clear policies on sustainability matters to ensure the adoption of an
organisation-wide approach.
e.g. Twycross Zoo and Whitley Wildlife Conservation Trust policy development and
fish procurement policy at Ocean Park and Sea World.
3.
Adopt a common approach to calculating Ecological Footprints, and measure
performance on an annual basis for comparison with other zoos and sectors.
e.g. Bristol Zoo have developed a scheme for measuring their ecological footprints
called SALOME. WWT also have a scheme, and many zoos carry out energy and
resource audits.
4
4.
Work towards the accreditation of an Environmental Management System (such as
ISO14001, Green Dragon) to provide a structured approach for continued
environmental performance improvements.
e.g. Chester, Whitley Wildlife Conservation, Bristol Zoo.
5.
Develop clearly defined roles and teams to take forward the sustainability agenda
within the organization
e.g. Cross-departmental Green Teams, Blue teams, environmental officers,
sustainability managers.
6.
Display a consistent approach to sustainable and ethical procurement across the
organisation, especially if certain products are promoted in shops and cafés.
e.g. not just front-of-house activities. Communicate why some products aren’t
available. Practice what you preach.
7.
Reduce carbon emissions as much as possible before engaging in offsetting
activities or considering developing offsetting conservation projects for other
businesses or visitors to invest in.
e.g. first measure and mitigate. Ensure contributions are to a suitable scheme with
ecological and social benefits as well as carbon ones. Green travel plan.
8.
Increase the involvement of local people in organisational decisions, and
communicate sustainability best practice to visitors and the general public.
e.g. Africam Safari are linked with a Fair Trade community project in Mexico. Don’t
forget ‘backyard’ conservation.
9.
Develop a formal triple bottom line reporting framework to report on sustainability
performance annually
e.g. zoos need to come up with their own indicators, Auckland Zoo has incorporated
sustainability aspects into their online annual report.
10. Work together and partner with other zoos to make collective progress towards a
more sustainable approach or towards green mentoring across Associations.
e.g. BIAZA sustainability group, AZA have examples on their website, Zoos Forum
Handbook chapter, Twycross Zoo linked with chimp sanctuary which already has
14001, SEAZA partnering with ARAZPA and EAZA with Latin America.
4.0
Environmental Sustainability
4.1
How to prepare an environmental policy
A ‘good’ environmental policy is one that works – fulfilling its purpose and supporting
the evolution of environmental management for the organistion. It should be clearly and
concisely written and link directly to work plans to take objectives forward. It should be
incorporated into staff training and communicated internally and externally. Within
specific EMS standards, certain features of an environmental policy are required to be
present. In the case of ISO14001 (ISO 14001, 1996), these elements are that:
1. The policy must have expressed support by senior management.
2. The policy must contain a commitment to continuous improvement in the
environmental management and performance of the organisation.
5
3. The policy must contain the pledge for the organisation to be legally compliant.
4. The written policy must be made available to staff and to public.
5. The policy must identify areas of activity and must be formulated in a way that
allows the development of targets.
An example zoo Environmental Policy can be found in Appendix II.
6
4.2
Environmental audits
It is essential for a zoo to understand its resource usage and positive and negative
environmental impacts. By doing so, an organisation can prepare a baseline of its
activities from which targets and actions to achieve improved performance can occur.
Many zoos find it helpful to use consultants to carry out initial audits, such as Carbon
Trust and Envirowise. Depending on individual circumstances, these audits may be
commissioned at no cost to the organisation, providing a commitment to addressing
emergent issues is made.
4.3
How to set targets and monitor improvements
An environmental management system (EMS) is a structured approach to implementing
an environmental programme. This could be a bespoke system developed by the zoo to
fit in with existing systems or it could be based on an internationally recognised
standard. Even without an EMS in place, it is important for zoos to establish a baseline of
their current situation to identify priority areas, ensure compliancy and reduce negative
impacts of their operations. Policies should be turned into action plans which are then
translated into departmental work plans. Personnel should be provided with the
resources and responsibilities to carry out the actions and measure achievements.
Regular meetings should be set up to review outcomes, identify shortfalls and make
ongoing improvements.
4.4
Gaining momentum
If a zoo implements an EMS, ongoing improvement is integral to the maintenance of this
system. If sustainability activities are carried out in a more ad hoc manner, there is
sometimes a danger that momentum could be lost, due to staff changes, lack of
monitoring and disjointed, ineffective approaches. By ensuring that sustainability
activities are integrated across all departments and recognised within departmental
objectives, this danger will be reduced. For example, Directors can incorporate
sustainable organisational values and objectives into zoo missions, policies and
strategies. Human Resource departments can develop roles and responsibilities that fit
with the sustainability programme and they can communicate policies and procedures
through ongoing training. Accountancy departments can monitor and evaluate
environmental and social reporting mechanisms into annual reports, and consider whole
life costs and sustainable innovation in budgetary and procurement processes.
4.5
Carbon emissions
An environmental audit will identify the size of a zoo’s ‘carbon footprint’ and efforts
should first be concentrated on improving energy efficiency which can reduce carbon
dioxide emissions and subsequent utility costs. Carbon offsetting should then be
considered as a means to address the unavoidable CO2 emissions. ‘Carbon Offsetting’ is
the generation of a carbon dioxide saving which is equivalent to the CO2 emissions of a
specific activity; in this case the activities of a zoo. Offsets can be achieved through a
wide variety of methods such as forest restoration and protection, renewable energy
development or methane capture. It is unlikely that a zoo will have the resources to
7
design and coordinate its own carbon offset project, so instead should look to invest in
one of the projects available on the Voluntary Offset Market. Voluntary offsets can vary in
quality, so strict due diligence should be conducted on all prospective projects, checking
for transparency and verification such as the Climate, Community and Biodiversity Project
Design Standard. By choosing ecological and environmentally focused offset projects,
such as the restoration ecology projects offered by the World Land Trust, zoos can
demonstrate strong commitment to sustainability and also contribute to WZACS’s
recommendation on ‘the conservation of entire ecosystems’.
5.0
Social Sustainability
It is important to balance social impacts of zoos alongside environmental ones and look
at ways to improve and enhance how zoos interact with and contribute to their
communities. Zoos can make positive impacts in a variety of ways, such as through
improving purchasing and hiring behaviours, increased community participation and
socially-beneficial conservation work.
5.1
Sustainable employment practices
Zoos should ensure that equal opportunity and non-discriminatory employment
procedures are followed which are fair and transparent, and that clear health and safety
protocols are in place. Zoos, as responsible employers, should enable staff to be well
supported and be in fulfilling roles that allow for their career and personal development.
5.2
Extended social responsibilities
Zoos should ensure that the contractors and suppliers they choose to work with share
their high standards with regard to employment practices and environmental
performance. A zoo has a moral responsibility to ensure it does not unwittingly support
unethical or environmentally damaging practices, such as child slavery, inadequate
working conditions, unfair trading regimes or unsustainable extraction practices. A policy
on recruitment criteria for contractors may be necessary to ensure that the tender
process values good ethical and environmental performance alongside cost-effectiveness.
5.3
Sustainable procurement
Zoos should ensure that they have policies and strategies in place so that organisational
values are upheld through all departmental, operational and project-based procurement.
Purchasing decisions should take into consideration whole life and social costs alongside
financial costs. ‘Green’ products, such as organic fabrics and foods, MSc-certified fish
and Fair Trade items are frequently sold in zoo shops and cafés, but, if this practice is a
reflection of organisational values rather than outward-facing ‘greenwash’, then the
practice should also be found in back-of-house departments (Oliver, 2007). When
factoring in environmental and social considerations, the lowest financial cost option will
not necessarily be the ‘best value’ for money. An example of a Sustainable Procurement
Policy can be found in Appendix III.
5.4
Accessibility and inclusion
When designing new exhibits, pathways or sites, it is important to consider how they can
be made more accessible to all ages, cultures, nationalities, and different physical and
learning abilities. A mixture of media and approaches is important with interpretation
8
content displayed at various heights and at different levels of complexity. Zoos should
look for ways to increase their involvement with the local community through
participation with local interest groups and schools. The local community can also
contribute to zoo decision-making through advisory groups, focal groups and joint
ventures, such as public transport opportunities or local produce initiatives, that provide
social benefits to both parties.
5.5
‘Green Teams’ and designated roles
A recent study on sustainability in BIAZA-member zoos found that activities such as
implementing an EMS, using renewable energy, and achieving cost savings through
improving efficiency, were more likely to occur with a designated member of staff or
team in place responsible to drive activities forward (Oliver, 2007). The most successful
‘Green Teams’ are those that are supported at the highest level and involve personnel
from all departments. Regular meetings to record and review progress are essential, as
are clear roles and responsibilities and actions to be taken forward. For a cultural shift to
occur within an organisation, there must be top-down support and resources for
widespread adoption. At directorial level, mission statements, policies, budgets, job
descriptions and time-allocations should all support this consensus. A more participatory
approach is also desirable to involve local interest groups, schools and residents in
advisory roles to assist zoos with their decision-making process. This will help zoos to
understand their audiences better as well ensure they operate in a more sociallyconscious manner that does not conflict with the desires and requirements of the local
community.
5.6
Getting the message across to visitors
The best way for zoos to be a positive influence on visitors and their lifestyles is for zoos
to lead by example, promoting a clear message of their commitment through the
activities of their staff and the operation of their sites. A ‘lifestyle choices’ initiative was
put forward at the 2007 CBSG meeting to suggest a way for zoos to be catalysts for
positive change in their communities. This initiative can be found in Appendix IV. With an
organisation-wide approach and capitalising on high visitation figures, zoos can position
themselves at the forefront of the sustainability agenda and be a real force for change
within their communities.
6.0
Case studies/Top tips
6.1
Green Team Case Study: West Midland Safari Park
The West Midland Safari Park (WMSP) ‘Green Team’, was established following the 2007
annual BIAZA conference. The topic of discussion was ‘The Sustainable Zoo and
Aquarium’ and gave delegates an insight into successful implementation of sustainability
within ‘zoos’.
Prior to the conference, WMSP always considered the economic impacts of its activities
during decision making processes and were also starting to be concerned about
environmental impacts, but social responsibility was an issue that was hardly ever
9
contemplated. In addition there was no particular individual, or department, that took
responsibility for sustainability at WSMSP.
The Assistant Director of Wildlife and Research and Conservation Officer, were therefore
extremely motivated to initiate the establishment of a ‘Green Team’; with the aim of
writing a Green Policy for WMSP, that would be implemented across the whole site and
cover a range of issues. With full backing from the Directors, the team was established
with managers from each department within the Park; ensuring that each department had
an input into the policy and that team members would have the power to implement and
enforce changes within their own departments.
The Green Team started by looking at WMSP’s waste management, as the Director’s felt
that this was an ‘easier’ issue for the committee to tackle first; helping the team to stay
motivated and enthusiastic. Furthermore the majority of WMSP’s waste was being sent to
landfill and thus there was huge scope for change; having an enormous positive effect
almost immediatley.
However, tackling waste management has been a bigger task than first thought! The
research stage (measurement of current waste production, researching the different
types of waste produced, costing of current waste removal, legislation and researching
the logistics of managing waste more efficiently) has taken five months alone. The
committee was also larger than first envisaged; with ten members it was quite difficult to
arrange meetings that suited everyone and although meetings were only held once a
month, only 70% of the team would ever be present. A lack of commitment from
particular individuals and the slow progress of the committee often left the rest of the
team despondent. The committee was therefore re-structured and now consists of a
small group of highly committed and enthusiastic individuals. In addition, either the
Operations Director, or one of his deputies, now also attends each meeting; taking an
active lead role and aiding the team to establish achievable aims. The team believes that
this has been instrumental in keeping them focussed and moving forward and although
there have been initial ‘teething’ problems, the WMSP Green Team is now really starting
to progress.
WMSP is seeking planning permission to establish a waste management centre, with the
aim of segregating waste onsite for recycling. The local council have been involved with
discussions and planning and we aim to decrease the amount of waste we send to
landfill, by 20% in our first year. If successful we hope to increase this to 30% in the
second year.
WMSP is raising awareness with all employees in relation to waste management; new staff
are trained at inductions and a bi-monthly newsletter keeps existing staff informed of
updates and changes. Paper recycling facilities have been installed to all offices
throughout the Park and the response from staff has been overwhelming, so much so,
that WMSP is now looking at extending these facilities, to incorporate recycle points for
plastic, cardboard and glass. In addition all of the Park’s waste cooking oil is sold for
producing bio-fuel and from 2008 all guidebooks will be printed on recycled paper.
The highlight so far has been a joint partnership project with the local council. WMSP is
helping to sponsor the purchase of a ‘Rocket’; an accelerated food composter for
10
schools. The ‘Rocket’ will initially go into secondary schools within the local district, each
school having the composter for 6 months. We aim to educate pupils about the benefits
of taking a more sustainable approach, to the disposal of food and garden waste.
For any green team to be successful, it must have full backing from the most senior
management. The team should not be too large, otherwise meetings will be difficult to
arrange and team members should be fully committed individuals, who ‘believe in the
cause’, or else the team will quickly become dispirited and it won’t progress. The team
should also understand that when first looking at sustainability, it is a huge task and it
should be divided into manageable sections; it will also take time and patience is a
virtue.
For further information or advice on establishing a green team please contact Laura
Warner, Research and Conservation Officer at West Midland Safari Park. E-mail:
lw@wmsp.co.uk
6.2
Colchester Zoo Green Awards
Colchester Zoo is dedicated to reducing its environmental footprint by instigating
sustainable initiatives around the zoo grounds. In 2007, in order to celebrate the
creation of a green section to our website, Colchester Zoo developed a green awards
scheme to reward our local residents; to encourage and recognise the hard work and
dedication of both families and schools that are trying to reduce their environmental
footprint. The idea of Colchester Zoo’s Green Award scheme was to encourage both local
families and schools to be sustainable and to develop new initiatives, anything from a
small scale recycling scheme to making composters and wormeries. A simple application
form was developed. We asked that applicants include additional material, such as
photographs, to enhance their application and to write a 250 word article outlining why
they should win the award.
Two award categories and prizes were offered. These included: the ‘Best Green School
Project’, with a prize of a free class visit to Colchester Zoo for a class of 30 children and
coach hire to get to the zoo, along with access to the zoo’s educational resources and a
Colchester Zoo Green Award shield. The second award developed for the ‘Best Green
Family or Individual’ included a family gold card membership to Colchester Zoo and a
Colchester Zoo Green Award shield.
The awards were judged by members of Colchester Zoo’s green committee and the
winners were informed during Colchester Zoo’s Festival of Nature celebration week. We
had over 50 applicants in total and 10 families and 6 schools were put into the final
assessment.
In the end, our winning family were chosen as a result of their work contributing to a
‘Save it’ campaign, which they helped promote through their school and local
community, involving their local water, gas and electric companies and the council in a
scheme to develop green initiatives. They also regularly participate in the school walking
bus, get involved with litter picking schemes, recycle as much as they can at home and
work to reduce their water consumption too. The winning school for the Best Green
11
School project appointed a light monitor to turn off all the lights and electrical
equipment in the school when not in use, held fundraising events in which they raised
money to purchase new bins for their new composting scheme, purchased new picnic
benches made from 100% recycled materials, developed a tree planting scheme; planting
8 trees a year to reduce their carbon footprint and also initiated a gardening club to grow
some of their own fruit and vegetables for the school kitchen.
In 2008, Colchester Zoo plans to continue its Green Awards Scheme and will redevelop
the criteria to raise the standards necessary for application. The future aim is to develop
an ongoing programme with a booklet of green tasks, which the applicant must complete
and provide evidence of, in order to receive a certificate and stickers for different stages
of completion. Those applicants that complete the highest number of green tasks each
year will be entered into a draw and the winning entry will receive a family gold card to
Colchester Zoo or free group or school entry where applicable.
6.3
Green Tourism Business Scheme at Deep Sea World
Deep Sea World has always endeavoured to promote responsible behaviour towards the
environment mainly through education but over the last four to five years we have been
looking much more closely at how we as a business, were able to reduce the effects we
have on it.
We have now introduced many comprehensive policies and procedures and this has now
become an integral part of our staff training programme. In addition we have extended
our education programmes to include eco –schools and have forged new links with the
community.
At Deep Sea World we are committed to providing a good high quality of service, whilst
minimising the environmental impact of our activities.
A symbol of our commitment is our membership of Visit Scotland’s Green Tourism
Business Scheme. This scheme provides independent accreditation and encouragement
for tourism businesses to reduce the environmental impact of their activities.
By encouraging sustainable practices it ensures the continued enjoyment of the
environment of Scotland for future generations.
Through the membership of the Green Tourism Business Scheme we have committed to:
• Adhering to good environmental practices in all our business activities
• Ensuring that the business meets the minimum requirements set by
environmental law and fulfils its legal Duty of Care requirements for waste
disposal
• Achieves sustainable environmental improvement
• Continuously reducing polluting activities
We are proud to have been accredited with a GOLD award for excellence in
environmental practice
We have entered into partnership with Fife Council and a recycling centre has been
opened in the Deep Sea World car park. This will be open to the public during business
hours only and will have recycling bins for plastic bottles, glass bottles – clear glass,
12
brown glass and green glass as well as a recycling bin for aluminium. Within Deep Sea
World we will have bins for cardboard and also a can crusher for public use within our
café.
We are happy to have entered into this new collaboration with Fife Council and I am sure
that the new recycle centre will prove to be an invaluable asset to all within the North
Queensferry community.
7.0
Glossary of terms
7.1
Sustainable development
Sustainable development is meeting the needs of the present without compromising the
needs of future generations. It refers to economic development that maintains or
enhances quality of life and the integrity of the environment indefinitely, with minimum
depletion of non-renewable resources.
7.2
Environmental management systems
An environmental management system (EMS) is a systematic and coordinated framework
used by an organisation to deliver integrated environmental activities, as set out in its
environmental policy. An EMS is used to identify and solve environmental problems and
to systematically manage environmental activities, products and services and to achieve
obligations and performance targets. An EMS can be implemented in different ways
depending on the sector or needs of management, but core elements include an
environmental policy; environmental action plan; organisational structure; integration
into operations; documentation system to collect, analyse, monitor and retrieve
information; corrective and preventive action; EMS audits; management review; training
and external communications.
7.3
ISO14001
There are a number of verification systems in place to formalise an organisation’s EMS.
ISO14001 has become the most popular internationally-recognised voluntary scheme as
it is applicable to all sectors and is relatively intuitive to implement. The ISO14001 does
not specify a level of environmental performance to be achieved, as this would be highly
dependant on the individual sector involved, or the starting level of an organisation. The
ISO14001 rather provides a framework to help organisations deliver the commitments
set out in their environmental policies, and to provide a holistic, strategic approach for
organisations to achieve ongoing environmental improvements.
7.4
EMAS
The Eco-Management and Auditing Scheme (EMAS) is a European voluntary standard
initially set up for the manufacturing industry, but now also applied by other sectors. It
has similar objectives to the ISO14001 – namely to improve organisations’ environmental
performance by requiring commitment from them to evaluate and reduce their
environmental impacts. It places a greater emphasis on reporting and provision of public
information, and so is perceived by many to be a more involved scheme than ISO14001.
13
7.5
BS8555
Some small to medium enterprises (SMEs) in the UK are finding that the British Standard
BS8555 is also a useful tool towards achieving ISO14001, through its phased
implementation approach. The advantage of using BS8555 to guide an organisation
towards certification is that the organisation’s commitment and performance is
recognised at each stage of the process, encouraging ongoing improvement and
achieving external recognition. The compatibility between BS8555 and ISO14001 has
been strengthened and it is now a relatively simple process to obtain the full ISO14001
certification as the sixth and final step of the BS8555 process.
7.6
Triple Bottom Line
The ‘triple bottom line’ approach was a term first coined by John Elkington (Elkington,
1998), that has become the new paradigm to the traditional ‘financial bottom line’. The
triple bottom line approach promotes the balance of social and ecological factors
alongside economic ones within an organisation’s decision making process.
7.7
Triple Bottom Line reporting
Triple bottom line reporting is reporting which brings together the financial,
environmental and social reporting needs of an organisation into an easily understood
whole (Ward and Croixer, 2001). To report on social and environmental impacts, a zoo
will need to decide what to measure, how to verify performance and how to communicate
impacts and achievements to stakeholders. The Global Reporting Initiative (GRI, 2006)
sets out a possible framework for this that could be adopted by zoos to adapt their
annual reporting mechanisms.
7.8
Environmental Footprint
An environmental footprint is a measure used to estimate the proportion of the Earth’s
natural resources that are required to carry out a particular purpose. This could be
measured at any scale, such as one person’s lifestyle choices over a year or the resources
consumed by a city over a decade. The footprint can be used to highlight the level of
unsustainable resource use by an organisation to highlight areas where reductions in
consumption can be made.
7.9
Extended producer responsibility
Extended producer responsibility (EPR) is when an organisation expands the boundary of
operations that it has responsibility for. For zoos, an example might be that we look to
improve transport options to influence how our visitors are able to travel to and from our
sites. Extended producer responsibility also refers to an organisation making choices up
or down the supply chain, such as selecting contractors with a good environmental
performance or purchasing goods from local, organic, or Fair Trade suppliers.
7.10
Life-cycle thinking/whole life costs
This is a whole-system perspective where an organisation considers the whole-life
environmental, social and economic costs associated with the procurement of goods and
services.
14
7.11
Sustainable procurement
Sustainable procurement is procurement of goods, services, utilities and works that takes
into consideration wider environmental, economic and social costs and benefits, over and
above private cost-benefit analysis. The process is cyclical because it follows the life cycle
of these goods, works and services – from the initial identification of a business need,
maintanance throughout their servicable life, to how goods are reused, recycled, or
disposed of, or once a service contract comes to an end. The aim of Sustainable
Procurement is to move away from a linear system of purchase, use and disposal,
towards a closed loop system whereby resources are recirculated and waste is eliminated
or minimised.
7.12
Closed loop systems
A closed loop system is the goal of organisations striving to reduce their environmental
footprint and minimise waste. It is the opposite from an open or linear system where
resources are typically bought into an organisation from the wider environment, utilised
and then disposed of as waste into the environment. To create a closed loop system, all
zoo operations should be viewed within the context of the system as a whole and
measures should be taken to reduce the inflow and outflow of resources so that less
resources are required, non-biodegradable and toxic resources are reduced, and more
resources are ultimately reused or recycled within the system.
7.13
Corporate social responsibility
Corporate social responsibility (CSR) is the business approach towards addressing
societal concerns and making a positive contribution to the community. It does, however,
sometimes get used as an umbrella word that also encompasses a business’s
environmental activities. CSR is an ongoing commitment of an organisation towards
improving working conditions, equal opportunities and general wellbeing of employees
alongside being a positive influence to society as a whole.
7.14
Systems thinking
A holistic viewpoint to understand the dynamic interactions and patterns of complex
situations. This is the opposite of a reductionist viewpoint where a complex situation is
dissected into component parts to try to simplify and lineate the issue. Systems thinking
considers that the ‘whole’ may be greater than the sum of its ‘parts’. To study an
ecosystem
As an ecological example, systems thinking could be used to study the ecological
functions and cultural benefits of a tropical rainforest rather than study a component
such as a species or carbon.
7.15
Waste hierarchy
The waste hierarchy is a useful framework for sustainable waste management. It is as
follows: ‘reduce, reuse, recycle, energy recovery, disposal’. It is a simple ordered list in
which options for waste management are to be considered based on their low to high
environmental impact. The list has ‘reduction’ as the most preferential option and
‘disposal’ as the last resort option.
15
8.0
Useful contacts
Best Foot Forward – a sustainability consultancy specialising in natural resource
accounting methods such as resource flow analysis, ecological footprinting and carbon
accounting. www.bestfootforward.com
Climate Community and Biodiversity Alliance – an American-based partnership of
research institutions, corporations and non-governmental organizations (NGOs) that
produced the Climate, Community and Biodiversity Project Design Standards to assist
organisations wishing to establish a voluntary carbon offsetting project.
Carbon Trust – carry out energy audits to establish baseline information. If zoos are
large energy consumers, this audit is often free providing a commitment to addressing
issues is made. www.carbontrust.co.uk
Energy Savings Trust – information and advice on how to be more energy efficient
http://www.energysavingtrust.org.uk/
Envirowise – a government-funded business support organisation. They carry out waste
and
water
audits
to
help
businesses
establish
baseline
information.
www.envirowise.gov.uk
Global Reporting Initiative – An international non-profit organisation that uses a
network of experts to develop the GRI Sustainability Reporting Framework. This is used
by businesses to report on ecological and social impacts as well as financial ones.
www.globalreporting.org
Green Business Network – providing environmental advice and support to local
businesses
to
help
them
improve
their
environmental
performance.
www.greenbusinessnetwork.org.uk
National Industry Symbiosis Programme – an innovative business opportunity
programme encouraging a collective approach to materials and by-product exchange
across traditionally separate sectors to reduce waste and save money. The scheme takes
natural symbiotic relationships as its inspiration, turning one business’s ‘waste’ products
into a usable resource for another.
World Land Trust – an international conservation charity which manages the Carbon
Balanced programme providing carbon dioxide offsets that both offset CO2 emissions
and conserve biodiversity. www.worldlandtrust.org and www.carbonbalanced.org
World Wildlife Trust (WWF) – a conservation organisation that established the One
Planet Living footprinting tool in partnership with BioRegional. www.oneplanetliving.org
Waste and Resources Action Programme (WRAP) – a not-for-profit company that seeks
to improve efficiency of materials and encourage recycling as part of the UK
Government’s waste strategy. WRAP advises businesses, and organises free information
sessions around the country. www.wrap.org.uk
16
9.0
References
Barbier, E.B (1987), "The concept of sustainable economic development", Environmental
Conservation, Vol. 14 No.2, pp.101-10.
Brundtland, G. (ed.), (1987). Our Common Future: The World Commission on
Environment and Development, Oxford, Oxford University Press.
Link to copy of report at http://ringofpeace.org/environment/brundtland.html
Defra (2006). Zoos Forum Handbook, Defra online publication, U.K.
Elkington, J. (1998). Cannibals with Forks: The Triple Bottom Line of 21st Century
Business, Capstone Publishing Ltd., U.K.
GRI (2006). Sustainability Reporting Guidelines, Global Reporting Initiative, The
Netherlands. www.globalreporting.org
IIED (1994). Whose Eden? Empowering local communities to manage their wildlife
resources, International Institute for Environment and Development Perspectives, 13: 3-5.
ISO14001 (1996).
Organisation.
Environmental
Management
Standard,
International
Standards
Standards of Modern Zoo Practice, (2004). Defra website
http://www.defra.gov.uk/wildlife-countryside/gwd/zooprac/index.htm
Oliver, S.A., (2007). Sustainability in the British Zoological Collections Sector – Activities,
Implementation and Recommendations, MSc. thesis, Imperial College London, U.K.
Ward G. and F. Croxier (2001). The economic and commercial benefits of long-term
sustainability, Paper presented at the 18th World Energy Congress in Buenos Aires 2001.
World Utilities Leader, Global Energy & Mining Group and Energy Group
PriceWaterHouseCoopers, U.K.
WAZA (2005). Building a Future for Wildlife – the World Zoo and Aquarium Conservation
Strategy, WAZA Executive Office, Switzerland.
WAZA (2006). WAZA Resolution on Climate Change, adopted at the WAZA Administrative
Session, 61st Annual Meeting, Leipzig, Germany, August 27-31, 2006, available online at
http://www.waza.org/conservation/index.php?main=conservation&view=sustainability
17
Appendices
Appendix I: WAZA Climate Change Resolution
Background
IUCN – The World Conservation Union states that global climate change is one of the
most pressing concerns of the 21st century. Warming temperatures, changing rainfall
patterns, increased extreme events and sea level rise are already being observed and will
have serious implications for economies, society and the environment. Reducing
greenhouse gas emissions to limit future climate change and improving the capacity of
the world’s biodiversity and poorest communities to adapt to its inevitable impacts are
the two central challenges.
It is expected that the number of species requiring conservation help will increase
dramatically as the effects of climate change are understood with greater clarity and
focus. There are three distinct and focused areas of work where it is believed that the
zoo and aquarium community is not currently incorporating the likely effects of climate
change sufficiently into its thinking and activities:
1. Species Risk Assessment
Climate change dynamics must be more effectively incorporated into conservation risk
assessment processes, including modelling tools and workshop methodology.
2. Zoo and Regional Collection Planning
Taxon advisory groups need to ensure that taxa threatened by predicted climate change
impacts are given enhanced consideration in collection planning reviews at institutional
and regional levels.
3. Zoo Community Commitment to Climate Change Mitigation
The global zoo and aquarium community should assume a leadership role, through
exemplary daily operational activities, in environmental sustainability, particularly in
achieving a sustainable reduction in greenhouse gas emissions.
The global zoo and aquarium community should also initiate and sustain a long-term,
worldwide education campaign that focuses on issues of environmental sustainability, in
particular Climate Change.
Resolution on Climate Change
RECOGNIZING the severity of the threats from climate change facing species, habitats
and biomes around the world;
RESPONDING to a call for action formulated by the Conservation Breeding Specialist
Group of IUCN – The World Conservation Union at its Annual Meeting in Halle, 24 – 27
August 2006;
THE WORLD ASSOCIATION OF ZOOS AND AQUARIUMS:
18
COMMITS significantly to increase the quantity and quality of its actions to reduce global
warming;
ALSO COMMITS to a long-term, WAZA-led campaign to reduce the global greenhouse gas
emissions generated by zoo and aquarium operations, and significantly to increase
awareness of the threats to biodiversity from global warming.
Appendix II: Whitley Wildlife Conservation Trust Environmental Policy
The Whitley Wildlife Conservation Trust is a registered educational and scientific charity
dedicated to the conservation of wildlife and the natural environment; and owns
significant tourist attractions in the south west of England. The Trust recognises that the
conservation of wildlife and that of materials and resources are intrinsically linked and
that the daily activities of the organisations it owns create significant environmental
impacts, especially in the areas of waste production, water and energy usage.
The Trust is committed to managing existing and new practices at each of its sites so as
to minimise the environmental impact of these activities and to support the principles of
sustainable development. Each organisation will do this by investigating and using the
best available and most cost effective techniques and will put aside resources in terms of
time
and
money
to
achieve
these
goals.
Each member of the WWCT is committed to:
• Continually improving its environmental performance in relation to its activities,
products and services;
• Complying with all current and future legislation related to the environment and
its protection and other standards of relevance to the Zoo industry;
• Reviewing all of its activities, products and services to identify, quantify and
evaluate their environmental impact;
• Preventing pollution and monitoring and reducing any adverse impact of its
operations on the environment and local community;
• Demonstrating efficiency in the use of energy, water and natural resources;
• Minimising waste by re-using and recycling where practicable;
• Purchasing environmentally-preferable goods and services where appropriate and
ensuring its suppliers and contractors demonstrate a responsible attitude towards
the environment when on site;
• Developing appropriate emergency response plans for potential incidents on its
land to minimise their environmental impact;
• Training staff to enhance awareness of relevant environmental issues and ensure
effective management of its environmental impacts;
• Developing educational programmes to provide opportunities for visitors to
further their understanding of environmental issues and sustainable
development;
• Communicating the Environmental Policy to all those who have an interest in the
trust, including staff, visitors, suppliers, contractors, investors, appropriate
authorities, local communities and other organisations.
In order to meet these commitments, Paignton Zoo will implement an Environmental
Management System and will develop objectives and targets each year in order to achieve
continuous environmental improvement.
19
The Environmental Policy has been communicated to all members of staff. It is available
on each of the members websites (www.paigntonzoo.org.uk, www.livingcoasts.org.uk,
www.newquayzoo.org.uk) and copies are available from Paignton Zoo office. The policy
will be reviewed at least every two years to ensure that it remains relevant.
Appendix III: ZSL Sustainable Procurement Policy
Background
What is Sustainable Procurement?
Procurement is the cycle of acquiring goods, works and services from third parties and
from in-house providers. Sustainable procurement takes into consideration wider
environmental, economic and social costs and benefits, over and above private costbenefit analysis. The process is cyclical because it follows the life cycle of these goods,
works and services – from the initial identification of a business need, maintanance
throughout their servicable life, to how goods are reused, recycled, or disposed of, or
once a service contract comes to an end. The aim of Sustainable Procurement is to move
away from a linear system of purchase, use and disposal, towards a closed loop system
whereby resources are recirculated and waste is eliminated or minimised.
What is ‘Best Value For Money’?
The start of the procurement cycle must involve an options appraisal to ensure that
procurement is essential and cannot be replaced by in-house provision. ‘Best value for
money’ is determined by choosing the option that offers the optimum combination of
whole life costs and benefits to meet our requirement. Our requirement will be
established at the earliest stage of the procurement process as our economic, social,
environmental and other strategic objectives defined in the business need. Best value
for money does not imply the lowest price option and requires assessing the ongoing
revenue and resource costs as well as the initial capital investment.
Why is Sustainable Procurement So Important to Us?
Sustainable Procurement is a key way for ZSL to take forward the delivery of its
Sustainability Principles.
The procurement choices that we make must have a
noticeable positive socio-economic and environmental impact, and send is a clear signal
of how we want to be seen as an organisation now and in the future.
ZSL Sustainable Procurement Principles
1. We encourage workforce and supplier diversity, and seek to increase our links with
voluntary and community organisations in the supply and service sectors.
2. We ensure that our procurement processes are transparent and open to the whole of
the supplier community.
3. We promote good employment practices through a commitment to equal
opportunities, a working environment free from discrimination and oppression, clear
codes of conduct, and provision of appropriate training and skills development.
20
4. We promote a positive contribution to our local communities through our
procurement activities and through best-use of local efforts and resources.
5. We examine and encourage ethical sourcing practices and good environmental
management practices among current and potential suppliers and partners.
6. We seek to minimise the use of resources and minimise waste production through an
ongoing process of reviewing our resource use efficiencies and exploring alternative
and innovative solutions.
7. We source green energy wherever possible and adopt appropriate energy
management measures across our sites and through our transport networks.
8. We ensure that vehicles purchased have low pollutant emissions, and take account of
the need to minimise emissions in purchasing goods and services.
9. We communicate our sustainable procurement practices to our stakeholders wherever
possible through our sites and via our partnerships and sponsors.
10. We are making appropriate financial and staff resources available to take sustainable
procurement forward.
11. We are implementing appropriate means of measuring progress, including
establishing a baseline and regularly reporting progress.
Check list for all ZSL procurement activities
This list should be used at the start of the procurement cycle in conjunction with the ZSL
Sustainable Procurement Principles to minimise the environmental and social impacts of
all our activities and to ensure ‘best value for money’ choices are made.
1.
Can your procurement activity be avoided or minimised? For example, is a new
purchase essential, or can you reuse or reclaim an existing item.
2. Can you share goods/services between different departments or sites rather than
purchasing independently? For example, thinking holistically to share equipment
that is not in constant use, buying in bulk to be more cost-effective to purchase
sustainable alternatives and reduce transportation requirements.
3. Can your intended procurement of goods be exchanged for a procurement of
services instead? For example, leasing rather than the purchase of vehicles, electrical
equipment, furnishings etc.
4. Can you create an ongoing service relationship with a manufacturer or service
company to ensure lifecycle responsibilities for products under their care?
5. Under what conditions were the goods manufactured? For example, did the product
come from somewhere where workers are exploited? Choose Fair Trade and other
eco-labelling options if available, to reduce the risk of contributing to unethical work
practices.
6. Can the goods be made of reclaimed or recycled materials?
7. What will happen to the goods after they reach the end of their serviceable lives? For
example, can they composted? Can they be disassembled and reused? Are the
product’s components and emissions non-toxic to the environment?
8. Is the product energy efficient during its manufacture and over its lifetime and have
you chosen the most energy efficient product for the job?
9. Can the product run on renewable energy?
10. How can the transportation distances be minimised? For example, can the product
be sourced locally?
21
22
Appendix IV: ‘Inspired by Nature’ Initiative
The Issue
Scientists are in agreement that climate change is real, it is anthropogenic, and it is the
most serious threat facing life on Earth today. It presents global risks and it demands an
urgent global response. Anthropogenic activities are having dramatic impacts on the
planet’s biodiversity, atmospheric gas composition and the stability of Earth systems.
The concentrations of greenhouse gases (GHG) are rising as a result of these activities,
and this is clearly be shown for CO2, in the figure below.
(Source: World Resources Institute)
A number of anthropogenic activities have been identified as the main contributors to
GHG emissions. The types of activities and their contribution towards GHG emissions are
shown in the figure below. Globally, home activities are responsible for 10% of GHG
emissions, transport for 14%, offices for 5%, and waste for 4% (figures extracted from
World Resources Institute data, 2000).
(Source: Stern Review, 2005)
Who’s responsible?
As individuals, we are prone to feeling helpless at the enormity of the climate change
issue – we barely know where to begin! It is fair to say that many of us ‘do our bit’, but
perhaps wonder what we can really achieve by ourselves. It would be better if we felt that
other people were also participating, but how can we be sure that everyone else is also
playing their part? As we can only truly be responsible for our own actions, this seems a
sensible place to start to address the issue. By starting at the individual level we create
something that is manageable and meaningful to us. After all, the world is made up of
countries, which is made up of communities, which is made up of families, and families
are made up of people like you and me.
23
What is being done already?
There are many books and websites that help people calculate their carbon and
ecological footprints, such as ‘Carbon Calculator’, ‘Best Foot Forward’, and ‘One Planet
Living’. These schemes provide people with a baseline for their current lifestyles,
typically in the form of global hectares required or CO2 emitted. Most schemes include a
list of suggested activities that, if carried out, help to reduce this footprint. A number of
lobby groups and online schemes have been set up to motivate individuals to reduce
their footprints, such as ‘We Are What We Do’ and ‘I Count’ in the UK. The ‘I Count’
scheme encourages individual actions and its website shows the location of participants
and provides a noticeboard to encourage an online community of like-minded people.
How do zoos fit in?
Zoos incorporate ‘conservation’ and ‘awareness-raising’ as part of their mission, and
many seek to encourage positive behaviours in their visitors to protect species and
ecosystems. There are 1200 zoos in the World Association of Zoos and Aquariums
(WAZA), employing over 100,000 personnel. Worldwide, WAZA zoos attract over 600
million visitors each year – equivalent to 10% of the world’s population. WAZA is an
established global network of international zoos enjoying prominence and prestige
within the community and attracting a wide cross-section of society.
Zoos have not always been good at ‘practicing what they preach’ when it comes to
environmental best-practice, and some have stood accused of not getting their own
house in order before promoting schemes to their visitors. It is essential in this case that
zoos to do more than inform the public on what can be done to reduce the impacts of
climate change and that zoos are doing it too! Zoos know the importance of living
sustainable lifestyles to reduce climate change impacts but have not, to date,
established a unified position and approach on how best to respond to this challenge. It
is time that zoos take responsibility and position themselves as anchors of change
within the community, rather than as bystanders to the crisis. The international zoo
community has always prided itself with its impressive visitation figures – now is the
time to make full use of this valuable resource.
So what’s the plan?
A global WAZA climate change initiative is proposed to establish a step-by-step approach
to reducing the collective ecological footprint of zoos and their communities. It is
intended that zoos participate in the initiative alongside their continued organisationallevel efforts to improve sustainability performances of their sites.
By starting with each zoo staff member as individuals taking responsibility, we can
ensure that there is commitment by all zoo personnel to work towards climate change
mitigation. This will ensure robustness of the scheme once it is rolled out to the
community. The initiative makes use of the existing network of zoos within communities
and it will be spread organically by participants to friends, families, members, visitors
and schools. The initiative provides public recognition of people’s personal achievements
towards tackling climate change and seeks to develop a positive momentum to
encourage continued involvement and growth. This is intended to incentivise new
participants and will help to fuel the participation of individuals in a collective and
24
supportive way. For the sake of discussion, this initiative has been given the working title
of ‘Inspired by Nature’.
How would it work?
Zoos around the world will sign up via their regional zoo associations. It will be the
responsibility of each zoo director to ensure that departmental managers are fully
briefed and engaged with the scheme to encourage and promote ‘Inspired by Nature’
throughout the organisation. All staff members will be encouraged to achieve ‘wedges’ in
the scheme which tackle lifestyle choices that are inspired by animals, to reduce their
ecological footprints. For example, an ‘energy wedge’ could use a firefly as its flagship
species, a ‘waste wedge’ could use a dung beetle. Inter-departmental competitions and
rewards will be encouraged, as will be the displaying of certificates, wearing pin-badges,
and monitoring progress.
‘Inspired by Nature’ works in a similar way to an Environmental Management System
(EMS), with the operational unit in this case being the individual, rather than the
organisation. Actions are grouped together to focus activities one area at a time, such as
‘water use’, in the same way as would be done at the organisation-level. Individuals are
awarded a specific ‘wedge’ when one area has been addressed in recognition of their
achievement, in a similar way to an organisation working towards an accredited
certification scheme. The following table shows comparison between an EMS and the
proposed initiative:
Characteristic Environmental
Management
System
Scale:
Organisational level
Recognition:
Steps towards accreditation
Focal areas:
Operational
areas
with
high
environmental impacts
Boundary:
Begin with organisation, roll out to
other organisations, clients and
customers up and down supply
chain
‘Inspired by Nature’
Individual level
Wedges towards completion
Lifestyle
areas
with
high
environmental impacts
Begin with individual, roll out to
family,
friends,
members,
visitors, schools
Each person will sign up to the initiative via the ‘Inspired by Nature’ website, linked to
WAZA or regional association websites, and will select a number of achievable actions
from a particular wedge. The actions selected should be new activities that have not
already been tackled by the person. Different regional associations can create specific
actions for the lists that are of relevance to their region. For each action, the website can
determine how much CO2 has been mitigated or how personal global hectares have been
reduced. To achieve a ‘wedge’, a person would reach a pre-determined level of mitigation
which could be calculated online. This will be recognised by the issuing of a certificate
stating the individual’s achievements and a pin-badge. A simpler approach could be
employed to engage younger participants by marketing the scheme differently, such as
under the title ‘Nature’s Little Helpers’ and using a child-focused activity tick-list and
website.
25
Participants will encourage uptake of the scheme by friends and visitors, and individuals
bringing many people into the scheme could be encouraged using zoo-based rewards
such as free tickets and behind-the-scene tours. A high-profile promotion of the ‘Inspired
by Nature’ initiative could be launched to zoo visitors and the general public through a
2008 WAZA scale campaign.
26