Corporate Social Responsability 2011

Corporate Social Responsibility Report2011

Any hotel fillsa space,few worryin improving it

Granja del hotel Fuerte Grazalema

Corporate Social Responsibility Report 2011 3

Organization strategy

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Statement pág. 5

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Profile and structure

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Report scope

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CSR Indicators

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Farewell &indicators table GRI pág. 63

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Corporate Social Responsibility Report 20114

Statement

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Dear friends,

I want to present you the Corporate Social Responsibility Report of Fuerte Ho-teles 2011, which includes the policies, steps and achievements accomplished in this period in terms of a responsible performance.

Since the opening of our first establishment, Hotel El Fuerte, 50 years ago, these values have been present and we have developed and integrated them in our daily work.

Fuerte Hoteles takes the Corporate Social Responsibility personally, apply-ing a Responsible Tourism philosophy in the management of their hotels and breaking new grounds in its application. We pursue a triple aim: a social, an environmental and an economical improvement of all the areas of influence where the hotels are located.

We try to accomplish our motto in each of our projects: “Let’s look after our people and the environment”, since, as the heading of our reports says, “Any hotel fills a space, few worry in improving it”. It’s not just a huge responsibility to define yourself as a responsible chain of hotels, but a stimulating challenge achieved with day-to-day work

Sincerely,

Isabel Mª García BardónPresident of Grupo El Fuerte

Welcome to your home

Statement01

We aregroundbreaking in Responsible Tourism


PEOPLE Fuerte Hoteles pays attention to the details so the experi-ence of its facilities exceed the clients expectations.

CULTURALSURROUNDINGSFuerte Hoteles wants to assure the preservation and development of its cultural surroundings. A place most never forget its customs, traditions and identity.

ENVIRONMENTAL SURROUNDINGSFor Fuerte Hoteles the environmental surround-ings are part of the chain. Respect it means preserve its legacy and caring for it is a responsibility.

STATISTICSFuerte Hoteles controls many indicators to try to reduce the environmental impact ofhuman activity.

ECOLOGICALFOOTPRINT AND CARBON FOOTPRINT Measurement of the ECOLOGICAL FOOTPRINT translated to hectares of nature the operations of the chain, as well as the CARBON FOOTPRINT, which indicates the amount of CO

2 emitted.

The European Commission has de-fined the Corporate Social Responsi-bility as “the responsibility of enter-prises for their impacts on society”.

Fuerte Hoteles, who for the past 50 years has developed a responsible tourism, reports in this document the principles which allow them coexist in harmony with the environmental, cultural and social and economical surroundings.

All the hotels belonging to this chain accept sustainability as a guiding principle and include new procedure systems to guarantee a minimum en-vironmental impact and encourage a cultural and local economy. Another of their main aims is social welfare, this includes clients, employees and the most disadvantaged ones.

So, on the one hand, Fuerte Hoteles

takes into account in its daily ac-tions the stakeholders group (cli-ents, personnel recruited, suppliers, shareholders, public administration, community where they deal, media and a long etc.). On the other hand, the need to measure and reduce the environmental impacts derived from the hotel industry where they are located: Marbella, Estepona; Tor-rox, Grazalema, Conil and El Rom-pido (Huelva).

Being a socially responsible enter-prise is a commitment for Fuerte Hoteles as they must inform on the progresses obtained, and annually publish a report with the advances and challenges accomplished.

Therefore, Fuerte Hoteles presents here a first glance of the main environ-mental indicators based on respect, as well as its interest on social welfare:

Committedto progress

Impacts derived from the enterprise’s activity


Fuerte Marbella,4000m2 of gardenswhich surroundthe hotel


Profile and structure

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2.1. Basic data

Fuerte Hoteles is a limited company of 100% Andalusian capital, which is part of Grupo El Fuerte, owned by the Luque-García family. Specialized in services and holiday tourism, Grupo El Fuerte stands out for a responsible management with the environment and the society, achieving a solid position in the national market with hotels in Andalusia.

The chain’s headquarter is in Mar-bella (Malaga), where the first hotel, El Fuerte (now Fuerte Marbella), was established in 1957.

Fuerte Hoteles Central OfficesAvda. El Fuerte s/n29602 Marbella, MálagaPhone:+34 902 109 [email protected]

2.2. Main activities

Fuerte Hoteles is an enterprise with over five decades of experience in holiday tourism focused in social welfare and the environment.

The diverse corporate areas of Grupo El Fuerte include the hotel indus-try mainly developed in Andalusia (Spain), the rent of apartments, a real estate division and an agricultural exploitation in Estepa (Sevilla).

Fuerte Hoteles also has a group of enterprises which supplies manage-ment, design, interior design and maintenance services, and a web specialized in worldwide responsible hotel bookings.

On the other hand, Fundación Fuerte organizes the group’s solidarity ac-tivities to improve the social, eco-nomical and environmental activi-ties of the communities where the hotels are located.

Profile andstructure02

Working for our clients satisfaction since 1957


FUERTE CONIL - COSTA LUZ,with the environment as flag

Fuerte Conil was designed to enjoy the best views of one of the most beautiful corners of the coast, Conil de la Frontera, respecting its surroundings. Later on, Fuerte Costa Luz was built to created a complex.

FUERTE EL ROMPIDO,naturally a unique environment

In the heart of the Natural Park of Río Piedras and Flecha de El Rompido, next to the beach and a golf course, surrounded by hiking routes. Many excuses are needed to not go.

> Cartaya, Huelva > Opened in 2005> 300 rooms > 4 star hotel

FUERTE GRAZALEMA,a place where only few make it

Fuerte Hoteles entered the world of Rural Tourism by an environment which invited one to get lost and forget everything in the heart of the Natural Park of Sierra de Grazalema.

> Grazalema, Cádiz > Opened in 2002> 77 rooms > 4 star hotel

FUERTE ESTEPONA and APARTMENTS FUERTE ESTEPONA, luxury on the beach

Fuerte Estepona opened in 2010, located in Estepona, right on the beach and in the heart of the Costa del Sol. The opening of this complex is the most recent tourism establishment of the chain in Andalusia, although in this case it’s an establishment in management but not in property.

>Estepona, Málaga >Opened in 2010 >210 rooms >4 star hotel

FUERTE MARBELLA,the first ones in the heartof the Costa del Sol

After more than 50 years it’s become a distinguishing mark for Marbella, a national and internatio-nal tourism reference.

FUERTE MIRAMAR,where health comes first

A good way to invest in the chain’s health was to invest in the clients health, therefore Fuerte Miramar in Marbella was launched with a complete hydrotherapy center.

> Marbella, Málaga> Opened in 2001> 226 rooms> 4 star hotel

APARTAMENTOS FUERTE CALACEITE, with Europe’s best climate

Luxury attics and apartments, between Torrox and Nerja, with Europe’s best climate.

> Torrox Costa, Málaga> Opened in 2008> 87 Apartments> 3 Keys

FUERTE CONIL> Conil de la Frontera, Cádiz > Opened in 1999> 250 rooms > 4 star hotel

FUERTE COSTA LUZ> Conil de la Frontera, Cádiz > Opened in 2004> 219 rooms > 4 star hotel

> First hotel in Spain with Quality and Environmental Management System Certification.

> First Spanish Holiday Hotel with certification UNE-EN ISO 9002

> Marbella, Málaga>Founded by José Luque Manzano in 1957> 263 rooms> 4 star hotel

2.3. Flow chart of the organization

Fuerte Hoteles

Fuerte Hoteles is the hotel division of Grupo El Fuerte, in which this report is focu-sed on. It has two hotels in Marbella, another two in Conil, one hotel in Sierra de Grazalema, one in El Rompido and another one in Estepona; besides apartment rentals in Estepona and Torrox Costa. Therefore it has tourism establishments distributed from the coast of Huelva, going through Cadiz until Malaga.


FUERTE CONIL - COSTA LUZ,with the environment as flag

Fuerte Conil was designed to enjoy the best views of one of the most beautiful corners of the coast, Conil de la Frontera, respecting its surroundings. Later on, Fuerte Costa Luz was built to created a complex.

FUERTE EL ROMPIDO,naturally a unique environment

In the heart of the Natural Park of Río Piedras and Flecha de El Rompido, next to the beach and a golf course, surrounded by hiking routes. Many excuses are needed to not go.

> Cartaya, Huelva > Opened in 2005> 300 rooms > 4 star hotel

FUERTE GRAZALEMA,a place where only few make it

Fuerte Hoteles entered the world of Rural Tourism by an environment which invited one to get lost and forget everything in the heart of the Natural Park of Sierra de Grazalema.

> Grazalema, Cádiz > Opened in 2002> 77 rooms > 4 star hotel

FUERTE ESTEPONA and APARTMENTS FUERTE ESTEPONA, luxury on the beach

Fuerte Estepona opened in 2010, located in Estepona, right on the beach and in the heart of the Costa del Sol. The opening of this complex is the most recent tourism establishment of the chain in Andalusia, although in this case it’s an establishment in management but not in property.

>Estepona, Málaga >Opened in 2010 >210 rooms >4 star hotel

FUERTE MARBELLA,the first ones in the heartof the Costa del Sol

After more than 50 years it’s become a distinguishing mark for Marbella, a national and internatio-nal tourism reference.

FUERTE MIRAMAR,where health comes first

A good way to invest in the chain’s health was to invest in the clients health, therefore Fuerte Miramar in Marbella was launched with a complete hydrotherapy center.

> Marbella, Málaga> Opened in 2001> 226 rooms> 4 star hotel

APARTAMENTOS FUERTE CALACEITE, with Europe’s best climate

Luxury attics and apartments, between Torrox and Nerja, with Europe’s best climate.

> Torrox Costa, Málaga> Opened in 2008> 87 Apartments> 3 Keys

FUERTE CONIL> Conil de la Frontera, Cádiz > Opened in 1999> 250 rooms > 4 star hotel

FUERTE COSTA LUZ> Conil de la Frontera, Cádiz > Opened in 2004> 219 rooms > 4 star hotel

> First hotel in Spain with Quality and Environmental Management System Certification.

> First Spanish Holiday Hotel with certification UNE-EN ISO 9002

> Marbella, Málaga>Founded by José Luque Manzano in 1957> 263 rooms> 4 star hotel

55years of

experience

7hotel

establishments

More than

656.511clients

More than

650employees

A

36.685.000euro billing


Other group divisions

> We CompanyWe Company is a group of enterpris-es associated to Grupo El Fuerte and dedicated to give solutions to other enterprises. We Project carries out the management tasks concerning building developments. Its strength has helped it go international with the launch of We Project Jamaica. On the other hand, We Design is in charge of the interior architectural design of the establishments, while We Equip handles the procedures with suppliers to acquire furniture and interior decoration. Finally, We Resolve is in charge of the establish-ments integral maintenance.

> Responsiblehotels.travel An online channel specialized on responsible hotels. This initiative of Grupo El Fuerte allows to satisfy the needs of travelers committed with a responsible tourism so they can easily and conveniently identify and book hotels of these characteristics worldwide. It’s a meeting point be-tween travelers and hotels commit-ted with the environment.

> Agrodesarrollo The purpose is to develop a sustaina-ble agriculture introducing the latest techniques of production available. It’s an olive tree agricultural exploi-tation in Estepa (Sevilla), a combina-tion of ecological and conventional agriculture.

> Fundación FuerteFundación Fuerte takes its name from the first hotel, El Fuerte, established as an example of the values which over more than 50 years (1957), have been an important reference to the spirit which encourages this family business and is summarized by the enterprise’s motto: “We look after our people and the environment”.

Fundación Fuerte is Fuerte Hoteles’ way to house all the humanitarian ac-tivities carried out through the differ-ent hotel localizations which encour-age the development of the social and cultural environment. The Foun-dation’s aim is a human social-cultural development by encouraging social and cooperate activities. It also helps organizing cultural events which un-derline natural and true values.

Our trade mark is FUERTE


Fuerte Miramar,pools chlorinated with common salt to avoid chemical wastes


Organization Strategy

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OrganizationStrategy 03

3.1. Mission, vision, values and strategic objectives

The commitment with the environ-ment has always been part of the management policy of each of the enterprises which build up Grupo El Fuerte. However, recently this policy established more the fifty years ago by its founder, D. José Luque Man-zano, has been clearly strengthened in the building construction and in the recent hotel establishments which incorporate the latest sustain-able technology, and therefore of the environmental care.

Aware that the development of an activity like the one carried out by Fuerte Hoteles takes into account the environmental care as well as the resources necessary for its proper functioning, the chain has made the implantation of a sustainable man-agement a strategic matter in each of the projects it carries out.

Fuerte Hoteles’ mission is to be a family business orientated mainly to hotel businesses and profitable real estates and committed to a respon-sible development of people and its surroundings.

The vision of the hotel chain trans-lates to a constant quality improve-ment of its properties and clients related services, the needs of our professionals, the society welfare and, more precisely, to the setting

where their activity is carried out. All of this with an enormous environ-mental respect and with the least environmental impact possible.

What can be measured, can be managed

Being responsible is much more than just a philosophy. It’s not about the words, but about an objective and clearly measurable reality. Indicators value the efficiency of the responsible management initiatives, based on:

> Return to our origins: value the natural and the authentic (genuine), with indicators that measure the food offer and native drinks, of eco-logic origin, of local suppliers, etc.

> Pollution decrease: the Ecologi-cal Footprint, the Carbon Footprint or those indicators that measure the amount of electricity and drink-able water consumed by each client, as well as the amount of recycled wastes are extremely important in-dicators that measure the environ-mental impact of the hotel industry.

> Ethical and transparent manage-ment: Fuerte Hoteles looks for an ethical and transparent manage-ment through the clients satisfac-tion results, the working environ-ment and the encouragement and budgets aimed for social and envi-ronmental projects.

We measureresponsibility


3.1. Dialogue andtransparency

Fuerte Hoteles values clients, em-ployees, suppliers, stakeholders, communities where their hotels are established and communities which benefit from the social projects of the chain, public administrations and the enterprises collaborating (tour operators, travel agencies, webs…).

It’s crucial for Fuerte Hoteles to es-tablish solid connections and con-sensual relationships with each of these groups. The goal is to create a social integration, optimize results and consolidate a strong trust with each of them.

STAKEHOLDER GROUPS>>SOCIAL SPHEREBesides the relationships with em-ployees and clients, Fuerte Hoteles cooperates with:

> Enterprise Associations- Part of HORECA, employers hotel industry association in the province of Cádiz, since 1999.

-AEHCOS, since its establishment in 1997 it’s part of the Hotel Enterprises Association of the Costa del Sol.

- CIT Marbella (Initiative Tourism Center of Marbella) since its founda-tion in 1989. José Luque García, Chief Executive of Fuerte Hoteles, is the ex-ecutive vice-President.

In Andalusia, the hotel chain cooper-ates with the following associations:

-Asociación Andaluza de la Empresa Familiar (since 2001), part of the 23 founding Partners. The President of the Group, Isabel Mª García Bardón, is member of the Board of Directors.- Cátedra Empresa Familiar (San Tel-mo), since 2000.

> Specialized forums, universities and technological centers:Besides, Fuerte Hoteles constantly participates in specialized forums on quality management, environment, marketing, energy efficiency, tour-ism, etc.

Concurrently, the directors of the chain Fuerte Hoteles offer lectures in different universities, like Málaga (in the Tourism and Science Economics and Business faculty).

Finally, José Luque, Chief Executive of Fuerte Hoteles, is a member of the Board of Directors of ITH (Techno-logical Hotel Institute).

STAKEHOLDER

GROUPS

SOCIALSPHERE

ENVIRONMENTAL SPHERE

ECONOMICAL SPHERE


Members of the Fuerte El Rompido team during the Clients Vs Employees Day.

> Local communityFuerte Hoteles’ policy concerning the local communities where their establishments are located, contem-plates and ensure its development, innovation and respect towards the inhabitants of the area, trying to conserve and encourage both his-torical and cultural values that dis-tinguish each location. Furthermore, the chain’s recruitment policy gives priority in recruiting locals.

>> ENVRIONMENTAL SPHEREIn relation to the environmental performance the following must be underlined:

> Non-profit making associationsIn March of 2011 Fuerte Hoteles par-ticipated as a collaborating enter-prise with WWF Spain in ‘La Hora del Planeta’. The hotel chain also signed in 2011 an agreement with the

Foundation +Árboles to plant a hun-dred trees in Marbella’s Mountains, contributing like this to compensate the CO

2 emissions.

> People and clientsFuerte Hoteles includes in its manage-ment policy, activities to incentivise environmental respect and contrib-ute with the local development.

> EmployeesFuerte Hoteles’ employees contrib-ute with the sustainability policies. To make them aware and acknowl-edge the actions carried out by the hotel they are sent information. Be-sides being part of volunteer actions proposed by the enterprise.

>> ECONOMICAL SPHEREFuerte Hoteles has established good relationships with the Public Ad-ministrations as with the Town Hall, Councils and other public organisms like the Public Enterprise for Tourism and Sport Management of Anda-lusia, essential when handling any type of activity.

The commercial relationships with tour-operators and other global tour-ism agencies, as well as with service suppliers and necessary products for the development of tourism activi-ties is also of great importance.

Solid connections,consensualrelationships


Transparency, a value

Feedback allows us

improve day after day

with ethical and transparent values while working with socially respon-sible criteria.

As mentioned before, information and transparency are of great impor-tance in the chain’s day-to-day work. Because of this a restructuring of the management departments was car-ried out in 2011 in order to speed up both clients and other operating de-partments requests.

The same was applied in the market-ing and communication systems by reinforcing the web tools, improving the contents and enlarging the infor-mation held in this Corporate Social Responsibility Report (CSR). This re-port includes new indicators of the GRI list (Global Reporting Initiative).

The idea is to transmit an image of transparency and trust to improve our clients confidence and allow a feedback to carry on improving.

Another of the main communication policies is the active institutional role which reinforces the enterprise’s rela-tionships with the civil society. There-fore, the hotel cooperates actively with public and private institutions which have a strong influence on the society and enterprises of the areas where their activity is carried out.

One of the most frequent informa-tion exchanges is by forum partici-pations and lectures where knowl-edge’s and experiences are shared to help improve tourism and sustain-able development policies.

Main relevant information sources

CLIENTS

Economical information

Environmental results

Entrepreneurial results

Clientssuggestions

Merit Medal to Isabel García Bardón, President of Grupo El Fuerte, awarded by the President of the Junta de Andalucía, José Antonio Griñán

One of Fuerte Hoteles’ main aims is to integrate the company’s interests with those of its clients. To achieve this they have developed instru-ments to improve communication with all its clients and are reflected with tangible data.

Fuerte Hoteles understands trans-parency as a VALUE which allows the stakeholders access and acknowl-edge the information on its proc-esses and activities reliably. At the same time, this transparency allows to improve relationships with the different stakeholders.

The term transparency should en-sure a flow of economical, social, environmental and political infor-mation of the organization. In ad-dition, Fuerte Hoteles is based on the Ethical Code (see page 27 and 28) through which the enterprise’s fundamental values are transmitted both to clients and employees.

It’s about encouraging an enterprise


Fuerte Conil - Costa Luz,one of the top 11 worldwideenvironmentallymanaged hotelsaccording to TUI


MemoryScope

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Fuerte Conil and Fuerte Costa Luz were awarded with the prestigious prize HOLIDAY CHECK AWARD. This makes them one of the most popular hotels of the area thanks to the quality, service and satisfaction of their clients. Awarded as an exceptional hotel.

Fuerte Conil - Costa Luz was awarded with ZOOVER REC-OMMENDED 2011, which makes a hotel entity one of the bests in Europe thanks to the rating of their own clients on their web site.

Fuerte Hoteles was awarded with the TUI ENVIRONENTAL CHAMPION prize. The German tour-operator recogniz-es the most worldwide committed tourism establishments. More pre-cisely, three hotels of our hotels have managed to be in this sustainability ranking. The 11th position awarded to Fuerte Conil - Costa Luz should be underlined, followed by Fuerte El Rompido (28) and Fuerte Marbella (around 100).

FUERTE HOTELES RECOGNITIONS DURING 2011

The Hotel Fuerte Conil-Costa Luz was awarded with the prestigious prize TUI HOLLY 2011, which places this hotel in the TUI clients top worldwide 100 favorites.

Fuerte Hoteles was awarded with the 2011 TRIPADVISOR CERTIFICATE OF EXCELLENCE given to the tour-ism entities best rated by its clients in the mentioned travel portal. More precisely, the hotels belonging to the chain achieved an average value of 4.5 points over 5 thanks to the opin-ions and comments of one of the online most important worldwide travel communities.

Fuerte Hoteles wins the EM-PRESA SOCIALMENTE RESPON-SIBLE prize awarded by the Re-gional Government of Málaga. This prize recognizes entities with ethical behavior and so-cial responsible codes.

Fuerte Hoteles CSR Report is an annu-al report, publishing it’s third edition.

The Report includes CSR information on the activity related to the hotel chain Fuerte Hoteles during 2011. This excludes the other group subsidiaries due to its independent nature and the activities of Fuerte Estepona for being a hotel in function and not in prop-erty. In addition it also mentions the work the chain carries out through Fundación Fuerte since its activities are social and cultural matters.

Fuerte Hoteles recognitions during 2011

Over the years, Fuerte Hoteles has gained reputation, trust and admi-ration of many enterprises, clients and friends. A long generation of guests have stayed in our hotels during more than 50 years. The ex-cellent work has been compensated by thousands of appreciation letters sent by millions of our clients, and of course, of many enterprises.

An excellentwork is rewarded

MemoryScope04


Fuerte El Rompido,in the Natural Parkof Río Piedras andnear Doñana


CSR Indicators

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CSR Indicators05

Social improvements for:> Health (medical insurance)> Marriage> School books> Nursery> Volunteer training> Down payments and loans> Accommodation discounts in the chain’s hotels> Improvements in partial retirements> Accommodation offers for employees of the Group> Integration of groups at risk of social exclusion> Diversity management> Gender equality> Surveys on work atmosphere> Performance evaluations and development conversations

> Fundación Fuerte projects> Cultural projects> Social Networks management

SOCIAL

ENVIRONMENTAL

ECONOMICAL

INTERNAL EXTERNAL

> Bio-climatic and environmental construction> Energy efficiency> Saving Manual> Follow up and measurement: Ecological Footprint and Carbon footprint> Wastes> Atmosphere emissions> Residues> Purchasing policies> Initiatives 2011:

>> Recycling of vegetable oils to produce biofuels>> Electric car outlets>> Packaging reduce>> Digital Signance>> Responsible events

> Promotion of ecological gas-tronomy> Transparency and communica-tion: Inform clients on environ-mental matters (electrical con-sumption, Ecological Footprint, Carbon Footprint) in receptions and websites of Fuerte Hoteles.> Responsible activity pro-gramme ‘Fuerte Experiences’> Environment preservation> Promote active sustainable development

> Economical performance programs and policies: correct government and ethical code> Implementation of management systems> Identification and dialogue with stakeholders> Implementation of sustainability indicators

> Policy and customer satisfac-tion management> New relationships with suppliers> Stakeholder policy> Encourage and help local shareholders> Honest communication


5.1 Economicalindicators5.1.1. Economicalmanagement

Fuerte Hoteles is based on the Man-agement by Objectives (MBO) method. This management method allows to compare and establish constant and efficient results and opportunities.

The mission and vision of the chain Fuerte Hoteles involves the adjective ‘responsible’, this means the social and responsible values are part of the essence of the enterprise.

We areSTRONG

Hotel income results and additional activities in Fuerte Hoteles (thousands of euros) 2010 2011 Net revenue figures 33.367 36.685Other operating incomes 1.868 1.605 TOTAL INCOME 35.235 38.290 Provisioning 5.054 6.459Personnel expenses 10.682 11.874Other operating expenses 12.096 12.468Results of disposal and other results 382 -79 EBITDA 7.785 7.410 Amortizations 5.296 5.178 EBIT 2.489 2.232 Financial result 1.434 -753 EBT (Result before taxes) 1.055 1.479

Hotel results with income and expenses of all the hotels and apartments, except Fuerte Estepona (because of its management modality)

Hotel Fuerte Conil-Costa Luz Reception.


5.1.2. Businessmanagement

Fuerte Hoteles is different from others as they use new and reli-able management methods and the most efficient tools. Any business model runs the risk to be outstood by another model. Therefore, inter-nalize the changes that a sustainable development offers in a competitive environment and the development of relationships with the stakehold-ers represents a great progress for our company.

The rapid acceptance of a sustain-able management in Fuerte Hoteles is due to the increasing worldwide economical activity, where the envi-ronmental consequences, sometimes irreversible, should be underlined, as well as the social inequalities.

Programs and policies of economical performance: correct government and ethical code

For Fuerte Hoteles, a hotel is success-ful when it achieves the objectives, economical budgets and the clients satisfaction standards. The chain is

concerned with the hotel projects, caring about the investment ef-ficiency cost and the exploitation. Therefore they try to measure the ROI in each the strategic actions.

Responsible Tourism, a strategy

Day after day the present society claims more respectful environmen-tal products and services. Conse-quently, the enterprise must accom-plish these demands.

Fuerte Hoteles is aimed towards a Responsible Tourism, contrary to the ecological tourism with only takes into account the environmental im-pacts, responsible tourism is also committed with the economical and social and cultural matters which are part of the process. This represents a balance between the most effective use of the economical, social, cultur-al and natural resources of the area against the tourist satisfaction rates and the negative impacts on the lo-cal society or on the environment.

For Fuerte Hoteles this model is based on the assumption that to have wealth one most absolutely respect all the basic factors that take place in the tourism industry: the

natural and social-cultural surround-ings, the shareholders, the clients, the employees, the providers, the public administrations, etc. Therefore, the chain’s hotels are established as ‘Re-sponsible Hotels’.

Therefore, they strengthen the cam-paigns aimed at the enterprise’s personnel, the providers and those aimed to the clients with the objec-tive to manage a sustainable activity in the enterprise. With the objective to put into practice the guidelines set in the enterprise’s general policy there has been a procedure included in the operations carried out by the various people in charge. From the supervi-sion and control of the different elec-trical energy consumptions, fuels, wa-ter, etc., to the correct management of waste, recycling, reuse and removal with authorized handlers.

We consider that a hotel is properly

functioning when it achieves the objec-tives, the economi-

cal budgets and the client satisfactions

Pathway opened by Fuerte Hoteles which goes from Fuerte Grazalema to the town to encourage its economy.


Ethical code

Fuerte Hoteles is governed by an ethical code that regulates the most representative principles and values inculcated to our employees and mentioned below:

1. We are here to satisfy our clients.

To listen and understand what out client want, to know if there is a com-plaint, to find the best way to offer what they need and do it with care, courtesy and respect. An honest and big smile with always be part of the impeccable service we offer.

2. The enterprise’s main value is its people.

The enterprise’s most precious good is its people. We shall not discrimi-nate people regardless of their race, origin, economical status, beliefs, sex or sexual orientation and will respect the established rights in the Universal Declaration of Human Rights and public freedom.

3. By respecting the environ-ment we prove our respect to-wards others.

The environment is a global heritage and by respecting it we are being considerate with the rest, our lives and our neighbors. By respecting the environment we guarantee a better future for the coming generations. The environmental concern will al-ways be a good basis to develop relationships with the communities located in the settings of our hotels. We are specially concerned with the austerity in each type of consump-tion and electrical and water saving.

4. Good directors mean good employees.

The example and ability to develop others, to increase their enthusiasm and motivate them are the character-istics we most appreciate in our direc-tors, as well as not making their per-sonnel interests come first, whatever type, before those of the Enterprise.

5. We can all become a better person and professional, and that will be positive in our work.

Everyone can change. Invest in their improvement is positive moral and economically. A continuous profes-sional education is an extremely important way to constantly im-prove our team and feel personally satisfied. Innovate by changing to improve and the creativity as a way to resolve original problems are our enterprise’s values.

6. Participating and an equal treatment encourages commit-ment with the Enterprise.

We want our employees to par-ticipate. An employee interested in knowing and giving opinion on our difficulties is an employee committed. Employees are only responsible and creative when they are involved and are treated with equality and justice.

7. To be responsible is to follow the rules, procedures and ob-jectives. To look after our work-ing facilities is to strengthen our future workplace.

For the enterprise to work it’s nec-essary to work with enthusiasm and responsibility. Therefore, we will monitor the compliance of the objectives, rules and procedures defined by the enterprise. To take care of what we have is to offer the client a shinny house, with our best clothes. Ensure our working facili-ties guarantee our future workplace and those of all our colleagues.

8. Diversity is one of the main sources of wealth, respecting it offers healthy and mature relationships.

We will always respect different opinions, we will never use any mean of pressure to achieve a consensus with other points of views. An hon-est dialogue with our subordinates, directors and colleagues will always be our way of resolving conflicts.

Our Enterprise is its employees, not its machinery nor its facilities


9. Good behaviors must be rec-ognized publicly, exemplary and using all the means available. Bad behaviors must be identi-fied and communicated imme-diately, with respect but firmly.

Personal efforts, concerns towards our colleagues and the results at work are the basis of our recognition. We will not hide any mistake, they must be communicated straight for-ward, without humiliating and find-ing the words that prove our sincere concern in helping and offering new opportunities to an honest change.

10. Being discrete increases trust, improves relationships and strengthens our image.

We are strict with the confidential-ity commitment we have with our clients data, Enterprise, suppliers and our colleagues.

11. An organization’s strength mainly depends on its person-nel’s loyalty.

Our Enterprise is its employees which work there, not its machinery nor its facilities. To keep them, encourage them to stay and stimulate their loy-alty is to guarantee the continuity of the enterprise as long as it’s a mutual relationship. This stops having any sense as soon as one of them stops believing in these values. Those who don’t believe in our Enterprise and its values here stated won’t be able to be part of the team Grupo El Fuerte.

12. Separating personal and professional matters in the en-terprise benefits our work.

Due to our demanding profession we know we must have a stable personal live which allows us amuse and en-joy ourselves in the social and family unit. This will benefit the efficiency of the members of our Enterprise. As a family enterprise we firmly believe in the principle of separating enterprise matters from family matters, and therefore avoid personal and family relationships affect our professional behavior in our organization.

Fuerte Hoteles promotes a good working environment and a friendly atmosphere between its employees.


Elements that difference Fuerte Hoteles

Recepcionist of the Hotel Fuerte Marbella.

Why chose FUERTE HOTELES?

Friendly atmosphere

Localization and facilities

Climate

Nature

All our hotels are near Natural Protected Spaces

161 miles of coast with 76 beaches

Local gastronomy, health and ecology

Culture (history, museums, historical center) and leisure

Popular traditions

Practice of sports surrounded by nature: hiking, golf, mountain bikes… Responsible Hotels, with a Corporate Social Responsibility joint in all their actions

Fuerte Experiencias Program (additional activities which will make your stay aunique experience)

Corporate social responsibility


5.1.3. Using localresources

Encouraging and helping local suppliers

When establishing a list with the sup-pliers and including it with new col-laborators, one of Fuerte Hoteles’ rules is to give priority to the locals.

This helps develop the communities where our establishments are located, as well as save in transportation, prod-uct conservation and CO

2 emissions

avoiding long distance transports.

The procedure ‘Corporate Purchasing Management’ of Fuerte Hoteles estab-lishes a commitment to purchase prod-ucts to local suppliers so it sums up at least 50% of its total.

Below, a graphic shows a compari-son of last years local purchase in the food and drink sector of the hotels of the chain:

5.1.4. ManagementsystemsFuerte Hoteles applies standard management systems based on the international quality standards ISO 9001 and of environment ISO 14001.

There is a constant concern on sat-isfying and achieving the clients ex-pectations, as well as a strong feeling towards the environment. Fuerte Hoteles’ aim is to respect the natural surroundings of its hotels.

Through the ISO 14001 environmen-tal certification, international stand-ard in environmental management, the hotel transmits and responds to enterprise’s and society’s concern of conserving and improving the natural resources so future genera-tions can also have the opportunity to enjoy them. Having management systems of this type offer many ad-vantages, specially in the competi-tive level, since the clients satisfac-tion and the natural resource saving and environmental impact decrease are a constant reference in our daily hotel work.

ISO 14001environmental

certification

LOCAL PURCHASING (FOOD AND DRINKS)

2009

2010

2011

1.759.426€

1.743.502€

1.868.569€

Total amount local purchasing

Hotel Fuerte Conil façade.


External advertising

We encourage environmental respect through the enterprise’s external media advertising through banners, ads, le-aflets and fliers… with CSR information.The material used in most of the im-pressions and holders of Fuerte Hote-les is chosen under the environmental standards. The use of Cyclus Print and Cyclus Offset paper made of 100% re-cycled fiber material and approved by the environmental certificates Ángel Azul, Ecolabel, EMAS, ISO 9001, ISO 14001 and NAPM.

Green corner andDigital Signance

The clients are updated with the con-sumptions in the ‘Green Corner’ of the hotels (located at the reception) and with the monthly and yearly changes. Furthermore, there are offers, updates, new business areas and changes so they can be passed on with the aim to offer the best service possible. A new information platform based on the new generations was released in 2011 : the Digital Signance. It deals with high definition screens set up in strategic places at the Fuerte Marbella hotel where we inform about the Eco-logical Footprint so everyone can un-derstand it, the water and electricity consumption, environmental activi-ties. At the same time this is also used as an awareness-raising tool.

Web Site www.fuertehoteles.com

A web site aimed towards a Responsible Tourism with landings specifically tar-geted to offer explained and updated information of the environmental indi-cators, with the objective to encourage the concern of the Corporate Social Re-sponsibility to the online users. In 2011 the contents were increased with more useful and detailed information to pro-vide a better and more complete service to our clients, suppliers and employees.

Social networks andFuertenoticias.com blog

Fuerte Hoteles listens and maintains conversations with its clients through: Facebook, Google+, Twitter, Youtube and the Fuertenoicias Blog.All these communication channels we have with our clients allow us publish information on our own and the ex-ternal Corporate Social Responsibil-ity. Through it we provide sustainable advise to use at home, by offering responsible habits, local and interna-tional events, campaigns to make peo-ple more aware and a long etcetera of activities related to the environmental, social and cultural concern.

Participating in events

- Participating in Fitur focused on a Responsible Tourism and the protec-tion of the environment, as well as in Fitur Green through conferences held by those leading the chain.

- Cooperation agreements to organ-ize sport events Marbeella4dayswalk-ing, as well as the ICAN Triathlon of Marbella, with the idea of encourag-ing the local sports.

- Cooperation agreements to encour-age sports with Malaga Football Club and Unicaja Basketball Club.

Internal communication

The employees are updated with the responsible progresses of the chain, a concern and learning tool through the internal Newsletter where the environ-mental achievements are published under the section ‘Why are we respon-sible?’. Furthermore, from time to time we send Newsletters to out clients and suppliers though emailings.

5.1.5. Responsible Marketing

In Fuerte Hoteles transparency is a distinguishing mark, therefore we carry out press releases, media encounters, press conferences, press briefings or interviews with information related to the chain’s updates in Corporate So-cial Responsibility.

From new tools related to environmental innovation to responsible events, sponsorships, achievements… are communicated to the media for the diffusion of everyone belonging to the chain.

RESPONSIBLEMARKETING

Transparency, our distinguishing mark


We innovate to be

closer to you

5.1.6. Innovation

The latest developments in Fuerte Hoteles for 2011 have been targeted to reduce the energy consumption, wastes and encourage the use of renewable energies, while trying to satisfy our clients needs and demands who are more and more concerned with the environment.

THE RELEASE OFDIGITAL SIGNANCE

Información actualizada en so-porte digital (ahorro de papel).

FIRST ELECTRIC-CAR CHARGING STATION INSTALLED IN THE COS-TA DEL SOL

FUERTE EXPERIENCIAS PROGRAMChildren’s robotic workshop based on the use of renewable energies through new technologies and the adhesion to the ‘I matter march’, green march for the planet.

WASTE COMPACTOREstablishment of a new waste compactor at the hotel Fuerte Conil-Costa Luz to reduce the vo-lume of waste generated.

AMENITIES PACKAGINGREDUCTION

Reduce in 36 tones of CO2

emission

RESPONSIBLE EVENTSContributing to the diverse world events a consistent vision of sus-tainability through various activi-ties and options

CELIAC MENUS

Solving the needs of those guests allergic to gluten

OIL RECYCLINGAgreement to remove and re-cycle into biofuel the oil used in our kitchen.

Screens in the Fuerte Marbella reception.

Electric-car station at Fuerte Marbella.

Amenities with new packaging


We carry on growing, with significantadditional values

Personalized and friendly atmosphere with clients at the Beach Club of Fuerte Miramar.

5.1.7. Economical aims for next year: challenges

1. Increase incomes for extra services

2. Identify and encourage talent

3. Increase profits in the hotel division

4. Improve our occupation capacity, when the demand allows it

5. Increase our loyalty and the market shares of new clients

6. Expand our headquarters services and new businesses

7. Grow in the Responsible Tourism sector

8. Propose an additional valued offer above-average

9. Offer a personalized atmosphere and service to the clients

10. Be recognized as a Responsible Tourism enterprise


Our aim: preserve to

the greatest extent our natural

surroundings5.2. Environmentalindicators

5.2.1. Environmentalpolicy and management

Sustainable development

Since 1997 Fuerte Hoteles has put into practice a series of strategic lines to develop and innovate the environ-ment where our establishments are located. These strategies allow achieve year after year improved aims.

The following principles, which are the basic pillars of an environmental management, can be found in the chain’s Sustainability and Environ-mental Policy:

- Pollution prevention - Constant inprovement - Legislation and other require ments fulfillment - Information and transparency on the environmental innovation results

The practice of these principles and their development through the com-pany’s Environmental Management System aim to preserve to its extent the natural surroundings of the hotels localization, or even improve it so not only our guests can enjoy it but also the rest of people (residents or not). It’s these principles that have made this Enterprise be recognized in different sectors for its work towards environ-mental sustainability. The main control tool and impact measures are based on the Ecological Footprint.

Chief of Technical Services of Fuerte Grazalema at the hotel’s solar panel area.


Preserving and promoting the environment

Fuerte Hoteles tries to make sure the impact their activity causes on the en-vironment is the least possible. There-fore, a series of measures have been undertaken to repopulate the gardens with local vegetation, as for example with the enebro costero (Juniperus ox-ycedrus), an endangered endemic spe-cies in El Rompido. This species adapts itself perfectly to the environment and the climate, so is doesn’t require any resource for its growth. Further-more, Fuerte Hoteles cooperates with the Junta de Andalucía in preserving endangered species.

With the idea to encourage a sus-tainable tourism in the influenced

areas of its hotels, the chain supports and participates actively in joining the European Charter of Sustainable Tourism of the Natural Park of Sierra de Grazalema, a tool which combines tourism and preservation.

In 2011 and thanks to the UN decla-ration of the international year of for-ests, the chain Fuerte Hoteles signed an agreement with the Fundación +Árboles to plant a hundred of trees in the mountains of Marbella. These trees were planted in the surround-ings ceded by the Town Hall of Mar-bella, now known as the repopulated area ‘Arboretum’. Therefore, the chain with its headquarter in Marbella is part of a sustainable and ecological initiative. It is also a citizens educa-tional environment setting.

More trees,more life

Reforestation Day organized by Fuerte Hoteles for its employees at Arboretum Marbella.


Monitoring and measuring the Ecological Footprint

Through the Ecological Footprint Fuerte Hoteles calculates the amount of natural land it needs to develop its activities. The Footprint is based on the original method established by Mathis Wackernagel and William Ress.

The result is expressed changing this data to m2 land/guest accommodated. Furthermore, the Ecological Footprint of each of the hotels is calculated us-ing the data obtained through the monthly consumption controls:

- Electrical energy consumption (Kwh)- Fossil fuel consumption (liters of diesel oil and propane m3 )- Water

The use of this type of tool permits establish strategies to reduce to the

least possible the impacts on the surroundings.

Since in 2008 Fuerte Hoteles begun to investigate and develop its own tool to use in measuring, each year all the hotels have achieved to reduce the objective indicator. During the first two years the aim was to reduce it a 5% comparing it to the Footprint of the year before. This goal was ac-complished in most of the hotels.

A special interest was placed in re-ducing the electrical consumption since the chain’s studies showed that the electrical energy was responsible of the highest percentage of CO

2 at-

mosphere emissions. This means an approximate percentage of 82% over the total amount while the diesel oil has a 17% and the propane consump-tion between 2-3%. However, the so-lar panel installed reduced in more than a 12% the consumption of fossil fuels during the summer season.

In 2011, we focused on reducing the Ecological Footprint. Goals:

WATERTotal consumption (m3) reduce of 2% compared to 2010

ELECTRICALENERGYTotal consumption (Kwh) reduce of 2% compared to 2010

FUELTotal consumption (liters) reduce of 2% compared to 2010

-2%

-2%

-3%

PROPANETotal consumption (kg) reduce of 2% compared to 2010-2%


As the left graphics show, there has been a con-siderable reduce in the Ecological Footprint per client in each hotel, achieved during most of the month of the year, comparing it with the same month of the previous year.NOTE: no data is shown during the months the hotel was closed, so those month are at cero levels on the graphics.

2010 2011

ECOLOGICAL FOOTPRINT COMPARATIVE 2010 VS 2011

Centenerian tree at the of the Natural Park Sierra de Grazalema.

JANUARY DECEMBER JANUARY DECEMBER



m2 /c

lient

m2 /c

lient

m2 /c

lient

m2 /c

lient

m2 /c

lient

m2 /c

lient


Promotion of ecological gastronomy

Fuerte Hoteles’ menu’s offer the cli-ents dishes with ecological products. With the motto ‘Ecological food ben-efits you and the environment’ the ecological dishes are identified on the menu underlining its nutritional properties and its benefits for the environment. These products are cul-tivated with the use of exclusive nat-ural fertilizers and treatments which avoid air, land and water pollution.

Not just a holiday,but an experience

Environmental experiences

Fuerte Hoteles offers its guests a se-ries of active participating activities through which they try to inculcate environmental values through rec-reational ‘experiences’ either at its hotels or its natural surroundings:

>> Botanic routeA fascinating walk through the ho-tels gardens and its surroundings, where all the vegetal species are identified with signs that provide an interesting explication on all its pe-culiarities and identifying images.

>> Responsible route through out the hotel

With this initiative, the clients are shown the ‘insides’ of the hotel, so they can see with their own eyes that Fuerte Hoteles’ environmental measures are real and not just a matter of pure mar-keting. The animation or maintenance personnel guides the guests through

A healthy and autochthon diet. Head Chef at Hotel Fuerte Marbella.

Crop work at the ecological garden of Fuerte Grazalema.

Responsible route of the personnel at Fuerte Conil.


solar panels, laundry services, machin-ery rooms, etc., while offering all the an-swers and explanations they may need on a correct environmental behavior.

>> Ecological vegetable gardens

Fuerte Hoteles has ecological vegeta-ble gardens in each of its hotels, visits can be planned. While taking a look they learn how to cultivate vegetables without using any type of chemical products for its growth.

>> Robotic workshop

A fun workshop opened in 2011 which strengthens the concept of a sustain-able city. This workshops works with the youngest clients of Fuerte Ho-teles thanks to a model where they discover all the different activities re-lated with recycling, renewable ener-gies and a responsible consumption. The solar panels and air generators built allow evaluate how the new technologies help carry out day after day more sustainable and respectful environmental hotels.

>> Farm at Fuerte Grazalema

The Fuerte Grazalema Hotel has a small farm for the youngest guests to enjoy. Giving the bottle to the new born animals is an extremely special moment at the hotel, a really incred-ible experience for them.

>> Manifestación por el Planeta

As a result of the American initiative ‘I matter march’, Fuerte Hoteles decided to make this demand a new experi-ence for its youngest clients. They go around the whole hotel simulating a manifestation against the global cli-mate change and strongly supporting the nature with hand painted signs.

Furthermore, the chain organizes dif-ferent daily themes related with the en-vironment as for example the Interna-tional Water Day, Planet Day, or Energy Saving Day, blackouts in the different sectors. They also provide the guests information related to the natural en-vironment that surrounds them as well as good environmental practices, ex-cursions and respectful environmental activities like going on a bicycle, beach trekking and hiking, etc.

Responsible events

In 2011 a new service was established to offer companies and individual clients responsible events with:

+-Friendly atmosphere-Outdoor and personalizedfacilities-Healthy, autochthon andecological food-Environmental respect-Commitment with socialand cultural local communityand energy efficient projects

---Environmental impact of the event-Resource consumption-Carbon and Ecological Footprint-Wastes

Ecological vegetable garden at hotel Fuerte El Rompido.

Clients of hotel Fuerte Grazalema at the robotic workshop.

Girl feeding the goat Margarita at Fuerte Grazalema.

Manifestation for the planet at Fuerte El Rompido.

Wines list at Fuerte Marbella.


Just by replacing the packaging of its amenities Fuerte Hoteles will avoid each

year the emission to the atmosphere of more than 36 tones of CO

2

Paper Carton Glass Plastic Vegetable Aluminiu Batteries O

rganic

P

runi

ng

Sm

all W

ork

Electric

& Dangerous packaging Oil

wastes

was

tes

was

tes

ele

ctronic w

astes

w

astes

At Fuerte Hoteles there is a selective collection, so they are later transferred to authorized handlers of the following type of wastes:

5.2.2. Waste production and management

Reduction of the amenities packaging in bathrooms

In 2011 Fuerte Hoteles begun a dras-tic reduction in wastes. More specifi-cally, in the bathrooms of the hotel rooms and related to the amenities provided to the clients. The superflu-ous plastic waste packagings were replaced by other biodegradable materials, with plastic material elab-orated with corn follicles.

In the bathroom:

> Removal of the small gel and shampoo plastic bottles, replacing them for dispensers.

> Replacement of the glycerin soaps packed in paper by other, glycerin soaps, without packaging, placed on small soap dishes.

> Replacement of old toothbrush glasses packed in small plastic bags, for other smaller ones without plas-tic, but with a paper top.

> Replacement of the hygienic plas-tic bags for other similar paper ones.

Also in the room:

> Replacement of the laundry plastic bag for a corn follicle derivate one.

Old (top) and new (bottom) amenities packaging .

93.947Kg of recycled waste

70.376Kg of paper and carton recycled

10.145 Kg of plastic recycled

2.880liters of kitchenvegetable oil recycled

Selective waste collection

The Fuerte Hoteles’ facilities have selec-tive pick up points where their clients and employees can place their wastes in the different containers enabled for that purpose. The monthly amount of waste recycled is registered and monitored.

Measures to minimize wastes

As before, the concern is to reduce the maximum volume of wastes generated by saving in paper (we try to keep the most of our files in digital support, the use of corporate email addresses to keep in touch and send documents, etc.). This way, we save in plastic and packaging through bulk products and dispensers, salt water chlorination (by eliminating danger-ous waste bottles), etc.

Ecological island at the hotel Fuerte Grazalema.


5.2.3. Water management

Sewage network

Concerning the wastes, each of our hotels is connected to the municipal networks, except the Fuerte Grazal-ema hotel since initially the was no municipal network.

To ensure a correct treatment Fuerte Hoteles built a piping for the water waste to end in the municipal treat-ment plant.

To enforce the water legislation, all the facilities are waste authorized. Annual water quality analytics are carried out at the hotels that need it.

Recycling vegetable oil wastesl

In 2011 Fuerte Hoteles signed an agreement with the enterprise Bio-aceites del Sur S.L for the collection and transformation into biofuel of the oil used in our kitcken. Additionally, this company provides the chain with biodegradable bags, which we sell to encourage the use of reusable bags. The funds raised go directly to Funda-cion Fuerte and its social projects.

Water economizer

In addition, the showers and sinks of the hotel rooms are equipped with water economizers in order to avoid wasting this resource.

Water, our mostprecious good

120.801 m3

THE CHAIN’S TOTALANNUAL WATER CONSUMPTION

Through this responsible table, the Head of Maintenance of Fuerte Miramar explains to the clients the saving system the rooms are equipped with.


5.2.4. Energymanagement

Carbon Footprint

The studies applied to our hotels, clearly prove the electrical energy to be the responsible of the highest per-centage of CO

2 emissions with a per-

centage of approximately 82%. The value of the diesel C is around 17% and the propane between 2-3%.

The reading is as follows:

> Just by reducing the electrical consumption visible reductions are made in the CO

2 emission rates.

> Concerning the fuel fossils (diesel and propane), the solar panels in-stalled in the hotel, at full perform-ance especially during the summer time, have reduced the use of fuels in around a 12%.

This data is due to an efficiency poli-cy established by the measures here detailed:

> Computered software control of all the facilities, and that can be pro-grammed to fit the facilities efficiency.

> Electrical appliances of low con-sumption in all the hotel facilities

> Replacement of traditional lighting for low energy and LED lighting.

> Use of renewable energies. The so-lar panels in each of our hotels used to heat up the sanitary water consump-tion as well as the heated swimming pools is an example of the possibili-ties the solar panels of the area offer increasing drastically (mainly fuel sav-ing) the electrical saving. Therefore,

Fuerte Hoteles helps avoid using this natural non-renewable resource and reduce the gas combustion emissions which lead to an atmosphere pollu-tion and greenhouse effect.

> Incorporation of the ‘Energy Con-troller’, optimizes and offers initia-tives to always obtain the maximum energy saving.

> Fuel saving studies specifically en-trusted to external companies and energy consultancies.

FUERTE MARBELLA 17.37 1.17 0.11 0.20

FUERTE MIRAMAR 15.71 0.71 0.10 0.25

FUERTE CONIL 12.50 0.47 0.12 0.22

FUERTE COSTA LUZ 14.50 0.43 0.09 0.28

FUERTE GRAZALEMA 15.24 0.64 0.14 0.28

FUERTE EL ROMPIDO 14.40 ------- 0.59 0.22

FUERTE ESTEPONA 22.58 ------- 0.78 0.30

DATA PER CLIENT(ANNUAL FIGURES)

DISTRIBUTION OF THE ENERGY SOURCES THAT EFFECT THE CARBON FOOTPRINT. The graphic above shows the distribution of the main energy sources that the chain uses in its hotels to develop its activities, which affect directly the carbon footprint. Note: The renewable energy sources like the solar one aren’t included in this graphic as it doesn’t generate C. footprint.

ELECTRICALENERGY

(Kwh/client)

FUEL(liters/client)

PROPANE(Kg/client)

WATER(m3/client)


Saving manual

With the operational principle ‘Re-duce, Recycle and Reuse’ a Saving Cultural Manual was established in Fuerte Hoteles. The aim of this man-ual is to become a practical guide constantly updated (trimester revi-sion) based on a close and respect-ful methodology, workplace attitude, helping optimize costs.

Therefore, a group of various em-ployees of each hotel take part in the ‘Comité de Ahorro’. Their main aim is to transmit new ideas and actions that allow achieve in each of the areas the ideal costs relat-ed to a correct management. This manual is established with the ide-as and contributions of all of the employees of the hotel.

Electrical car outlets

Following the group’s innovation and improvement spirit, in 2011 an electrical car outlet was installed at the Fuerte Marbella hotel, the first one in the city.

Therefore, they encourage a way of traveling which contaminates less then vehicles of conventional com-bustion engines. In addition, this outlet will also allow study its viabil-ity concerning its expansion to the rest of the hotels of the chain.

REDUCE

RECY

CLE

REUSE

Outlet for electrical cars at Fuerte Marbella.


5.2.5. Air pollution

The chain’s hotels and its manage-ment is clearly orientated towards and efficient energy and pollution reduction. Therefore, one of the con-trol tools Fuerte Hoteles uses is the Carbon Footprint, which indicated the amount of CO

2 emitted concern-

ing the hotel industry.

The air emission reduction is immedi-ate as soon as the electrical energy con-sumption and fuel fossils consumption (diesel and propane) is reduced.

The electric meter readings show a visible reduction, due to the fulfill-ment of the saving policies and the use of renewable energies (solar en-ergy) which replace more contami-nating non-renewable energies.

Air emission

reduction

The graphics on the right show a comparative of 2010 and 2011 concerning the Carbon Footprint per client of each hotel. The most visible reduc-tions with this indicator are those at the hotels of Fuerte Marbella and Fuerte El Rompido.

2010 2011

COMPARATIVE OF 2010 VS 2011 CONCERNING THE CARBON FOOTPRINT




KgCO

2/clie

nt

KgCO

2/clie

nt

KgCO

2/clie

nt

KgCO

2/clie

nt

KgCO

2/clie

nt

KgCO

2/clie

nt


Integrated architecture enhanced byits surroundings

Views of the Hotel Fuerte El Rompido from the Natural Park Flecha de El Rompido.

5.2.10. Integrated with the surrounding

Bio-climatic and environmental construction

Since Fuerte Hoteles begun in 1997 to build new hotels, bio-climatic facil-ity designs, environmental integrated architectures and the use of construc-tion materials of low environmental impact has been one of its priorities. The adoption of environmental meas-ures goes from the initial acquisition of the property to the bio-climatic studies, including material selection, construction designs, etc.

Bio-climatic measures used in the construction of the chain’s hotels:

1. Traditional typological designs of the Traditional Andalusian Arquitec-

ture. This regulates the temperature variations inside the hotel and in-creases the possibility to use the set-ting nearby by creating a micro-cli-mate that encourages a longer stay.

2. Inside gardened patios that allow a natural ventilation of the hotel rooms during the maintenance and cleaning hours, taking advantage of the ‘Venturi Effect’.

3. 100% ecological waterproof foun-dation systems: natural sodium ben-tonite pathways highly waterproof, which assemble and install com-pletely clean.

4. Mud pathways, with high thermal inertia, which allow keep the heat in winter and the coolness during the summer.

5. Garden design techniques for the design of the green spaces: meas-

ures to plant autochthon species in the gardens which adapt to the envi-ronment and the climate, this conse-quently avoids using resources for its correct care.

6. Low emissive glasses glazing: double sheets, treated inside with a metal solution.

7. Acoustic glasses in areas exposed to traffic contamination.

8. Facades painted with silicates based painting, instead of plastic paints.

9. All plumbing facilities (showers, sinks and toilet flushes) have water economizer systems, to avoid uncon-trolled consumptions.

10. Chlorination swimming pool sys-tem based on salt electrolysis, com-pletely safe measures that guarantee our clients health.



5.2.11. Our goals for next year

The decisions to improve the environ-mental performance in the current year are linked to the Strategic Plan of Fuerte Hoteles and to the respon-sible perception of our enterprise:

> Carry on reinforcing the personnel’s sustainability concern.

> Encourage innovation as the main strategic point to develop and ex-pand the enterprise.

> Reduce costs and also improve production.

> Strengthen clients communication, through activities as specific sign de-signs in visible settings of our hotels, improve the ‘Green Corner’, by adding the Ecological Footprint measure, improve the clients environmental experiences, and optimize the envi-ronmental television channel in the hotel rooms and the new corporate web site www.fuertehoteles.com

> Introduce new communication platforms through social networks like Facebook, Twitter and Youtube.

We care aboutthe environment

Overview of Europe’s largest Spanish fir, located at the Natural Park Sierra de Grazalema.


5.3. Social indicators

5.3.1. Internal democracy

The Board of Directors of Fuerte Ho-teles is its highest governance body and is presided by the Luque fam-ily, headed by Doña Isabel García Bardón. The members that follow the Board are the direct family mem-bers José Luque García, Javier Luque García, Salvador Luque García, Isabel Luque and Victoria Luque. Each of

them have the right to vote in this Board and meet on a monthly basis. The Board of Directors has a sepa-rate body, Delegate Commission, presided by José Salvador and Javier Luque who meet weekly to control the objectives. Furthermore, the Management Hotel Committee is in charge of carrying out the main stra-tegic plans approved by the Board of Directors. The Management Com-mittee is formed by the Director of each Fuerte Hotel area and meets on a monthly basis.

A solid base to be strong

THE GRUPO EL FUERTE BOARD OF DIRECTORS

D. Salvador Luque García D. José Luque García Dª Isabel Luque García Dª Victoria Luque García

Dª Isabel García Bardón

D. Fco. Javier Luque García

LUQUE-GARCÍA FAMILY. From left to right, Victoria Luque, Salvador Luque, Isabel García Bardón, Javier Luque, Isabel Luque and José Luque.


AUDITING DEPARTMENTD. Jesús Sanchéz

Advisor: JLG

BOARD’SSECRETARY

D. Diego Tapia

BOARD OF DIRECTORSPresident

Dª Isabel Mª García Bardón

DELEGATE COMMISSIONOF THE BOARD OF DIRECTORS

FINANCES LEGAL AND TAXCONSULTANCY SERVICES

Management: D. Antonio FernándezAdvisor: JLG

HUMAN RESOURCESManagement: Dª María Ceballos

Counselor:JLG

FUNDACIÓN FUERTE

COMPANIES INVESTED

GRUPO WEManagement: Dª Isabel Luque

Management: D. Salvador Luque

AGRODESARROLLOManagement: D. Eduardo Gamito

Counselor: SLG

HOTEL MANAGEMENTCommercial and General Management

D. José Luque

Commercial Assistant Manager

D. Javier Sevilla

Hotel Operations Manager

D. Alonso Aguilar

Information Technology Manager

D. Miguel ÁngelLópez

Hotel directors

Corporate Social Responsability Manager

Dª Natalí Ruíz



5.3.3. Equalopportunities

Integration of groups at risk of social exclusion

In the currents days, Fuerte Hoteles has achieved significant changes through an orientated organization process to improve the quality of live and social development, to integrate those who have to deal with difficul-ties in their daily life.

Fuerte Hoteles doesn’t just insert the amount of people with disabili-ties the law requires, but on top of accomplishing this number in each of the hotels, some of them have an even higher amount then the required by the law. This insertion is carried out due to the cooperation with other institutions:

- Cooperation agreement with the Fundación para la Atención e Incor-poración Social (FADAIS), aiming to insert those at risk of social exclusion socially and employability.

- Cooperation agreement with Pro-yecto Hombre, to help employees with addiction problems in any of the modalities.

- Cooperation with local associa-tions in labor insertion programs for groups with difficulties relating work access, through training courses at the hotel establishments.

- Cooperation with various disabled associations

-Recruitments through labor rein-sertion programs of groups at risk of exclusion.

-Organized training courses, with a hiring contract commitment.

Diversity management

Spain, and more precisely Andalusia, is a multicultural place. As always, the staff in Fuerte Hoteles has em-ployees from many different nation-alities and cultures, who get on with-out any type of inconveniences due to equal respect, as reflected in the Ethical Code of the following article:

The Enterprise’s main value is its people.

The enterprise’s most precious good is its people. We shall not discriminate people regardless of their race, origin, economi-cal status, beliefs, sex or sexual orientation and will respect the established rights in the Univer-sal Declaration of Human Rights and public freedom.

Balance,satisfaction and future


Gender equality

A rational relationship between men and woman is one the main factors that most influence in the develop-ment and welfare of a society. The development indicators the United Nations uses includes the woman’s position since there is an evident correlation between development and equality of opportunities be-tween men and woman.

In Fuerte Hoteles, the existence of woman with senior positions within the employees is in no extent an ef-fort or a special adjustment, since we would never accept any measures that could affect someone’s moral-ity or generate a discrimination ac-tivity. As a matter of fact, the Board of Directors consists of 3 men and 3 women and the Hotel Management by 4 men and 3 women.

This means that since long ago Fuerte Hoteles achieved the sexual stereotypes to encourage relation-ships of equality, a data reflected in our Ethical Code.

Performance evaluations

Annually, each Department Manager evaluates the employees perform-ances and conversation are held to, among other things, recognize the employees achievements and per-sonal efforts.

The enterprise’smost precious

good is its people

AUTONOMY AND DEVELOPMENTThe employee evaluates the opportunity given to make decisions independently and assume the responsibility of its results, as well as the possibility to develop their own employability growth.

AUTHORITY PERCEPTIONThe employee defines its perception of the operative methods established in the work organization and on the manager that guides the team.

RELATIONSGood internal relationships between the enterprise and its employees and managers is an efficient way to obtain confidence and improve the personnel’s efficiency.

SATISFACTIONResult of the relation between the expected and the reality obtained effectively in the work performance.

Working atmosphere surveys

Once a year a working atmosphere survey is carried out by all the person-nel. The results are analyzed and solutions to improve each of the enterprise’s areas are offered.

AUTONOMY AND DEVELOPMENT 70% 71% 72% 84% 65% 78% 69%

AUTHORITY PERCEPTION 73% 76% 80% 87% 70% 83% 81%

RELATIONS 85% 86% 85% 96% 78% 92% 87%

SATISFACTION 62% 65% 62% 83% 55% 72% 62%

Total 72.4% 74.5% 74.7% 87.6% 66.9% 81.1% 74.8%

FUERTE MARBELLA

FUERTE MIRAMAR

FUERTE CONIL

COSTA LUZ

FUERTE GRAZALEMA

FUERTE EL ROMPIDO

FUERTE ESTEPONA

OFICINASCENTRALES

Fuerte Hoteles promotes a good working environment and a friendly atmosphere between its employees.


5.3.4. Stability within the staff

A performance and talent manage-ment encourages each employee to give the best of themselves. Speciali-zation and a constant professional training guarantees a professionally qualified team. Furthermore, there is something else, something hard to explain, and it’s that people at Fuerte Hoteles create a unique atmosphere.

Therefore, the chain Fuerte Hoteles has a loyal staff working together since the beginning.

Fuerte Hoteles is a family, and as a human group is equal and commu-nicates to encourage teamwork with the objective to satisfy our clients ac-cording to the Ethical Code. The sta-bility the human team has in Fuerte Hoteles allows offer a friendly and personalized atmosphere year after year to the chain’s clients.

We area family

AVERAGE INCIDENCE AVERAGE WORKPLACE STAY/AÑOS RATE ACCIDENTS

FUERTE MARBELLA 4.4 2.99% 14

FUERTE CONIL 2.3 1.73% 33.25

FUERTE MIRAMAR 3.7 2.46% 3.5

FUERTE GRAZALEMA 4.3 0% 0

FUERTE COSTA LUZ 2.5 2.73% 4

FUERTE EL ROMPIDO 1.8 8.55% 21.71

FUERTE ESTEPONA 0.8 11.48% 9.6

FUERTE GROUP 3.8 1.22% 4

INCIDENCE RATE. The number of personnel with sick leaves per each miler of personnel exposed =Incidence rate=(Nº of accidents with sick leave/staff total) x 100000.AVERGAE WORKPLACE ACCIDENTS. Shows the average sick leaves due to workplace accidents.

Members of the Hotel Fuerte Conil - Costa Luz team.


5.3.5. Social and cultural conditions

The Social Improvements Plan avail-able for all employees wants to encourage at long-term Fuerte Ho-teles values within the whole staff, specially those concerning the fam-ily, professional training and health, compatible with its Employees Man-agement policy.

These voluntary measures were de-signed with the primary purpose to share the main values of the enter-prise with all its employees.

The employees can benefit from the following measures:

> Health improvements: the enter-prise deals with the annual costs of a private medical insurance. This allows both employees and fam-ily have access to private health at a reasonable price.

> Marriage: those who have a civil or religious marriage benefit from a financial aid.

> School books: employees with chil-dren in Infant Education (3-5 years old, Elementary Education (14-16 years old) or Higher Education ben-

efit from an economical aid.

> Nursery: employees with children within 0 to 3 years of age (first years of Infant Education) at nurseries ben-efit from an economic aid.

> Voluntary professional training: economical aid for employees car-rying out professional courses. The aid is conditioned by the relation the course has on the workplace.

> Advanced payments and loans to the personnel: employees interest-free advance payments and loans.

> Accommodation discounts on the chain’s hotels: employees, their family members and friends have special dis-counts in the Fuerte Hoteles’ facilities.

> Partial retirement: improved condi-tions related to the legislation applied.

Promotion for employees

Before starting an external selection process, the enterprise values the va-cant posts to promote internal em-ployees, understood as the process by which an employee is chosen to cover a vacant posts in the organiza-tion, either in similar or higher posts.

We rely onour youth team

Kitchen employees of the Hotel Fuerte El Rompido.


5.3.7. Personal and work-life balance

Balance measures

Certain people in the enterprise, due to their family and/or work conditions carry out part or their entire work through the ‘telecom-muting’. Therefore, employees with long distance residences can bal-ance their private and work-live.

Ethical Code of Fuerte Hoteles. Equal treatment and opportuni-ties for each of the employees.

Accumulation of breastfeeding period in real work shifts together with maternity leave.

Inside everyprofessionalthere is a person

INVESTEMENTS IN THE SOCIAL AND LABOR IMPROVEMENTS PLAN 2011

NURSERY35.929,67€

SCHOOL BOOK9.750,00€

MARRIAGE2.778,15€

HEALTH2.632,50€

ADVANCE PAY-MENTS & LOANS

108.443,26€

Events and client service coordinator with one of Fuerte Marbella’s most special clients.


*Clients answers to the online survey question: How likely is it that you recommend this hotel? In a scale from 0 to 10. The NPS represents the % of promoters (score 9 to 10 to the question) subtracted to the % of detractors (score from 0 to 6 to the question).

Number of internal auditors 25 - (internal procedures + Quality + Environmental management systems)

Number of external auditors 12 -(Financial + Environmental Management System)

Number of satisfaction surveys carried out 26.942 34.860

General clients satisfaction rates 81.20% 81.37%

Online clients satisfaction rates 74.26% 74.98%

Net promoter score (NPS)* 52.29% 52.75%

2010 2011

5.3.8. Clients satisfaction

Clients satisfaction policy and management

The clients satisfaction in one the main objectives in any activity or project carried out by Fuerte Hoteles. To achieve excellency we pay a spe-cial attention to each of the proces-ses implied in any product or service. The auditors, both internal and ex-ternal, certify the accomplishments of the quality standards.

Fuerte Hoteles’ quality commitment is reflected by the fact that each of the hotels of the group keeps an in-ternal Quality system, fulfilling and updating procedures and objectives according to the needs and adapting to the changes, based on the ISO 90001 norm.

Clients satisfaction recordsFuerte Hoteles measures the clients satisfaction rates through:

-Direct surveys during their stay

-Online surveys after their check-out

-Telephone surveys

-Online reputation (travelers com-munities, specialized web sites, so-cial networks, etc.)

-Auditors ‘Mystery Guest’

-Internal quality auditors

Clients satisfactionin 2011 on:

> ROOM CLEALINESS

85.91%

> RESTAURANT SERVICE

87.59%

> KITCHEN

81.15%

> RECEPTION

84.84%

> MAINTENACE

76.98%

> ANIMATION

66.09%

> PRICE-QUALITY RATIO

71.19%Personalized and friendly atmosphere with clients.

Drawing of the pet of Fuerte Hoteles, Forti.


We understandour clients

The Fuerte Hoteles Friends’ Club

It’s a loyalty program which main aim is to satisfy the most loyal clients needs the best way possible, by listen-ing to them and offering a personal-ized atmosphere and the best offers.

Listening to the clients through Social Networks

Through this the hotel tries to fulfill the following objectives:

- Loyalty increase.

- Co-build with the clients, make them participate in the decisions of the new activities which they will later be able to enjoy at the hotels.

- Be part of the new communication media.

- Offer a more friendly and less en-trepreneurial image.

- Have a good online reputation.

The answers given by the clients re-lated to these tools, as shown in the surveys, has been very positive. How-ever, we will carry on with our effort to improve our communication with our clients. Therefore, they will be in-formed on all the actions the hotels perform, as for example the way the renewable energies of the facilities at the hotels are used, the recycling policy or the reduction in the gen-eration of wastes through less con-taminating products.

Gazpacho Workshop at the Fuerte Experiencias program.


5.3.11. Local community

Fuerte Foundation

Fuerte Hoteles’ commitment is more than just its numbers and creates a greater notion of wealth: the com-munity’s growth with projects inside and outside Spain to invest in train-ing and infrastructures will help get over the actual inequalities.

Fuerte Hoteles social actions occur through the Fundación Fuerte. The Foundation is an initiative of Isabel M. García Bardón, president of the chain, supported by her children and by the people who work in Fuerte Ho-teles. This initiative was established with the aim to cover and manage the enterprise’s will to cooperate in the solution of the social surround-ing problems.

In 2011, the Euro-Responsible cam-paign was established, a new way to cooperate in solidarity initiatives of the Fundación Fuerte. The Fuerte Hoteles’s clients have the opportu-

nity to add to their account a small contribution of 1,3 or 5 euros for solidarity actions, being either social, cultural or environmental actions.

The social and cultural projects the Fundación Fuerte cooperates with in the present day are the following:

SOCIAL PROJECTS

1. Education and training project in the construction work for young indigents. Religious Congregation Capuchinos de Ntra. Sra. De los Do-lores de Filipinas.

2. Improved security and economical productivity projects in ‘Blessed As-surance’, of Mustard Seed Communi-ties, and other social aids in Jamaica.

3. School and family prevention, Hombre de Jerez Project, applied in Conil and Grazalema.

4. School and family prevention of the drug dependents, Hombre Mála-ga Project, held by the social Welfare Delegation in Torrox.

5. XXIX Anniversary Dinner of the Ben-efic Association Horizonte Proyecto Hombre of Marbella (HPHM).

6. CIS prevention (Social-educational insertion center of the districts in Marbella) of HPHM.

7. Provisional Apartment for drug dependent treatments, Marbella.

8. Series of lectures for matrimonial formation, held by the organization Desarrollo Integral de la Familia (DIF).

9. Therapist training of Proyecto Hombre Málaga.

10. V Pro-Am Proyecto Hombre Má-laga ‘Miguel Ángel Jiménez’, solidar-ity golf championship.

11. Cooperation with the Grabado Museum of Marbella with the objec-tive to encourage the culture within the city.

12. Proyecto Copa del Rey Balonces-to Silla de Ruedas 2011 (Basketball Wheelchair Tournament).

Queremos contagiarnuestra fuerza

Teenagers programme at Aragua State, with which the Fundación Fuerte cooperates..


Teenagers programme at Aragua State, with which the Fundación Fuerte cooperates..

PROYECTOS CULTURALES

1.Fundación Fuerte Glossary.

2.Hiking guide ‘Pisando Fuerte’, or-ganized routes through the moun-tains of the province of Málaga.

3.Campaign ‘Plant your tree’. This ac-tivity encouraged the establishments of an “arboretum” together with the +Árboles Foundation in a plot ceded by the Marbella Town Hall. This plot is a reforestation zone of autochthon species, which at the same time is an environmental educational workshop for the Marbella schools and citizens.

4. Painting prize award ceremony project ‘Vive el arte’. Expositions at the Fuerte Estepona and Fuerte Conil hotel: art and children creativity en-couragement.

5.Expositions of “Responsible Art” at the Fuerte Conil - Costa Luz Hotel: promote local artists.

6.Cultural Program ‘Órgano del Sol Mayor, of the Ntra. Señora de la En-carnación Church: create cultural ex-change spaces.

7. ‘Para un pueblo lleno de música, Association ‘Vive la Música’, of Torrox:

encourages a musical education tar-geted at young interpreters who wish to be part of this art as members of the municipal band.

8. Association Amigos de la Música, of Marbella concerts: promotion and musical diffusion.

9. Cooperation with the Film Festival of Science-Fiction and Terror in the Costa del Sol, Estepona: cultural en-couragement through the funding of the event (with salons, accommoda-tion, transport, etc.)

Exposition of ‘Responsible Art’01. La esencia del agua - Gesa Keunecke

02. Sostenibilidad Fin - Bryan Hemming

03. Ángeles de la Paz - Richard Halford

04. Razón o Ser - Elena Rubio

05. Abril en Conil - Abril Morillo

06. Help me al sur de Sudán - Luis Bodes

07. La amenaza - Paul Cousteaus

08. Encuentros en la playa - Rey Piulestán

01. 02. 03.

04. 05. 06.

07. 08.


5.3.12. Suppliers and hired companies

The attention we pay on selecting our suppliers is a relevant factor for the accomplishments of the Fuerte Hoteles’ commitment to offer its cli-ents first quality products and serv-ices, according to their specific needs and demands. The success of this en-terprise mainly relies on the services between the departments and sup-pliers relationships, so an intelligent and efficient purchasing system has been set up, with a highly capable and willing personnel.

The Purchasing Department is of vital importance in Fuerte Hoteles and has a significant impact on the product portfolios. The better the purchase management, the better the products. Following this prin-ciple, Fuerte Hoteles tries to create strong relations with its suppliers; partnerships which allow achieve and exceed the clients demands and face the market challenges.

Environmental purchasing policy

Fuerte Hoteles tries to make sure each process respects the environ-ment. Therefore, a series of environ-mental aspects, which should be considered in the suppliers evolu-tion and acquiring the products and services are included in the chain’s purchasing policy.

With a non-exhaustive intention, some of them are detailed below:

> The consumption of chlorine and colored paper is avoided.

> Encouragement to use natural, fresh and seasonal products, as well as local agricultural products.

> Drinks are served in bottled glasses or directly from the barrel.

> Purchasing food encourages hav-ing products in glass packaging in-

stead of metal packaging, and paper boxes instead of plastics ones.

> When possible, big size packagen-ing is avoided, since they are cheaper and cost less.

> Non-returnable packed products are avoided, in small or individual por-tions, double packed products, etc…

> Cleaning products fabricated un-der environmental and/or ecological management systems.

Suppliers are obliged to sign environ-mental general conditions to carry out changes or services in their activity.

Fair trade

Fuerte Hoteles has always worried about a Fair Trade due to the environ-mental and social values implied. There-fore, the hotel chain offers its client the opportunity to purchase through a product list from a Fair Trade.

We supportwhat’s fair

Cover page of the Fair Trade products list of Fuerte Hoteles.


Cover page of the Fair Trade products list of Fuerte Hoteles.

Farewell &indicators table GRI pág. 63

06


Dear friends,

In Fuerte Hoteles we strongly believe in the values the Corporate Social Res-ponsibility stands for and consider the sustainable development an ethical commitment which guides us towards an improvement in the quality of this industry through constant tourism renew and competitive offers.

Our industry must benefit from the opportunities the responsible tourism offers in its four pillars: the environmental one (avoiding unsustainable prac-tices), the quality and economical one (renewing and adapting the tourism methods according to a quality and competitive criteria), and the social and cultural one (which occurs as a consequence of the two mentioned before).

Responsible tourism is a tool which allows us adapt the hotel management to the real needs where our hotels are established and achieve the so nee-ded economical sustainability. But for this to happen, it’s essential the clients themselves are provided with enough information when choosing their des-tination and accommodation.

It’s impossible to carry out the needed practices without favoring a transpa-rent information to improve purchasing decisions. Therefore, through this CSR report Fuerte Hoteles intends to prove that one of our objectives is to find opportunities that benefit us and the society.

We continue improving year after year to exceed our clients expectations, using the Corporate Social Responsibility as a strategic management tool for our industry. Thank you to all for making Fuerte Hoteles become a national and international reference in this area.

Sincerely,

Jose García LuqueChief executive of Fuerte Hoteles

Farewell06

We find opportunities which benefit usand the society

1. STRATEGY AND ANALYSIS Chief executive statement Description of the main impacts, risks and opportunities.

2. ORGANIZITIONAL PROFILE Name of the enterprise Primary bands, products and/or services Operational structure of the enterprise Location Countries Partnerships Markets served Scale or the reporting organization Significant changes during the reporting period Awards received in the reporting period

3.REPORT PARAMETERS

Reporting period Date of the most recent previous report Reporting cycle Contact point Boundary of the report Specific limitations on the scope or boundary Basis for reporting on joint ventures Localization of the basic contents in the report

4. GOVERNANCE,COMMITMENTS ANDENGAGEMENTS

Governance structure of the organization Highest governance body Highest governance body who are independent Mechanisms for shareholders and employees to provide recommendations about their working relationships. Process for determining the qualification and expertise of members of the highest governance body. Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. Externally developed economic, environmental, and social charters, principles, or other initiatives to which the orga nization subscribes or endorses. Memberships in associations. List of stakeholder groups engaged by the organization. Basis for identification and selection of stakeholders with whom to engage. Approaches to stakeholder engagement. Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded.

1. ECONOMIC INDICATORS

EC1. Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and pay-ments to capital providers and governments.EC3. Coverage of the organization’s defined benefit plan obliga-tions.EC6. Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.EC7. Procedures for local hiring.

2. ENVIRONMENTAL INDICATORS

EM1. Materials used by weight or volume. EM3. Direct energy consumption by primary energy source. EM5. Energy saved due to conservation and efficiency improve-ments.EM6. Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy require-ments as a result of these initiatives. EM7. Initiatives to reduce indirect energy consumption and reductions achieved.EM16. Total direct and indirect greenhouse gas emissions by weight. EM18. Initiatives to reduce greenhouse gas emissions and reductions achievedEM22. Total weight of waste by type and disposal method. EM26. Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.

LA2 Total number and rate of employee turnoverLA3 Benefits provided to full-time employees that are not pro-vided to temporary or part-time employees, by major operations.LA12 Percentage of employees receiving regular performance and career development reviews.

3. SOCIAL INDICATORS

PR3. Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.PR5. Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.PR6. Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertis-ing, promotion, and sponsorship.

IndicatorsTable GRI

This Corporate Social Responsbility report has been elaborated following the Global Reporting Initiative (GRI) cri-teria, a global institution for standardizing the elaboration a sustainability reporting.

Documents

Corporate Social Responsability 2011