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Grand Teton Lodge Company sustainability Achieving Sustainability Through Knowledge TM TM ExEcutivE summary With a mission to preserve protect and inspire it has been Grand Teton Lodge Company s (GTLC) privilege to be the concessioner in Grand Teton National Park for the past 56 years providing lodging food and beverage activities and retail services to the Park s estimated 2.6 million annual visitors. It is also an honor to be part of the Jackson Hole community. We are proud of our contributions to Grand Teton National Park including our award-winning sustainability program EnvisionTM Through . EnvisionTM on the we have made while significant providing accomplishments in reducing our impacts environment exceptional guest service. Every day we educate and inspire our guests employees and partners to join us in protecting our natural resources and contributing to global sustainability by adopting similar principles in their homes and communities. To substantiate our efforts we incorporate third party standards Our first audits step was and to certifications. establish a management system based contents executive summary Facilities overview ..........................Pg 5 social indicators .............................Pg 10 Quality management ................Pg 12 HealtH & saFety ...........................Pg 14 environmental indicators ...........Pg 15 dansullivanimages.com upon guidelines from the International Organization of Standardization (ISO) the worlds largest standards developing organization. This leading organization forms a bridge between the public and private sectors providing standards that ensure desirable characteristics of products and services from quality to safety and reliability. ernstimages.com Our contributions extend beyond just reducing our impact on the environment. But most importantly we recognize a valuable asset our employees by developing a culture of learning that goes beyond basic training and includes an opportunity to earn a Hospitality Certificate from the University of Wyoming while working with us. www.gtlc.c m envision 1 Executive Summary Bringing concEpts to LifE dansullivanimages.com By publishing this second edition of Envision we are supporting TM our goals to offer a transparent account of our continued commitment to operate as a socially economically and environmentally responsible company. We adopted the ISO 14001 and ISO 9001 standards to structure our environmental and quality management systems respectively. Our third primary management system was officially incorporated when we invited the Wyoming division of the Occupational Safety and Health Administration (OSHA) to review our health and safety program. Completing the cycle we open our programs to third party auditors on an annual basis for system verification ensuring accountability and continuous improvement. The result is a focus on all levels of the organization from quality services to friendly trained and responsive staff. 2 Executive Summary sustainaBiLity & cuLturE As a company we have realized the depth of influence our focus on sustainability has had within our culture. We selected the name Envision to reference this program. By definition the word means to picture in one s mind. Thus the name represented our vision for the individual management systems and communicates the long-term influence our sustainable efforts could have for our community our employees and ultimately in setting an example for others. In all we believe that through knowledge we can extend the reach of sustainable actions and envision achieving reduced impacts in locations far beyond our corner in Grand Teton National Park. En-vi-sion vb to picture in one s mind As you read through this report we ask that you to take a moment to envision how through simple acts you too can make a difference. We firmly believe that making small changes locally will contribute globally to comprehensive results. We invite you to join us in making our planet a sustainable place to live work and play for future generations to come. Visionaries behind Grand Teton National Park achieved what was perhaps the most notable conservation victory of the twentieth century. Robert Righter historian www.gtlc.c m envision 3 Grand Teton Lodge Company scopE of rEport ernstimages.com Performance Areas Quality Management Health & Safety Compliance Education Materials Use & Procurement Energy & Water Use Infrastructure Land Management Recycling & Waste Reduction Fuel Management 10 We are committed to preserving and protecting the natural resources of Grand Teton National Park finding solutions to our environmental challenges and providing an accurate account for our actions. This second edition of Grand Teton Lodge Company s EnvisionTM Sustainability Report encompasses an overview of the facilities we operate social indicators relevant to our operations and a comprehensive look at 10 performance areas under our direct control Quality Management Health & Safety Compliance Education Materials Use & Procurement Energy & Water Use Infrastructure Land Management Recycling & Waste Reduction and Fuel Management. The report tracks the achieved performance for our goals discusses challenges we have faced along the way and outlines our objectives for the future. Since publishing our first report the standardization of performance reporting has evolved to credible and widelyaccepted standards established through the Facility Reporting Project (FRP) Sustainability Reporting Guidance which is derived from the Global Reporting Initiative. This second edition of our EnvisionTM Sustainability Report has been prepared using FRP guidelines. 4 Simply stated Grand Teton Lodge Company is in the business of providing services to over 2.6 million annual visitors of all ages and backgrounds as they experience one of our country s greatest natural treasures Grand Teton National Park. faciLitiEs ovErviEw Our operations encompass more than 750 accommodations nearly 800 campsites 9 activity options with schedules enabling 700 guest excursions and an average of 4 000 meals all provided on a daily basis during the summer operating season from mid-May through early October each year. We employ and house almost 1 000 staff members with a focus on operational areas ranging from an on-site recycling center in-house bakery butcher shop and service stations to typical hotel services including housekeeping warehouse operations and food and beverage departments. We strive daily to balance exceptional hospitality with environmental responsibility throughout all of our operations while providing for the health and safety of our employees and guests in this breathtaking National Park setting. www.gtlc.c m envision 5 Facilities Overview grand tEton LodgE company With a mission to preserve protect and inspire GTLC has a concessions contract with the National Park Service to operate services in Grand Teton National Park. Through this agreement we operate lodging at the historic Jackson Lake Lodge a 385-room full-service resort with conference facilities to accommodate up to 600 people the award winning four-diamond Jenny Lake Lodge comprised of 37 rustically-elegant cabins 360 campsites at Gros Ventre Campground 51 campsites at Jenny Lake Campground and Colter Bay Village a facility with 166 log cabins 66 tent cabins 350 campsites and a 112-space RV park. We also operate Jackson Hole Golf & Tennis Club located just outside Grand Teton National Park near Jackson Wyoming. In addition to lodging GTLC offers guests a host of services from dining in one of seven restaurants to shopping at 10 unique retail outlets and a selection of activities to enjoy such as boat rentals horseback riding fly fishing river float trips scenic lake cruises and guided bus tours. The extensive array of activities as well as the tremendous popularity of the National Park System keep GTLC s accommodations operating at near full capacity during our season extending from mid-May to early-October annually. Adding to the complexity of our hospitality operation is the short duration of our season number of seasonal employees and remote location. With only 40 year-round staff the team hires and trains nearly 1 000 seasonal employees to operate services during just five short months each summer. Additionally the nearest town is located 45 minutes from our facilities and major supply channels are on average two to six hours from our operation. As a subsidiary of Vail Resorts Inc. (NYSE MTN) based in Broomfield Colorado GTLC receives operational guidance from this public company and is responsible for upholding the standards set forth by this organization. We assist with the development of innovative best practices and setting benchmarks that are integrated company wide across all Vail Resorts segments. We are guided by unique regulations which address the needs of the protected lands we operate within. Because of this many conventional procedures have stricter standards and limitations than other companies may experience when offering similar hospitality services. Overall our remote locations and guidelines for operating a seasonal business on protected lands require proactive planning and resourcefulness to ensure all stakeholder needs are met. 6 As the first hospitality company within the United States to implement the ISO 9001 standard we have focused on all levels of quality within our organization from maintenance and upkeep to friendly trained and responsive staff. Grand Teton Lodge Company was the first company nationwide and only hospitality organization to achieve acceptance into OSHA s Voluntary Protection Program (VPP) at the highest level possible the STAR ranking from the beginning. We received this honored distinction for our extensive Health & Safety program. GTLC was also one of the first Wyoming tourism entities to receive certification to ISO 14001 standards for our environmental management system. STEP CERTIFICaTIon Grand Teton Lodge Company was one of only three companies nationwide to receive eco-certification status for our self-audit in Sustainable Travel International s (STI) 2006 pilot Sustainable Tourism Eco-Certification ProgramTM (STEP). STI promotes responsible travel and ecotourism supports sustainable development and helps travelers protect the cultures and environments they visit. STI developed the audit-based program to create a measurement and management tool whereby businesses could certify their sustainable efforts. In 2008 a comprehensive on-site audit of our facilities will be completed taking this certification to the next level. Facilities Overview accoLadEs dansullivanimages.com I congratulate Grand Teton Lodge Company for its well earned achievement of the Wyoming Voluntary Protection Program STAR level the first resort operation in Wyoming and I believe the national to achieve the STAR level. They have an outstanding safety and health program and culture in all of their locations in Grand Teton National Park. Edward C. Carlson consultation program manager for Wyoming Workers Safety. dansullivanimages.com www.gtlc.c m envision 7 Facilities Overview our History Our heritage began with John D. Rockefeller Jr. s passion for the natural environment and belief that its beauty and splendor should be protected for the enjoyment of future generations. It was through his zeal for conservation and persistence in donating land for public use that we have the present-day Grand Teton National Park which is 45 miles long 26 miles wide and encompasses 310 000 acres. Mr. Rockefeller also founded GTLC on the principle that human beings need to interact with nature to realize more fully their true potential. Preserving the landscape protecting the wonders of nature and providing inspirational experiences for Grand Teton National Park guests have been the hallmarks of our organization today and from its inception. GTLC s history began with preservation of the land when our first effort at recycling was incorporating the homestead buildings from area ranches purchased by the Rockefeller family. These rustic buildings were relocated to Colter Bay Village and today comprise 166 cabin accommodations. Recycling these buildings many dating back to the 1890s into a new resource began what today is commonly known as sustainable practices. Sustainable business practices have been our commitment from the beginning and continue to be the driving force in our operations today. 8 Facilities Overview Locating sustainable cuisine from area providers that can accommodate the volumes needed by GTLC operations can be one of our greatest challenges. Partnering with other organizations has enabled us to locate the volume and diversity we desire to provide healthier options. One example is with our main food-service provider U.S. Foodservice Salt Lake City (U.S. Foods). Over the past several years as a direct result of Grand Teton Lodge Company requests U.S. Foods has converted several product lines to regionally-grown and environmentally-friendly selections. Below is a list of some of the product lines that have been converted and are available as a result of the Grand Teton Lodge Company U.S. Foods business relationship. DaIRy PRoDUCTS At the request of GTLC U.S. Foods researched selling only rBST-free (recombinant bovine growth hormone) dairy products. In 2007 they found adequate supplies and decided to only sell rBST-free products to all customers. This included all milk items creams and an all-natural yogurt line for which we purchased over 3 500 cases in 2007. For 2008 U.S. Foods is adding cage-free eggs to the mix and we anticipate utilizing 1 500 cases in this firstyear. PRoDUCE In 2004 at the request of GTLC U.S. Foods increased organic produce options. These items include romaine and spring mix lettuce zucchini and yellow squash potatoes carrots broccoli onions apples and a variety of fresh herbs. In 2007 our purchases totaled over 2 500 cases and this volume has enabled U.S. Foods to supply organics to its customers at more affordable prices. ECo-TaInERS In 2003 GTLC began working with U.S. Foods on the challenging task to identify a complete line of eco-friendly disposable products. We now order 30 different types of eco-products to include corn or sugarcane-based straws cups bowls deli containers and clamshells potato starch cutlery and fully compostable hot cups and containers. In 2007 our purchases totaled over 800 cases of these products. U.S. Foods estimates that over 50 percent of its disposable product customers have switched all or part of their purchases to this line of eco-tainer products following our lead. coopErativE Efforts Each time we convert an item specifically for them (Grand Teton Lodge Company) it almost always becomes a staple in our warehouse due to other customers desire to follow the trend. -- Thomas Wild District Sales Manager U.S. Foodservice Salt Lake City naTURaL BEEF Since 2005 we have featured an all-natural hormone and antibiotic-free beef option which U.S. Foods supplied over 16 000 pounds of in 2007. SEaFooD We rely on U.S. Foods for about 300 cases of frozen sustainable seafood each year. Per our specifications U.S. Foods now procures an eco-friendly variety and ensures that the seafood offered in our restaurants has been certified by the Marine Stewardship Council at the green level. This is a line that has really caught on with the rest of our customers and is the driving force behind U.S. Foodservice expanding the line of seafood products that carry this seal. -- Thomas Wild District Sales Manager U.S. Foodservice Salt Lake City With the volume of purchases that Grand Teton Lodge Company provides we have been able to keep these products affordable and profitable for all of our customers. -- Thomas Wild District Sales Manager U.S. Foodservice Salt Lake City CHICkEn At our request U.S. Foods began supplying us with natural hormone-free raw chicken. Between this line and the free-range items we offer over 13 000 pounds of product was ordered in 2007. Because of our high-volume purchasing these products are now offered to all U.S. Foods customers at the same price as regular chicken. www.gtlc.c m envision 9 Grand Teton Lodge Company TRaInIng & EDUCaTIon sociaL indicators With an average training window of three to 10 days third-party auditors have remarked that the integration and success of our EnvisionTM program relies upon employee education as the foundation of GTLC s success. From the first point of contact with our company employees are integrated into our commitment of environmental protection health and safety and quality service through specialized training on-going communication and recognition of their participation. Between required and voluntary training we offer our employees more than 20 educational programs in addition to department-specific skills training. With an average of 400 new employees annually training must be conducted each and every year to ensure consistency and ongoing improvement. All of GTLC s educational messages are reinforced and employee feedback is solicited through a variety of communication initiatives including the bi-weekly employee newsletter email messages postings at time clocks weekly staff and departmental meetings and company-wide monthly manager meetings with GTLC s Senior Vice President and Chief Operating Officer. In 2003 we enhanced training by hiring an Interpretive Specialist. Their role is to develop training materials and guest education specifically related to our sustainability program. By making presentations and creating manuals maps and other supporting documents for guest service areas such as activities and the front desk we increase the knowledge of our team and provide an educational and interesting experience for our guests. Employee Education Goals enhance availability of classes for university programs to increase attendance in 2009 enhance interpretive training for activity guides through increased sessions outside trainers and resources in 2009 GTLC recently collaborated with the University of Wyoming to develop a program for our employees to earn a Hospitality Certificate by participating in training classes held onsite at Grand Teton Lodge Company. By participating in both mandatory and elective training classes employees can enhance their time with us. They receive credit for Discovery orientation classes while being able to increase their knowledge with other training in areas such as Animal Awareness Class or Natural History of the Park. Upon conclusion of all phases of the class graduates are invited to a ceremony with representatives of GTLC and the University to receive their certificate. 10 Social Indicators community outrEacH We believe that you should play an active role in the community where you work. EnDoWMEnT In celebration of the 50th anniversary of Jackson Lake Lodge in 2005 we established the EnvisionTM Endowment. Our mission is to support organizations in our community in the areas of civic environment cultural and wildlife protection. Since its inception we have raised more than 50 000 through employee contributions community events and retail and grocery vendors. The endowment has long-term benefits for local organizations including GAP Girls Actively Participating Jackson Community Recycling Jackson Hole Historical Society and the Jackson Hole Wildlife Foundation. SCHoLaRSHIPS The priority we place on education within our company is extended throughout our community. Annually we award scholarships to graduating seniors from Jackson Hole who can show financial need. By funding this scholarship we strive to inspire others to use education in overcoming obstacles and fulfilling their dreams. Traditionally four to five scholarships have been provided each year totaling 10 000- 15 000 in annual assistance to area students. www.gtlc.c m envision In addition to monetary contributions our employees generously give substantial time and energy to support the needs of our local community. In 2006 we supported the efforts of the Jackson Hole Wildlife Foundation in removing more than 100 miles of barbedwire fencing that blocked wildlife movement and posed risks of entanglement to native wildlife species. Following this our team volunteered for removal projects in 2007. In 2008 we are actively increasing our support for endowment organizations to expand our efforts. Community Outreach Goals support community stewardship through the envisionTM endowment by raising 5 000 and hosting four community events for the sponsored organizations Provide at minimum one scholarship annually to a deserving high school graduate 11 QuaLity managEmEnt Social Indicators In partnership with the National Park Service GTLC strives to meet and exceed all customer expectations by providing the highest level of hospitality guest service and product in any National Park. We do this by setting reviewing and achieving goals and objectives in guest satisfaction employee satisfaction National Park Service compliance and community stewardship. oUR CoMMITMEnT Ensureguestsatisfactionthroughestablishingstandardsforfacilitiesandservice consistent with the beauty and grandeur of Grand Teton National Park Trainandinspireouremployeestobefriendly courteous knowledgeableand attentive to our guests needs Keepourfacilitiesclean well-maintainedandorderly Provideasafeandhealthyworkenvironment WorkwiththelocalcommunityforthebettermentofJacksonHole Useresourceswiselyandproductivelytoaddvaluetotheorganization Reviewourresultsandprocessesforcontinualimprovementtoensure long-term sustainability In 2006 we achieved the goal outlined in the first edition of our EnvisionTM Sustainability Report for attaining an independent accreditation of our services by becoming certified to ISO 9001 2000 standards for our Quality Management System. This distinguished certification is a testament to the standards we practice daily at GTLC in our mission to consistently provide guests with quality service and products in an inspiring protected and sustainable environment. Eight areas of focus must be incorporated into an organization s Quality Management System in order to fulfill the guidelines of ISO 9001 2000 program elements. They include customer focus leadership involvement of people a process approach a system approach to management continual improvement fact-based decision making and mutually beneficial supplier relationships. Co S & tan Tr da ai rd ni s ng m municati Guest 12 M & eas Fe ur ed em ba en ck t on & ng ng ni tti an Se Pl oal G ee t oy en pl em Em olv v In Just as important to us as the ISO 9001 2000 distinction is the measurement and feedback we receive in this area from our employees guests and National Park Service partner. While we strive to continually improve attaining satisfaction levels in excess of the industry standards is another benchmark we utilize. Should a goal be set but not attained we utilize the following guidelines to establish goals for the next year If satisfaction levels are attained at 95 percent or higher we will maintain this goal. If satisfaction levels are between 88 94 percent we will increase their level by one point. QuaLity managEmEnt Social Indicators If satisfaction levels are below 88 percent the Chief Operating Officer and Departmental Director will set the goal for the subsequent year together. Our quality measurement successes can be directly linked to GTLC s aggressive Reporting Tools and Corrective Preventive Action Request (CARS PARS) program. Through communication at all levels with our employees via documentation e-mail or voicemail messaging our team can ensure that needs are addressed regardless of their schedule or method of preferred communication. These reports are compiled by a Quality Manager and reviewed by the Executive Team on a daily and weekly basis for results and cumulative evaluations. QuaLiTy MaNaGEMENT SySTEM GOaLS 100 90 80 70 60 50 40 30 20 10 0 goal actual goal actual goal actual goal actual goal actual goal actual goal actual goal actual 10 000 9 000 8 000 7 000 6 000 5 000 4 000 3 000 2 000 1 000 Through implementing ISO 9001 2000 standards as our foundation GTLC has incorporated feedback outlined expectations and delivered quantifiable results which we will continue to improve upon in years to come. Quality Management Goals obtain a 93 percent guest satisfaction score on our guest comment cards for 2008 obtain a 94 percent average on national Park service inspections for the 2008 season obtain an 85 percent overall score on our employee opinion survey for the 2008 season 0 2006 2007 2006 2007 2006 2007 2006 2007 GuEST SaTiSfaCTiON NPS EvaLuaTiON EMPLOyEE OPiNiON ENdOWMENT www.gtlc.c m envision 13 Social Indicators HEaLtH & safEty Our commitment to be an industry leader was recognized in 2005 when GTLC earned STAR distinction the highest level in the Occupational Safety and Health Administration s Voluntary Protection Program (OSHA VPP). We became the first company in either the U.S. federal or state hotel resort classification to earn this distinction for excellence in occupational safety and health. In 2008 OSHA completed a comprehensive recertification audit to this same STAR level. A dedicated commitment to reducing risks and providing for the health and safety of both our employees and guests is ingrained in all aspects of GTLC s daily operations. Our health and safety management system is guided by Ahealthandsafetypolicy Identificationandprioritizationofregulatoryrequirements Aformalheathandsafetymanagementteamand employeecommittee Well-definedhealthandsafetysystemparameters Clearrecognitionofoperationalhazardsandrisks Comprehensivetraininganddocumentation Acompany-widesafetyrecognitionprogram From orientation through job specific training and hands-on monthly Safety Committee meetings employees receive comprehensive safety training on topics ranging from wildlife awareness to hazards identification and personal wellness education. Our health and safety management program is designed to proactively reduce the frequency and severity of accidents and injuries and improve overall safety in all operations. Through active employee involvement we have achieved a 50 percent reduction in total employee accidents since 2004. Health & Safety Goals maintain or exceed recent performance levels of a 20 percent reduction in the actual amount and or severity of accidents on the job continue to attain osHa vPP at the star level for all future audits Workers Compensation data Number of incidents Per year 81 2003 108 2004 98 2005 50 2006 52 2007 14 En v i ro nm e nta l Indi c a t o r s EnvironmEntaL managEmEnt dansullivanimages.com plan At Grand Teton Lodge Company we work every day to turn EnvisionTM relies on the fundamentals of the ISO standards to execute an effective management system. act environmental ideas into actions that protect conserve and preserve the resources of Grand Teton National Park. Each year this commitment is verified through independent third-party audits. Our Environmental Excellence Team established in 2003 is comprised of senior managers in cross-functional roles who meet on a monthly basis to advance system elements. Their objective is to monitor progress in each focus area assess operational areas to ensure that impacts are addressed and to keep the system moving forward through a process of continuous improvement. Continuous improvement Cycle do check 17 475 board feet of wood have been saved by using sustainable alternative products such as Polywood(TM) or refinishing existing materials www.gtlc.c m envision 15 En v i ro nm e nta l Indi c a t o r s A primary role for our management team is to regularly monitor and compLiancE track all local state and federal regulations as well as additional National Park Service requirements ensuring GTLC remains in compliance across all areas of our operation. We have established and implemented our own set of rigorous Standard Operating Procedures and corresponding assessments that integrate GTLC s policies and procedures for environmental health and safety and quality. In addition written plans have been developed to address potential impacts with a focus on proactive management. By continuing to review our operation for opportunities where standards can be established and training can occur we ultimately increase our ability to reduce the potential for negative impacts to the environment. grand Teton Lodge Company Environmental Compliance and Program Calendar Compliance Obligation Monitoring Submit copy of reports documentation to regulatory agencies National Park Service - NPS 48 Guidelines Air Emissions Inventory EmergencyPlanningCommunityRighttoKnowReport(EPCRA) Hazardous Waste Generator Status DOT Hazard Waste Registration Renewal Integrated Solid Waste Management Plan (EPA NPS guidance) Wyoming DEQ Hazardous Universal Waste Management Guidelines GTLC Chemical Cleanout - Memo and Guidelines Spill Plan Control and Countermeasure (SPCC) Fuel Tank Review Annual Tightness Testing Leak Detection Registrations Stormwater Management Plan (SWMP) EPA Performance Track Annual Report EPA Waste Wise Annual Report EPA Green Power Partnership Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u u 16 En v i ro nm e nta l Indi c a t o r s In 2007 we introduced a tool to assist us with compliance compLiancE Consequently efficiency is improved as we are able to prioritize the needs of all infrastructures for necessary work and preventive care. Ultimately these measures allow for a review of all compliancerelated regulations and an execution of proactive measures to resolve issues before they have an impact on our setting or operations. measures and overall tracking of maintenance related needs known as the Computerized Maintenance Management System (CMMS). This software package allows our operational team to identify and state specifications for every facility component within our operations. Over the course of a three-year implementation a catalog of all guest rooms service facilities and infrastructure will be input. Each phase of implementation provides the ability to trouble shoot problem areas review preventative maintenance schedules and track statistical information to assist with the preservation and care of our historical buildings. In addition we have centralized the reporting of all maintenance needs for a global perspective by management. grand Teton Lodge Company Health and Safety Compliance Calendar Compliance Obligation Monitoring Evaluation of Internal External Audit Needs Respiratory Protection Plan Asbestos Removal - Annual notification for WYODEQ Asbestos Program Review and Training Hazardous Communication Training and MSDS Updates Confined Space Policy Review Lockout Tagout Policy Review Annual Inspection of Cranes and Overhead Gantry Personal Protective Equipment Evaluation Bloodborne Pathogens Annual Training Hearing Conservation Hazwoper 24 Hour Refresher Training Maintenance Staff - Compliance Training (Haz Com Spills Air Waste Water) Analysis and Development of Training Programs Inspection Testing and Maintenance - ITMs (Fire Extinguishers Exit Signs Emergency Lights Eyewash etc.) Review Emergency Evacuation Plan Review GTLC Employee Safety Manual Update Fire Evacuation Procedures Maps Develop Standard Operating Procedures Compliance Goals continue to comply with all regulations as listed in the charts shown in this report review and proactively implement additional industry standards and procedures that are instituted or become best practices for continual improvement within our operations Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X www.gtlc.c m envision 17 En v i ro nm e nta l Indi c a t o r s Education Knowledge offers the greatest opportunity for reducing impacts and creating a sustainable model for the future. Our team believes it is our duty to operate responsibly within the pristine location of Grand Teton National Park. Additionally we have a unique opportunity to communicate concepts of sustainability to a far-reaching diverse audience through experiences during their visit. We have been students ourselves learning the many ways to reduce environmental impacts the benefits of local and regional partnerships and opportunities for improvement through environmental assessments. As a result we understand and embrace our unique role in extending the concepts of sustainability. Whether floating down the Snake River dining in a restaurant or enjoying the comfort of a guest room integration of environmentally-preferable practices is a focus of every guest experience. We continually strive to find unique opportunities to engage visitors of all ages. Through subtle messaging or interactions with GTLC employees we offer positive examples of eco-friendly alternatives that guests can adopt within their own actions homes and communities. In 2007 we developed an in-room directory for our facilities at Jackson Lake Lodge. This project was produced with 100 percent recycled-content folders the internal information printed on 100 percent recycled-content paper and all printing processed with soy-based inks. By customizing the directory we were able to provide educational messages specific to our setting such as wildlife education sustainable cuisine and outdoor education. We are a partner with the Leave No Trace Center for Outdoor Ethics (LNT) promoting their responsible outdoor use principles through multifaceted educational programs. Instructors from LNT host an annual traveling trainer program for GTLC staff. The organization s principles are also included on the children s menu in our restaurants and incorporated into in-room guest-communication materials. Additionally our Wildwalk Field Guide teaches children important LNT principles of preserving and protecting the environment through simple lessons such as proper disposal of trash promoting recycling and leaving trails and other natural areas undisturbed. Upon completing the guide children receive a certificate and earn rewards for their efforts. 18 GTL223 WildWa lkResz.indd 1 5 19 08 1 22 00 PM En v i ro nm e nta l Indi c a t o r s Education W Because the Park is home to a variety of animals we continue to emphasize wildlife education to help our guests and employees remain safe while enjoying the beauty and wonder of these creatures in their natural habitat. With more than 100 large animals killed on the Jackson Hole roadways annually we launched a wildlife awareness campaign in conjunction with Grand Teton National Park in 2006. Our employees created the illustration and the slogan Wildlife on Road. Keep it Slow for magnetic bumper stickers. They are placed on GTLC and Service vehicles and were provided to all employees for their personal vehicles. This provides a visual reminder to be alert on roadways for the thousands of animals that call the Park and Jackson Hole home. and documenting historical facts along with interesting information about the personalities who have made the company the Park and the Jackson Hole area what it is today. Keep it ife on Road. ildl Slow. In 2006 we launched a Go Green Get Green incentive for meeting planners to host an environmentally-friendly meeting at Jackson Lake Lodge. Meeting planners can earn a rebate based on the number of green elements they choose to include in their program. Since inception 75 percent of group bookings have been offered the ability to participate in the Go Green Get Green program. Throughout our facilities we offer interpretive narration to enhance guest experiences. From environmental messages on napkins to sustainable cuisine information on menus and a wide array of tips facts or quotes within retail product displays our focus is to communicate with our guests to increase awareness and understanding. GTLC s Resident Historian Mary McKinney plays a vital role in our interpretive program by hosting informative talks Education Goals By 2009 implement an interactive interpretive center providing information about the area wildlife fire dangers and activities develop an educational icon and relevant messaging for all activity food and beverage and retail locations showcasing the environmental initiatives and tips for converting similar actions at home to sustainable practices www.gtlc.c m envision 19 matEriaLs usE & procurEmEnt En v i ro nm e nta l Indi c a t o r s From sustainable cuisine to environmentally-preferable cleaning products we have had tremendous success with our policy to expand the use of locally and regionally produced recycled content biodegradable and organic goods. Through strategic sourcing and partnerships we have increased the quantity quality and variety of organic products we offer. SuSTaiNabLE CuiSiNE SuSTaiNabLE bEvEraGES 2005 - 8 organic wine labels available to customers 2006 - 736 bottles of organic wine & 7283 bottles of organic local beer were sold 2007 - 755 bottles of organic wine & 5832 beer bottles 58 half barrels & 65 kegs of organic local beer were sold gREEn CUISInE We have expanded sustainable cuisine offerings for all menus. Along the way we have developed loyal followers of this practice from our employees to our customers as they learn that similar sustainable products are available for purchase at the Colter Bay Grocery Store and in their own communities. gREEn RETaIL Sustainable products and gifts that are organic natural or made from indigenous materials and sourced regionally are available in our stores. Additionally we hold our vendors accountable to reduce packaging materials in shipping goods to us. Our actions have included ncreasingnaturalandorganicapparelincludingitemswithclaydyesandhemp I fferingapparelandgiftitemsmadefromrecycledlariatropebaskets O earth-friendly dyes pure vegetable-oil candles and local art 20 matEriaLs usE & procurEmEnt gREEn CHEMICaLS With supplies from Clean Environment a leading manufacturer and distributor of environmentallypreferable and effective commercial-cleaning products we have utilized green products throughout our operation for cleaning and chemical needs since 2005. aDMInISTRaTIvE oPERaTIonS In2005weimplementedapurchasingstandardforprintingandoffice supplies requiring a minimum of 30 percent recycled-content paper and soy inks for all printing Departments Using Green Chemicals Housekeeping Public areas kitchens Restaurants Employee Housing Service Stations Laundry Room Dish Room Retail Stores Marina operations Transportation all activities In2006weconvertedin-houseprintingandprintersuppliesfrom30percentto 100 percent recycled-content copy paper printed with soy based inks In2007wecompletedaninventoryofallprintedmaterialscondensingduplicate and outdated materials from 155 to 47 items in stock Materials use & Procurement Goals in 2009 define a tracking system for sustainable offerings in the retail department enabling an evaluation of the percentage of products that are green and volume of sales in this area continue to implement measures for reducing paper products We have saved the equivalent of 7 232 trees since 2003 By diverting paper from the landfill providing paperless transactions or supporting American Forests in their efforts to plant trees. www.gtlc.c m envision 21 En v i ro nm e nta l Indi c a t o r s Our commitment to energy-saving programs and support of alternative and renewable energy sources has been in place since 2003. As part of a corporate-wide focus GTLC has purchased wind power credits equal to 100 percent of our overall energy consumption since 2007. This one action to off-set GTLC s energy consumption prevents the use of approximately 9 200 barrels of crude oil and reduces carbon emissions by 4 000 pounds on an annual basis. It is the equivalent to planting more than 101 000 tree seedlings grown for 10 years and removing more than 800 passenger cars from the road for one year. As we incorporate our EnvisionTM initiatives grass roots efforts throughout our company begin to take place affecting a new level of change and awareness ultimately in support of on-going continuous improvement. A new initiative we are currently rolling out was developed by our Information Technology (IT) Department at GTLC. They named it the Green IT program to define efforts for reducing impacts within their area of influence. 2008 initiatives include transitioning high-energy servers to virtual servers. This effort removes on-site hardware and enables us to provide the same service with fewer physical servers. Consequently energy usage has been reduced and long-term benefits are anticipated as a result. In addition our data center is being relocated to take advantage of cooler facilities within our buildings that benefit from lower year-round ambient temperatures. This will result in an estimated 90 percent reduction in data center cooling costs. Standards are in place for purchasing computer equipment. The department developed protocols to ensure laptop computers are purchased whenever possible resulting in an average 90 percent energy reduction over traditional desktop computers. When new equipment is purchased only items that meet or exceed Energy Star requirements and that are Electronic Product Environmental Assessment Tool (EPEAT) Gold rated are selected. This focus translates into energy savings of up to 40 percent a reduction in cooling costs of up to 20 percent and reduces environmental impacts when the equipment reaches the end of its life. In all the efforts of this department have reduced energy use a primary focus area for our environmental system while exemplifying a cultural shift within our organization. EnErgy Energy Goals in cooperation with a company-wide initiative by our parent company vail resorts inc. we will reduce overall energy consumption at gtlc facilities by a cumulative 10 percent in 2009 continue to purchase energy star equipment for reduced energy needs when new items are required ENERGY USE Year 2003 2004 2005 2006 2007 GTLC joined a Vail Resorts corporate initiative to purchase wind power credits equal to 100 percent of our overall energy consumption in 2007. OPERATING DAYS 140 138 133 132 141 ELECTRIC USE (KILOWATT HOURS) 5 832 144 6 955 477 6 869 542 6 035 643 6 273 432 l 2006 59% wind Power l 2007 100% wind Power The greatest impact to our energy use is weather. For example cold Spring or Fall temperatures result in a greater need to heat accommodations and employee housing. 22 En v i ro nm e nta l Indi c a t o r s watEr The pristine lakes rivers and streams throughout Grand Teton National Park offer both beauty and enjoyment while being a vital natural resource for mankind and wildlife alike. However this is a natural resource that is often taken for granted. Water conservation and impact reduction are a priority for GTLC. We continuously assess our actions and take calculated steps to lessen the chance of contamination while focusing on conservation measures. Piloted in 2006 we began full implementation of our own Green Marina program at Colter Bay in 2007. This comprehensive approach to marina operations calls for a reduced risk of pollution and protection of the waterways. From boat fueling procedures to a fuel spill clean-up process and guidelines for the use of cleaning fluids training programs are conducted throughout the season. The training facilitates operational guidelines environmental protection safe operations and emergency preparedness. In 2008 we developed Green Marina rules and regulations for slip and buoy holders. The goal of the program is to eliminate the possibility of environmental impacts to the setting by taking proactive measures to educate staff and guests while evaluating the services we provide. WATER USE Water conservation and impact reduction are a focus for GTLC. 2003 67 933 158 gallons 2004 55 959 104 gallons 2005 62 095 047 gallons 2007 62 830 994 gallons 2006 62 674 979 gallons Water use Goals By 2010 implement a water recycle reuse process in the main laundry establish proactive evaluation of water lines and advance leak detection for implementation by 2011 in 2009 develop procedures and goals for water conservation that will be incorporated into the cmms enabling protocol and proactive measures to reduce water use Use of green cleaners in our laundry facility translates to a savings of 255 000 gallons annually www.gtlc.c m envision 23 En v i ro nm e nta l Indi c a t o r s Environmental considerations remain an important factor as we provide upkeep and plan improvements of any size and scope to the physical areas of our operation. Sustainable building methods and materials continue to be a foundation for developing best practices and purchasing considerations when renovation or remodeling projects are planned. infrastructurE fpo Because we share Grand Teton National Park with a variety of wildlife we have made preventing human-wildlife interactions a priority. To this end one of our infrastructure projects included a comprehensive replacement of all trashcans and food-storage boxes throughout our facilities. In order to protect both our guests and employees and avoid access to unnatural food sources for area wildlife our new receptacles offer bear-proof latches helping to ensure area wildlife will not become habituated to human food and waste which can make them aggressive and often cause their demise. A N IM A L A W ARENESS Recent improvements to our facilities include the following Builta12 000-square-footclubhouseatJacksonHole Golf & Tennis Club certifited to the Gold standards for U.S. Green Building Council LEED program. This facility debuted in 2007 as one of the most distinctive and environmentally-forward recreational centers in the Tetons urchaseddurablepolywoodpatiofurnituremadefrom P recycled plastic milk jugs in 2007 saving 29 board feet in commonly used wooden patio furniture n2006replacedtheexteriordeckingatJennyLakeLodge I and in 2008 replaced terrace decking on cottages at Jackson Lake Lodge with PolywoodTM decking that is virtually maintenance free and withstands climate changes. As a result this processed saved 310 board feet in conventional wood products Bear Bison 30 790-2400 Elk Moose Wolves 1995 Animal Etiquett e 100 GTL193 Animal Awafnl FlyerNew.i n1 1 7 27 07 1 56 26 PM infrastructure Goals complete renovation of 385 guest rooms at Jackson lake lodge incorporating sustainable resources such as minimum 30 percent recycled-content carpet padding low zero voc paints enhanced lighting using efficient low-wattage lamps the reuse of existing oak furniture from 252 rooms through on-site refinishing of headboards night stands dressers and chairs using eco-friendly stripping agents. this refurbishing will result in the saving of 17 136 boardfeet of wood institute a company-wide program in 2009 for green building standards encompassing both new build and remodeling projects that meet or exceed the leadership in energy and environmental industry design (leed) specifications complete a remodel of the chuckwagon restaurant at colter Bay village in 2009 while utilizing environmentally conscious practices similar to those outlined for other projects and following the guidelines that are implemented for renovation projects In 2006 Jackson Lake Lodge gift Shop replaced it s flooring with the renewable resource of bamboo n2008werenovatedtheColterBayVillageLaunderette I and shower facilities using sustainable products including environmental-friendly epoxy on existing concrete combined with a local sand to provide texture for slip resistance surfaces added bulk soap dispensers featuring green products replaced existing showerheads with low-flow 1.25-gallon-per-minute showerheads and installed motion sensor faucets for sinks 24 En v i ro nm e nta l Indi c a t o r s From a focus of returning landscaped areas to their natural state through xeriscaping to cooperative efforts for eradicating invasive non-native plant life in the Park we improve the setting while protecting natural habitats and the wildlife they support. We accomplish this through proper management of outdoor areas accompanied by education for employee and guest awareness. Land managEmEnt By the simple task of providing horses with mesh muzzle feedbags before trail rides we prevent them from straying off the trail to graze on native plants and flowers. And by educating our guests and employees on the principles of important partnership organizations such as the Leave No Trace Center for Outdoor Ethics we impart knowledge about negative impacts and understanding of ways to protect essential elements of the Park such as the native flora and fauna. Another example of a culture shift within our organization is the dedicated efforts of our Grounds Department. Non-native plants and other alien species are a serious threat to the protected lands and animal life indigenous to Grand Teton National Park. In 2005 our employees mapped locations where weed issues existed to establish a baseline measurement. Through monitoring and physical assessment of the grounds each year they were able to implement control measures and education incorporate standards of performance and institute actions that had far-reaching effects within our resorts and ultimately the entire setting of Grand Teton National Park. Through a comprehensive and proactive approach to fighting noxious weeds an estimated 50 percent of the grounds within our operations have been eradicated of non-native species or weeds. While it was not a goal or policy implemented by the Environmental Management Team the ability for one department to embrace the company culture and create far-reaching impacts showcases the extent team members have taken to ensure we act responsibly throughout all operations. Land Management Goals implement composting toilets on elk island by 2010 develop volunteer vacations in 2009 so that visitors can enjoy and give back to the Park during their stay enhance animal awareness education through interactive displays and interpretive training by 2010 Solid Waste Solid Waste Trash (lbs) Solid Waste Other (lbs) Our guests enjoy experiencing the Park by horseback trail rides. However providing this opportunity comes with the challenge of disposing 350 tons of horse manure the animals generate annually. We resolved the problem by working in partnership with a local construction company. Our efforts allow composting of the material outside of the Park setting while recycling the waste into a resource for landscape and topsoil needs thereby diverting it from the land fill. 2003 1 242 280 11 800 2004 2 212 300 87 770 2005 1 575 640 53 820 2006 2 086 200 560 580 2007 2 046 260 894 620 Beginning in 2006 horse manure has been included in the solid waste other totals. www.gtlc.c m envision 25 rEcycLing & wastE rEduction 2003 2004 2005 2006 2007 Recycling and waste reduction continues to be the hallmark of GTLC s sustainable operations and the direct link to our green house gas emission reductions. GTLC generates less hazardous waste on an average basis than a high school chemistry lab. Using the motto of Reduce Reuse and Recycle we employ a three-step process that completes the loop in lessening our impacts on the environment. Highlights of our accomplishments in each of these steps include En v i ro nm e nta l Indi c a t o r s Eliminatedtheuseofdisposabledrinkingcupsby employees and alternately provided a reusable mug for their use during the season keeping 2 400 pounds of paper products out of the landfill annually Reducedwasteinourfoodandbeverageoperations by phasing out personal-size containers of condiments with bulk replacement options Improvedcomputersoftwareandpoliciesfor paperless transactions saving the printing of 35 000 Front Desk documents and 37 000 employment application documents Recycle Weights - Changes in volume are in part a result of the following Plastic 1 - increased use of bottled water Plastic 2 - bulk concentrate cleaning chemicals reduced generation of 2 plastic Office Pack - no significant difference from 2003 to 2007 Aluminum - volume decreased with increases in bottled water and 20oz containers Tin - decrease due to industry changes in food packaging Glass - switch to local keg beer from bottles reducing glass generation Cardboard - volume changes reflect product packaging materials received and or group exhibitor shipments for conventions Since 2005 more than 600 000 single-use bottles have been saved from landfills Installedbulkdispensersforshampoo soapandlotion in all Jackson Lake Lodge and Colter Bay Village rooms Switchedtobulkcleaningproductsresultinginareduction in chemical transports by 165 000 gallons While other organizations focus solely on their overall production of hazardous waste we take it a step further breaking it down by potential impacts to get a clearer picture of our total effect. Since 2003 we have reduced our use of hazardous chemicals by more than 50 percent. 26 rEcycLing & wastE rEduction En v i ro nm e nta l Indi c a t o r s Life of a retail box from 2003- 2007 Retrofitting252existingdouble-size oakhardwood headboards to accommodate queen-size beds. By refurbishing existing furniture there was an environmental savings of 17 136 board feet of wood The GTLC retail department has increased the life expectancy of a box by implementing creative strategies to recycle or reuse boxes and packing materials. 45 9 99 Donate approximately 100 mattresses annually extenting their life Box Pro es of duc t 279 Reu sed f Ship or ping 4 228 Wecollect500poundsinbatteriesannually which are diverted from landfills utilizing the Big Green Box Regulatory Compliant Collection Program Rec y Box cled es 40 786 Box oth es for er u se 706 Donated 250 banquet chairs to a local Indian reservation for reuse recycling & Waste reduction Goals continue a minimum 50 percent diversion rate by recycling materials within our waste stream implement composting of food waste by 2010 to offset another 30 percent of the operations waste stream Waste (lbs) Hazardous Waste (lbs) Universal Waste (lbs) 2003 1 625 10 586 2004 797 5 763 2005 250 8 456 2006 0 1 280 2007 210 830 www.gtlc.c m envision 27 En v iro nm e nta l Indi c a t o r s fuEL managEmEnt We continue our commitment to protect the air quality in Grand Teton National Park by lessening the impacts of transportation. In 2006 the lack of mass transit available to the town of Jackson resulted in numerous individual vehicle trips around the area. Consequently we increased scheduled trips to town and our other facilities on a complimentary basis. When possible small vans or shuttle buses are utilized for the service. This mass transportation minimizes overall impacts from individual vehicle traffic within the region. Since purchasing our first hybrid vehicle in 2003 and debuting our first EnvisionTM Sustainability Report in 2005 we have formalized a Fleet Management Plan. It establishes our commitment to purchasing proven hybrid flex-fuel or similar technology vehicles when replacing or expanding our fleet vehicles. The results have included the addition of four Ford Explorer Hybrid SUVs and six electric GEM light-duty trucks. We also recently downsized a 45-passenger bus for a 25-passenger option with better gas mileage to use for transportation needs. 87 902 88 084 Our commitment to alternative fuels has been expanded by offering biodiesel a B20 blend to our employees and visitors at the convenience stores and the Marina. This same fuel source is used by GTLC s diesel fleet vehicles. Through this offering we were the first commercially available biodiesel station in Wyoming resulting in the sale of more than 17 000 gallons the first season we offered this option. fuel Management Goals incorporate 1100 gallons of processed cooking oil from our restaurants as an alternative fuel source in company operations by 2010 continued purchase of hybrid replacement vehicles as needed for existing company vehicles fuel use in Gallons 81 120 86 209 87 063 96 997 82 512 107 869 36 573 33 564 31 636 35 220 37 363 8 230 630 5 081 1 900 5 038 3 238 15 653 8 332 8 249 11 096 2003 2004 Biodiesel Diesel 2005 Gasoline Heating Oil 2006 Propane 2007 Heating Oil Data not tracked prior to 2005 Increased usage based on seasonal heating hot water demands. Biodiesel Biodiesel availability decreased in 2007 as overall regional usage increased. Gasoline The addition of a complimentary shuttle service and campground operations resulted in increased usage since 2005. 28 in the pursuit of sustainability Grand Teton Lodge Company believes that balancing environmental social and economic resources is fundamental. We cultivate this belief through a systems approach called EnvisionTM. wHat wE BELiEvE EnvisionTM represents our commitment to comprehensive and innovative sustainable business practices that preserve the environment ensure quality service provide for the health and safety of our employees and guests and support our local and regional community. EnvisionTM is an audited account of GTLC s goals activities and achievements in the areas of environmental management quality management and health and safety performance. EnvisionTM continues to serve as a framework to measure our company s progress assess our impacts and improve our results. EnvisionTM is uniting employees and guests in preserving and protecting Grand Teton National Park. EnvisionTM is our way of life. dansullivanimages.com sHaring tHe sPirit oF tHe tetons Although EnvisionTM is a fluid and evolving management system GTLC s mission is clear and constant and was developed with several guiding principles in mind Itisaprivilegetooperateandservethepublicinside Grand Teton National Park. We have a significant responsibility to protect and conserve the valuable resources wildlife habitat and natural wonders that surround us Wearecommittedtosustainabilitythroughacomprehensive systems approach. Our commitment includes the preservation and protection of our environment the health and safety of our guests and employees and the continuous pursuit of quality management Wewillcontinueourtraditionofpublicoutreachand education to protect our environment and promote health and safety amongst all guests and employees Ourlong-termsuccessasacompanyisdependentupon our continuous process for improvement. By continually evaluating our efforts we will meet our company s sustainability goals GrandTetonLodgeCompanyispartoftheJacksonHole community. We will be responsive to the concerns and opinions of our neighbors Our environment is part of us. How we care for our environment and live with it utilize and enjoy it determines the kind of people we are and will be. Laurance S. Rockefeller grand tEton LodgE company TM Envision TM TM Post Office Box 250 Moran Wyoming 83013 307-543-2811 www.gtlc.com envision email envision gtlc.com TM Please recycle this brochure when you are finished or pass it along to another reader. Published September 2008