Social Sustainability in Tourism
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Social Sustainability in TourismCornish perspectives on Social Dimensions of
Sustainability
EUTO Visit 29th September 2012
Matthew Thomson – Fifteen Cornwallmatthew@fifteencornwall.co.uk
Outline• Social Sustainability: health, economy, environment• Fifteen Cornwall – a model, a brand and a destination• People: Engagement, Excellence, Enabling - sensitising
Social Dimensions of Sustainability
• UN Sustainability Indicators: Health, Education, Employment, Poverty, Child Mortality, Gender Equality, Crime
• Social Enterprise: Trading for People and Planet
• Locality: Harnessing the Visitor Economy for local development
Brand Local – Brand Social75% local food
100% local trainees
100% local staff
Continuous engagement with local people
Social media
Jamie Oliver’s brand is inherently social – enjoyment, empowerment and inspiration
Local• Fifteen
Cornwall – a model, a brand and a destination
• Cornwall – “a beautiful frame….”
• Global reach - Local transformation
• Social Sustainability – health – economy - environment
• Enabling - sensitising
75% local production
Fifteen Cornwall – a destination and an experience
Fifteen Cornwall – a socially sustainable model
Business modelStructure: charity owns sole share in private ltd company subsidiary generates £300k+ p.a. for welfare support, apprentice wage and expensesCommercial Methods & Management Processes: performance and bookings management, productivity monitoring, operational controls, market led planningFranchise: fee paid to Jamie Oliver Foundation, spirit more important than letter; use of name, access to contacts and Jamie’s stardust and engagement in programmeSocial purpose driving Business value: staff motivation, USP, strategic focusEmbedded partnerships: web of relationships with suppliers, other restaurants, referral agencies, Cornwall College and JCP; recognised as local leader and talent scout
Setting the scene - people
• 850 applications for programme in six years• 108 apprenticeships completed in six years• Over 60% graduates still employed in sector• Served over 450,000 meals• 85 year round FTE jobs• Over 30 local producers engaged• Touching thousands of lives with one of Cornwall’s biggest
brands• Lost contact with only 7 Graduates
Developing People
• Chef apprenticeships
• Accredited training wine & food service
• Knowledge-rich work
• Aspirational culture
• Service excellence
Our people are experts, they’re trainers, they inspire each other and our customers
Apprentice programme - elements
• Recruitment and ‘Boot Camp’• Cornwall College – full time VRQ and day release NVQ• Kitchen Induction – basic skills and safety• Kitchen Service – professional discipline• Apprentice Week – White hats lead service• Sourcing Trips and Work Placement – web of partners• Kitchen completion - finessing• Well-being and Personal Development – ongoing, targeted,
responsive, tailored support, counselling, mentoring, coaching• Job brokerage – placement led – 100% C6
Business context - numbers• Restaurant turns over c £3.5M p.a.• c. 10% profit Gift Aided back to charity = £350k• Catalyst for public funding revenue c £295k p.a. (average
over 6 years including up front capital investment)• Unit costs approximately £34k per apprentice p.a. including
wage and welfare programme• Comparable annual costs of custody (£72k) and benefits
(£52k)• Balancing social and commercial value in the numbers
Beyond Apprenticeships• Trustees recognise need to build on success and harness
brand to extend programme reach and widen participation • Developing community-based programme of wider food skills
activities to engage people outside the core apprenticeship programme
• Linking to wider health, well-being, education and training agendas
• Developing work placements for non-apprentices within supply chains and friendly restaurants
• Applying Wellbeing and Development Programme learning and practice in other contexts
Running a Social Enterprise
• Without satisfying economic bottomline you can’t satisfy social, environmental or cultural objectives – profit focus key
• Having social purpose sharpens your business model and gives you competitive advantage
• Even so it’s a complex balancing act that’s a bit like riding a bicycle – you fall over if you stop
• Internal communication is even more important than external communication
• Self awareness and critical reflection are the greatest weapons in your armoury
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