1 Introduction -- Part 1: The Theory of Responsible Business -- 2 The reasons for doing good -- 3 Defining good - the principles of responsible business -- 4 Good in the context of hospitality -- Part 2: The Environment -- Principle 1: Avoid wasteful use of resources and protect and, where possible, improve the environment -- Principle 2: Prepare for the (un)expected -- Principle 3: Develop products that are responsible and can be operated responsibly -- Part 3: People and communities -- Principle 4: Develop mechanisms to take full account of the views of people and communities -- Principle 5: Embed responsible business practices throughout the supply chain -- Principle 6: Engage employees and customers in actions that support environmental, economic and social wellbeing -- Principle 7: Contribute to the development of public policy that promotes environmental, social and economic wellbeing -- Part 4: Fairness and transparency -- Principle 8: Define responsible business values and communicate good practice -- Principle 9: Build trust through transparency -- Part 5: Leadership and Future Directions -- Principle 10 : Take responsible business to the heart of the company -- 5 A Faustian bargain? -- Afterword -- Glossary of terms -- List of acronyms -- Index -- Figure 1: We would need five of these to sustain a global population living at US standards -- Figure 2: Food accounts for almost one quarter of the ecological footprint -- Figure 3: The responsible business lingo -- Figure 4: Where tourism and hospitality meet -- Figure 5: The evolution of the responsible business concept -- Figure 6: Doing good - business attitudes towards responsibility. Adapted from Hollins (n.d.) -- Figure 7: The emergence of responsible hospitality -- Figure 8: McDonald's keep responsible business at the forefront of customers' minds.

Figure 9: Social and environmental criteria integrated into IFC Investment Decisions -- Figure 10: Growth depends on the burgeoning middle class -- Figure 11: The main inputs and impacts of hospitality businesses -- Figure 12: Average energy consumption in a full service restaurant, USA. -- Figure 13: Number of leading hospitality businesses with a commitment to reducing carbon emissions on website or in published 'responsible business' report. -- Figure 14: Using energy monitoring data to manage consumption within Accor (UK and Ireland) hotels -- Figure 15: Carbon emission reductions at apetito -- Figure 16: Water consumption benchmarks developed by SydneyWater for restaurants. This study also produced benchmarks for other hospitality business types. -- Figure 17: In-house benchmarks for water used by Scandic Hotels -- Figure 18: Water - a cause for concern -- Figure 19: Typical waste compositions from different UK profit sector hospitality establishments -- Figure 20: The waste minimisation hierarchy -- Figure 21: Green Start Benchmarking and Reporting System -- Figure 22: Areas under water stress -- Figure 23: Hospitality businesses making explicit reference to climate change adaptation within websites and business literature -- Figure 24: Does the company integrate sustainability issues into design criteria for new build and refurbishment processes -- Figure 25: The pressures that engage businesses in responsible choices at new product design and operational stages. -- Figure 26: TUI Travel's publish their own guidelines for sustainability in hotels. (www.tuitravelplc.com) -- Figure 27: CERES recommendations for stakeholder dialogue. -- Figure 28: Defining stakeholders - the case of Sodexo -- Figure 29: Green House Gas emissions from food -- Figure 30: The steps in engaging suppliers in responsible business initiatives.

Figure 31: Hospitality businesses that actively seek to engage suppliers in responsible business initiatives. -- Figure 32: Unilever approach to driving supply chain efficiencies and reducing impacts -- Figure 33: Hospitality businesses with a code of ethics for suppliers vis-à-vis employment conditions -- Figure 34: Engaging employees in doing good. Adapted from UNEP Finance Initiative, p5 -- Figure 35: A typical structure for delivering responsible business programmes in the hospitality sector -- Figure 36: Businesses claiming to train staff in responsible business issues -- Figure 37: Customers would prefer to buy from companies with a commitment to environmental responsibility. Source: WBCSD -- Figure 38: Actions speak louder than words. Global retail consumers segmented by willingness to pay for products with environmental and social benefits. Source: McKinsey Quarterly, March 2008, in WBCSD (2008) -- Figure 39: Policy Instruments for sustainable consumption -- Figure 40: Responsible business ambitions need to link to tangible actions with reach across the company -- Figure 41: The prevalence of reporting among hospitality companies -- Figure 42: The range of issues covered in responsible business reports published by 14 hospitality businesses -- Figure 43: Sample board structure for dealing with responsible business issues.