How Qualmark Works

Sustainable Tourism Business Award Criteria

• Economic

  Operations Manual/ Standard Operating Procedures are:
  IN PLACE A basic document that covers key aspects of the business	ACTIVELY REFERENCED Available to and used by staff regularly, it is a critical document and the reference tool for all business practices. Documents are regularly updated	PROACTIVELY MANAGED A living and working document and reference point of the business. Sufficient detail allows an outsider to effectively run all aspects of the business
  Marketing Plan includes:
  A BASIC PLAN Covering the key markets and initiatives and demonstrates a basic understanding of the business’s customer base	STRATEGIES & TARGETS A plan that identifies immediate and future markets; and incorporates strategies and performance milestones	RESEARCH & VISION Advertising, promotions, channel management, brand development and pricing strategies all form part of an integrated and complex marketing plan with a clear link to company vision
  Reservations & Payments:
  ARE SAFE & SECURE A robust system is in place that ensure the confidentiality and security of customer information	IN REAL TIME Expected functions such as real time confirmation and device recognition are in place; with utilisation of channel management options	INCLUDES PERSONAL TOUCHES Additional customer delights are incorporated. Previous customers are acknowledged and preferences catered for
  Business Information is:
  ACCURATE All collateral is up to date and accurate	ACROSS MULTIPLE CHANNELS & DEVICES The business profile is actively managed across multiple channels and devices	MAXIMISING OPPORTUNITIES Maximum profile is maintained on www.newzealand.com; along with a strategic social/online/collateral programme
  Business Planning includes:
  SHORT TERM ACTIONS Key aspects and thoughts can be referenced or articulated regarding the business direction	MEDIUM TERM STRATEGIES Medium term targets and measures, with allocated responsibilities	LONG TERM VISION Long term vision, goals, forecasting and strategic plans are in place, with regular reviews
  Asset Register/Maintenance Plan is:
  REACTIVE Main assets are recognised. Maintenance/repairs are reactive	MANAGED A plan of maintenance is in place with consideration given to how seasonality impacts the business	PREVENTATIVE All assets are recognised with a preventative maintenance programme and obsolescence strategy

• Social & People

  Job Management includes:
  LEGAL REQUIREMENTS All employment procedures and requirements are legal and current	STAFF APPRAISAL Staff are actively appraised and recognised	MEASUREMENT Business metrics and KPI’s are extensively used to assist and improve process, recruitment, and staff management
  Service Standards & Product Knowledge ensure staff:
  HAVE CLEAR EXPECTATIONS Clear expectations are in place for staff when dealing with customers	ARE EMPOWERED Service delivery staff are empowered and encouraged to put things right	FORM A CUSTOMER CULTURE The business can demonstrate how it shares customer feedback with staff, and how analysis leads to an improved customer experience and internal customer centric culture
  Staff Training:
  INCLUDES THE BASICS Relevant training is in place to a minimal standard	IS ONGOING AND RECORDED On-going training and updates are provided	INCLUDES QUALIFICATIONS Training and qualifications are actively promoted as a key aspect of the operating model. This is clearly demonstrated to all staff and customers
  Customer Feedback is:
  RECEIVED AND RESPONDED TO The business has the ability to collect feedback and respond	MONITORED AND IMPROVEMENTS MADE Multiple sources of feedback are actively monitored	USED TO CREATE A FEEDBACK CULTURE Feedback collection and analysis forms an integral part of the business strategy
  Team Culture is:
  RECOGNISED The business recognises the value of engaged staff	ENCOURAGED Positive behaviour and company culture is actively fostered	COHESIVE Strong and proactive leadership underpins a cohesive team culture
  Community Engagement / Social Licence is:
  ENGAGING A conscious effort is made to give back to the community	ENCOURAGING Staff are actively encouraged to become involved in community activities and initiatives	ONE OF LEADERSHIP The business is recognised as of value to the community and wider industry peers
  Industry Engagement is:
  ONE OF AWARENESS The business is aware of local industry groups and associations	ACTIVE The business is actively engaged with industry groups and associations	ONE OF LEADERSHIP The business is recognised by peers as taking a leadership role

• Environment & Culture

  Energy and Resource, the business is:
  AWARE Aware of all resources used to operate, with some understanding of usage is demonstrated	MONITORING Usage is actively monitored and initiatives are in place to reduce these	FUTURE PROOFING A clear culture of reducing usage is evident. Alternate and more efficient ways of reducing energy in are being actively pursued
  Discharge & waste, the business is:
  AWARE All discharge and waste streams caused through the operation of the business can be shown	MONITORING Discharge and waste are being active monitored and measures are in place to mitigate/reduce	FUTURE PROOFING A clear culture of reducing discharge and waste is evident. Alternate and more efficient ways of reducing energy out are being actively pursued
  Customer Engagement / Involvement:
  MAKE AWARE Through various channels a customer can gain an understanding of what the environmental stance and/or actions undertaken are	PROMOTION The environmental stance/initiatives/culture is actively promoted to customers	ACTIVELY ENGAGED The business actively encourages participation in its environmental stance/initiatives/culture to customers
  Staff Engagement / Involvement:
  MAKE AWARE All staff have an understanding of what the environmental stance and/or actions undertaken	PROMOTION The environmental stance/initiatives/culture is actively promoted to staff	ACTIVELY ENGAGED The business actively encourages participation in its environmental stance/initiatives/culture to staff
  Investment & Enhancement of Operating Environment:
  AWARENESS Awareness of the business’s impact on the environmental surroundings is evident	EMBEDDED VALUES Actions for enhancing the surrounding environment can be demonstrated	KAITIAKITANGA Kaitiakitanga is fully embraced as a business fundamental
  Hosting other Cultures:
  AWARENESS The business is aware of different cultural expectations within their target market	ACTIONS Actions can be demonstrated, such as staff training and systems to cater for various cultures	EXCEED EXPECTATIONS Cultural idiosyncrasies are fully appreciated. Pre-emptive actions can be demonstrated.
  Cultural Interpretations & Integration:
  CULTURAL EMPATHY The business is aware of and empathetic towards relevant historic and New Zealand cultural aspects	CULTURAL INTERPRETATION Active steps to ensure authenticity in interpretation have been taken	CULTURAL CONNECTIONS Cultural experiences and considerations are an integral part of the customer offering
  Embracing Manaakitanga:
  UNDERSTANDING An understanding of the concept of Manaakitanga can be demonstrated	EMPOWERING The business can show key actions that it has taken to ensure that staff are empowered to deliver Manaakitanga	EMBRACING The business can demonstrate a clear culture and value of Manaakitanga throughout their experiences

• Health, Safety & Wellness

  Reporting & Recording ensures staff:
  ARE AWARE All staff are aware of the need for good Health & Safety practices	ARE ACTIVE All staff play an active role in reporting and monitoring Health & Safety concerns/issues/events	FORM A SAFETY CULTURE The business has a clear safety culture amongst the staff. Health & Safety is a key element to operational delivery
  Investigating & Improving ensures staff:
  ARE AWARE All staff are aware of the need for good Health & Safety practices	ARE ACTIVE All staff play an active role in reviewing and improving Health & Safety concerns/issues/events	FORM A SAFETY CULTURE The business is in constant review of Health & Safety practices using external audit, peer review and benchmarking
  Staff Engagement, Participation & Training ensures staff:
  ARE AWARE All staff are aware of the need for good Health & Safety practices and issues	ARE ACTIVE Staff are encouraged to play an active role in ensuring that they fully understand their roles and requirements regarding Health & Safety	FORM A SAFETY CULTURE It can be demonstrated that all staff have a full understanding of their individual obligations and actions regarding Health & Safety. Staff take ownership and responsibility
  Leadership:
  TAKES RESPONSIBILITY Business management take a lead role in ensuring that all staff understand their requirements regarding Health & Safety	TAKES ACTION Business management walk the talk regarding Health & Safety in the business. They demonstrate a positive attitude to ensuring everyone remains safe	CREATES A SAFETY CULTURE The business leaders reflect a strong safety culture. Health & Safety is a critical element of the business
  Staff Wellness:
  IS ACKNOWLEDGED The business acknowledges that staff wellness is a factor of management	IS ACTIONED Some actions are in place to support a staff wellness programme	CREATES A WELLNESS CULTURE The business has a clear strategy and programme to fully support the staff