TUI Environmental Report

Travel. Transport. Worldwide.
Managing sustainably in the TUI Group

Sustainability Reporting 2006/2007
Sustainable development underpinned by Corporate Social

Responsibility
Contents
Executive statement
4 Executive statement
Reporting
6 Good governance and transparency of extra-financial aspects,
risks and opportunities
Statement by the Director of TUI AG Group Corporate Environmental
Management/Sustainable Development
8 Internal and external reporting
TUI at a glance
10 Evaluation by external stakeholders
11 Group economic indicators
12 Group environmental indicators
14 Group employee figures
Our business
17 Short portrait
18 Value chain assets – Each link of the value chain
22 Corporate Governance
Strategic management processes

26 Sustainability management across the Group
31 Corporate Guideline for employees
32 Compliance
33 Risk management across the Group
34 Safety and crisis management
36 Innovation management within the Group
Targets
40 Achievement of environmental and sustainability targets 2004 – 2006
43 2007 – 2010 targets
50 2007 – 2013 targets, e.g. Climate protection through fleet renewal
Environmental management system

54 Environmental aspects of the TUI Group – Identification and evaluation
55 Climate protection and energy efficiency
59 Climate protection and emissions
63 Climate impact of international container transport
64 Natural resources, waste generation and land use
66 Certification according to international environmental standards
70 Biodiversity strategy and projects
85 Multi-stakeholder dialogue, cooperation and strategic partnerships
89 Destination quality and monitoring
92 Environmental quality in TUI holiday hotels
TUI Sustainability Reporting 2006/2007

Front page
“Toscana Resort Castelfalfi“ TUI tourism project: The key objective of the future development of Cas-
telfalfi is the expansion of the tourism sector, and equally important, the conservation and restoration
of the traditional cultural landscape in Tuscany. This also involves preserving the vineyards and olive
groves and other time-honoured forms of agriculture. Catering for the holidaymakers is supple-
mented by the wide range of products grown at the project’s own farm. The old village with its church
and castello are being renovated and complemented with new elements of tourism infrastructure. The
highest priorities are given to sustainability and environmental compatibility – the key aspects driving
the project. Autark utility supplies are being aimed at by using renewable energy sources to provide
all of the electricity; plus biological water treatment and multiple use to back up the water supply and
process water disposal. The environmental management shall comply with DIN EN ISO 14001 standard
regulations and the even more stringent environmental and sustainability standards required to com-
ply with TUI’s own “EcoResort“ quality label. Project implementation will create at least 300 new jobs.
Most of the employees are expected to come from the region, so the project will also make a positive
contribution to the local job market.
Social responsibility towards our employees

98 Employee development
99 Co-determination within the Group
100 Occupational health promotion, health care and occupational safety
102 Occupational pensions and part-time early retirement
103 Work-Life Balance
104 Diversity and severely handicapped people
Social commitment
110 Foundations
113 Local commitment at company locations
117 Commitment in destinations
123 Globally active – globally committed
125 Work on behalf of human rights
Product responsibility and consumer protection

128 Sustainable product development in Tourism
137 Consumer protection and information

Imprint
141 Imprint and contacts
Internet-based environmental and

sustainability communication is always
the medium of choice in our opinion
because of its updatability, easy access,
transparency and dialogue benefits.
Published documents can be studied at
any time at www.tui-group.com.
Editorial deadline: 30.06.2007

Executive Statement
Executive statement
Sustainable contribution to corporate value
“One of the foundations of sustainable com-

mercial success is a balanced combination
of business targets with social, societal and
environmental needs. Responsibility towards
society, its employees and the environment is
therefore one of the key guidelines directing
the TUI Group’s business activities strategi-
cally and operationally.”
Dr Michael Frenzel
Chairman of the TUI AG executive board
“TUI’s companies and our Group are in the

focus of public attention. We have special
responsibility as a global player, and as the
market and brand leader. We follow the
principles of value-oriented company man-
agement and ‘sustainable economics’. This
primarily involves harmoniously combining
economic objectives and business success
with social and environmental compatibility.
We therefore have an obligation to carefully
balance the interests of our shareholders and
stakeholders internally and externally through
dialogue and cooperation.”
Dr Peter Engelen
TUI AG executive board member
HR, Legal Affairs, Environment and
Sustainable Development

Executive Statement
Executive statement
“Corporate changes have a major influence

on the environmental impact of our business
activities. We‘re always looking for opportu-
nities to be greener and are committed to
strengthening the position of our business
on all aspects of environmental impact and
sustainable development. If greater efficiency
of operations, fuel consumption and business
practices benefits the environment, our cos-
tumers and employees, then it is a win-win
situation.”
Peter Rothwell
Tourism
“Hapag-Lloyd has set itself the target

of achieving and maintaining the highest
levels of quality and high environmental-
protection standards through continu-
ous improvement for the benefit of our
customers, employees, shareholders and
stakeholders.
Michael Behrendt
Hapag-Lloyd AG
executive board chairman
Shipping

Reporting
Good governance and transparency

of extra-financial aspects, risks
and opportunities
Since our first report “Managing sustainably in the World of TUI“ (2003/2004), the
internal and external frameworks for the sustainability processes within TUI AG have
changed with extraordinary dynamism and continually increasing complexity. The
high substantial expectations of the financial markets, policy makers, media, and non-
governmental organisations emphatically demand – particularly from publicly quoted,
multinational companies – quantified and qualified reporting on the “extra-financial
aspects and risks”, and the associated inherently-linked presentation of concrete facts
concerning corporate responsibility (CSR) for employees and society, and the environ-
ment and nature.
In the reporting period (since 2003/2004) the TUI AG companies have made a positive
quantitative and qualitative quantum jump. This is reflected in the relevant organisa-
tional structures for good environmental and social governance, as well as the “extra-
financial“ performance over the reporting period concerning the environmental man-
Dr Dr Wolf Michael Iwand agement of Group companies in Tourism and Shipping, and the implementation of
Director of TUI AG Group Corporate social responsibility for employees and society in both segments.
Environmental Management/
Sustainable Development Notwithstanding the often arbitrarily chosen environmental and social expectations
of stakeholders with respect to (major) companies, our key objective is to systemati-
cally link our core business to the relevant sustainability indicators, to open the way
for the sustainable and successful balanced further development of our core business
activities, and thus to simultaneously uphold our competitiveness. Good governance
does more than just enable compliance, it also looks “beyond compliance“ to anticipate
potential areas of conflict and risks, as well as identifying opportunities, and improving
operational performance.
The business case for We have continually improved the presentation of the business case for sustainable
sustainable development development in the TUI AG 2005 and 2006 annual reports (cf. Management report /
Corporate governance). This “Sustainability report 2006/2007“ broadens and deepens
the reporting of the contents and transparency of our performance. The actively pro-
moted networking with our target groups – shareholders and stakeholders – supports
our sustainable development discussions, and our searching and learning process, and
gives us the strength to resolutely pursue our objectives – despite enormous imple-
mentation challenges – in areas ranging from climate policy, human rights, fighting
hunger and poverty, the other seven Millennium Development goals, anti-corruption
measures, and all other measures right up to and including “environmental justice”.

Reporting
Reporting drives innovation We interpret the broad international development process behind the sustainable re-
porting of (major) companies as a driver of innovation. We will systematically further
develop internal monitoring, external reporting and verifiability, on the basis of best
available data. We will continuously highlight our numerous areas of competence in
key sustainable processes through the highest possible levels of transparency – both
internally and externally – and continue to emphasise these aspects in the long term.
Energy efficiency and emission reductions The outstanding global political importance currently accorded to all aspects of global
at the top of the priority list climate change since the presentation of the latest “fourth“ IPCC report, is also re-
flected in the proposed regulations presented by the European Commission concern-
ing the incorporation of aviation in the European Emissions Trading System (ETS). As
a consequence, the TUI airlines’ CO² emissions data for 2004 – 2006 (see p. 59 ff) is
not only of major importance for the future assignment of emissions certificates, we
also expect emission guidelines to be of enormous significance for future emissions
reporting. TUI airlines’ internal reporting must not only ensure that its data is of the
highest quality in this context, it must also, and just as importantly, reduce TUI’s CO²
footprint to the lowest possible level by the urgent operative requirement to achieve
the highest possible levels of fuel and energy efficiency. This has already been organi-
sationally implemented to a large degree in the corporate centre functions in recent
years at a pan-country and pan-divisional level. The average fleet consumption (Ø
3.08 l/100 pkm), and the associated CO² emissions data (Ø 79.5 g/pkm) are available
“Low carbon through least cost” on a monthly basis for analysis and control: “Low Carbon through Least Cost“ (effi-
cient low carbon management through least cost energy efficiency – cf.: 1981, Amory
Lovins, Least-Cost Energy: Solving the CO² problem).
Although the energy intensity of the tourism and transport divisions is rightly seen as
a key sustainable development performance indicator, too little attention is still given
to the all important aspect of sustainable consumption behaviour. However hard we
may try to influence customer satisfaction and customer loyalty with all of the CRM
instruments at our disposal, it is still impossible to predict when relevant customer
segments will attempt to avoid or limit direct or future impact on the environment
and society through their buying choices on the basis of well informed and conscious
Winning consumers for “sustainable consumption decisions – such as ethical/moral values or specific environmental and
consumption“ is a key priority social product and services criteria. We attempt through product responsibility and
the development of sustainable products (cf. p. 126 ff) to win-over our customers
in this direction. Only when there is a significant willingness for consumers to pay
for these sustainability benefits will we be able to implement the crucial conditions
required to satisfy the interests of our shareholders and employees on the basis of
sustainable profitability, and to satisfy the needs of the general public. This is our
main priority!

Reporting
Internal and external reporting

Basis, principles, target conflicts
in the 2004 – 2007 reporting period
Internal environmental and sustainability reporting

Corporate centre Group Corporate Environmental Management/Sustainable De-
velopment regularly analyses the environmental and sustainability performance of
TUI AG Group companies at the end of each financial year. This procedure was rolled
out Group-wide for the first time in 2002. The key performance indicators for the
whole Group have therefore been available with some restrictions since 2004, and
completely available since 2005. Data series for the most important key performance
indicators across the Group are therefore available for 2004, 2005 and 2006. The
results are published annually in the TUI AG annual report and on the internet at
www.tui-sustainability.com.
TUI presented the first (written) environ-
mental report in March 1996 to the then In the context of the continuous improvement process (CIP), the internal reporting
German Environment Minister Dr Angela of the Group companies is not only beneficial for compiling all relevant environmen-
Merkel at the International Tourism Fair tal and sustainability information at a Group level, but also an important stimulus
in Berlin. for promoting the systematic improvement of the sustainability and environmental
performance of all TUI AG Group companies.
External reporting as an integral part of Group reporting

Alongside the dynamically changing and continuously increasing demands made on
companies with respect to internal and external transparency and accountability, TUI
sees environmental and sustainability communication as a continuous, flexible de-
velopment process focused on dialogue. Environmental reporting has been deliber-
ately included within the company’s annual reports since 1995 as a corporate policy
signal, and has been expanded ever since. Environmental and sustainability reporting
is thus an integral part of Group-wide reporting with respect to financial accounting
and reporting, investor relations and corporate communications.
Internet-based environmental and sus- This sustainability report therefore follows up directly on the Group environmental
tainability communication is always the report 2003/2004 “Managing sustainably in the World of TUI”. The reporting period
medium of choice in our opinion because for the latest report covers 2004 to 2007 and documents the results of our activities
of its updatability, easy access, transpar- in the environmental and sustainability sector.
ency and dialogue benefits. Published
documents can be studied at any time on
the internet.

Reporting
Principles*
Truth
Significance
Clarity
Continuity and comparability
Target conflicts: challenges of the Group-wide collection of environmental and

sustainability indicators
The business model of a vertically integrated tourism group, i.e. the TUI AG Tour-
ism division, which is structured with its own assets along the whole value chain
(travel agencies, tour operators, transport, destination agencies and holiday hotels),
is reflected in the extremely heterogeneous structure of reporting “cultures“ in the
internal monitoring and reporting processes of the small, medium-sized and major
multinational business units making up “World of TUI”, and an equally heterogeneous
constellation of specific environmental aspects and environmental activities.
On top of all this (cf. targets 2004 – 2007) there is also the problem that the specific
TUI stakeholders in the different TUI markets place very different national demands
on businesses and thus create a different national sustainability agenda in each coun-
try. Another aspect is that corporate social responsibility (CSR) plays a much more
important role as a reporting indicator in northern and western Europe in particular,
including the UK. Because the drivers of sustainability in the financial markets (e.g.
*cf. German Ministry of the Environ- through SRI platforms, sustainability rankings and ratings, analysts and researchers)
ment, Nature Protection and Reactor continually change the weighting of their questionnaires and the resulting corporate
Safety (publisher), March 2007, Sus- profiles, TUI environmental and sustainability reporting is forced to continuously re-
tainability reporting: Recommenda- view its content and adjust itself to the new external demands.
tions for good corporate practise.
Our internal reporting (in the light of the simultaneous changes taking place in the
company portfolio and ongoing, specific internal restructuring measures) is not al-
ways able to keep pace, neither formally nor structurally, with the dynamism of the
further development of sustainability reporting – for instance the new GRI G3 guide-
lines, or the structure of the ISO 26 000 guidance document. In the conflict of target
priorities between environmental, social and societal sustainability indicators (e.g.
between climate policy, fighting poverty, upholding human rights and anti-corruption
prevention) sustainability reporting inherits structural incontemporanities which can
only be ironed out in the long term. We therefore consider a reporting period of three
years to be the most productive. The focus on the relevant social sustainability indi-
cators is much sharper and is taken into consideration in the internal monitoring and
reporting processes. The presentation of the relevant economic sustainability indica-
tors, which have mostly been deliberately pushed into the background in the context
Potential of economic sustainability of the societal and political debate, needs to do much more to acquire the weight it
for the triple-bottom-line deserves. We have been able to achieve this adequately so far. There is enormous
potential for adequately presenting and evaluating the necessary corporate contribu-
tion to economic sustainability.

TUI at a glance
Evaluation by external stakeholders
Positioning in influential sustainability indices

International rating agencies and sustainability analysts confirm that the 2006 finan-
cial year was another successful year in which TUI delivered a convincing sustain-
ability performance. In September 2006, TUI AG became the only tourism com-
pany worldwide in the Travel & Tourism subsector to be included in the Dow Jones
Sustainability Index (DJSI) World. TUI boasts top scores here in categories including
biodiversity, eco-tourism and climate protection, and sets the benchmark in its sub-
sector for risk and crisis management. TUI also maintained its position in interna-
tional ethical indices: FTSE4Good (since 2004), ASPI Eurozone (since 2001) and the
Ethibel Pioneer Index (since 2005). TUI AG joined the ECPI Ethical Index €uro with
effect from 31 January 2007. Incorporation in these weighty financial market indices
for sustainable investment highlights how successfully TUI manages to harmonise
real business policy across the Group with the demands placed on a global company
committed to responsible and sustainable corporate governance.
Background: Indices enable sustainability-oriented investors to invest intelligently

in companies which fulfil globally recognised standards for stakeholder and environ-
mental responsibility. Dialogue with analysts and investors also highlights important
and useful aspects which can be fed back positively into the company. The demands
of sustainability ratings and the information required by independent index provid-
ers, research organisations and specialised investment funds are permanently taken
into consideration in the further development of external reporting. The compre-
hensive analysis of the company’s performance and the elaboration of a risk profile,
In sustainability dialogue with the naturally also has to include the non-financial aspects of the company’s business ac-
international financial community tivities. The environmental and sustainability orientation of the company is therefore
gaining in importance in the eyes of “mainstream“ financial analysts.
TUI AG has therefore been registered on the independent internet platform www.
sustainable-investment.org since December 2003. This website was developed un-
der the auspices of the United Nations Environment Programme (UNEP) to improve
transparency for sustainable investment in Europe.
Credit ratings. Ratings published by independent rating agencies are an impor-

tant prerequisite for efficient and flexible access to financial markets. They support
foreign financiers in their assessment of the risk situation of companies and their
financial instruments.
TUI’s financial strength is evaluated at regular intervals by the rating agencies

TUI was placed first in the “Environment“ Standard & Poors and Moody’s. The ratings of each company and other detailed
category of the Good Company Ranking information are available on the Group website www.tui-group.com under Investor
2006 which rated the 120 largest Euro- Relations/Ratings.
pean companies.
10 TUI Sustainability Reporting 2006/2007

TUI at a glance
Group economic indicators
Economic indicators
2006 2005 Var. %
Turnover by divisions
Tourism € million 14 084 14 097 - 0.1
Shipping € million 6 254 3 834 + 63.1
Other € million 578 1 688 - 65.8
Group € million 20 916 19 619 + 6.6
Earnings before interest, tax, depreciation and amortisation (EBITDA)

Tourism € million 781 734 + 6.4
Shipping € million 212 454 - 53.4
Other € million - 24 192 n. m.
Group € million 969 1 380 - 29.8
Earnings by divisions (EBITA)

Shipping € million - 106 319 n. m.
Group € million 232 850 - 72.7
Underlying earnings by divisions (underlying EBITA)

Shipping € million 8 323 - 97.6
Group € million 369 707 - 47.9
Net profit for the year € million - 847 496 n. m.

Earnings per share € - 3.66 2.29 n. m.
Assets
Non-current assets € million 10 141 11 883 - 14.7
Current assets € million 2 873 3 491 - 17.7
Total assets € million 13 014 15 374 - 15.4
Equity and liabilities

Equity € million 3 010 4 367 - 31.1
Non-current liabilities € million 5 262 5 288 - 0.5
Current liabilities € million 4 742 5 719 - 17.1
Total equity and liabilities € million 13 014 15 374 -15.4
Equity ratio % 23.1 28.4 -18.7
Cash flow from operating activities € million 467 965 - 51.6
Capital expenditure € million 750 1 138 - 34.1
Net debt € million 3 211 3 807 - 15.7
TUI Sustainability Reporting 2006/2007 11

TUI at a glance
Group environmental indicators
Selected Group-wide environmental indicators

To present the broad activities of the two divisions in transparent and reproducible
indicators, the relevant environmental impacts were determined following an envi-
ronmental aspect analysis based on the criteria defined by the international standard
ISO 14001, and by the selection of appropriate meaningful indicators. The proce-
dures used to determine these indicators were adapted by taking into consideration
international reporting standards (including the G3 guidelines of the Global Reporting
Initiative (GRI)).
Absolute environmental indicators

2006 2005 2004
Energy
Direct energy usage EN3 TJ 229 805 120 171 109 520
Indirect energy usage EN4 TJ 3 036 2 904 3 498
Energy usage (total) TJ 232 840 123 075 113 017
Water
Water usage (total) EN8 m³ 17 258 961 16 599 422 20 493 664
Biodiversity
Total land requirement with high biodiversity EN11 m³ 2 463 907 2 710 486 –¹
Emissions, discharges, waste
CO² (direct) EN16 t 15 980 801 8 027 265 7 394 587
CO² (indirect) EN16 t 459 148 438 198 527 140
CO² emissions (total) EN16 t 16 439 949 8 465 463 7 921 727
NOx (direct) EN20 t 334 266 114 543 106 969
SOx (direct) EN20 t 201 106 54 452 51 647
CO (direct) EN20 t 1 990 2 005 1 866
HC (direct) EN20 t 319 290 294
Waste EN22 t 59 989 48 913 8 160
Hazardous waste EN22 t 0 15 0
¹Not available
Energy and emissions are divided into those which are either used or generated
directly or indirectly. Direct energy usage in this case consists of the use of fossil fuel
and heating fuel. Indirect energy corresponds with the use of energy in the form of
electricity, district heating, etc. The terms also apply analogously to emissions. The
calculation methods used to determine the indicators in each case are presented at
the TUI AG website. Trends are discussed in the individual chapter.

TUI at a glance
Operating business indicators

2006 2005 2004
TUI airlines
Number of aircraft number 120 116 106
Average age years 10.1 10.0 9.4
Flight cycles 1 000 149.9 142.7 123.5
Number of available seat kilometres million ASK 77 000 74 400 67 344
Passenger kilometres million PKM 64 059 63 206 57 238
Hapag-Lloyd Container Shipping
Number of ships number 138 133 51
Capacity TEU 467 000 412 866 192 000
Transport volume TEU 1000 5 004 3 100 2 400
Hapag-Lloyd Cruises/Thomson Cruises
Number of ships number 8 8 6
Passenger miles million PNM 10 057 8 772 5 676
TUI Hotels & Resorts
Number of hotels number 279 279 275
Capacity number 164 844 164 844 154000
Overnight stays million 36.1 34.1 31.1
Some of the indicators are approximations because complete coverage of the report-
ing period is disproportionate to the effort involved in collecting the data, or the given
infrastructure in some Group companies does not yet allow the precise collection of
quantitative data.
The operating business indicators represent the environmentally-relevant business

parameters. The specific environmental performance indicators derived from these
parameters are discussed in the following chapters in detail. The number of aircraft and
ships, the age of the fleets, and the figures for the total capacity of the Container Line
were determined as per 31 December 2006 and therefore correspond to the figures re-
ported in the TUI AG annual reports. Whilst the operative financial figures already take
into consideration the integration of CP Ships into the Group, they are still dealt with
separately in the environmental indicators for 2005 for the purpose of transparency.
However, the container ships of CP Ships were fully incorporated in the environmental
parameters calculated for 2006.

TUI at a glance
Group employee figures
Changes in headcount and personnel structure

The TUI Group employed 53 930 staff worldwide on the reporting date, this is 14.3 per
cent less than the previous year. The structure of the Group’s personnel changed as a
result of divestments. The Tourism segment still accounts for most of the workforce
with a proportion of 82.3 per cent this year following 80.2 per cent last year. 15.9 per
cent of the staff are employed in the Shipping segment, down from 14.4 per cent the
previous year. The number of employees in corporate centre functions changed con-
siderably after the sale of Wolf GmbH. Corporate centre functions now only employ
1.8 per cent of the total workforce, compared with 3.5 per cent the previous year
Personnel by divisions
31.12. 2006 31.12. 2005 Var. %
Tourism 44 409 50 498 -12.1
Central Europe 9 411 9 691 -2.9
Northern Europe 14 711 16 254 -9.5
Western Europe 6 504 6 904 -5.8
Destinations 13 783 12 866 +7.1
Other tourism – 4 783 –
Shipping 8 571 9 077 -5.6
Hapag-Lloyd 7 742 4 161
CP Ships 829 4 916
Central operations 950 2 183 -56.5
Continuing operations 53 930 61 758 -12.7
Trading – 1 189 –
Discontinuing operations – 1 189 –
Total 53 930 62 947 -14.3
Tourism. The number of employees in Tourism at the end of the financial year
was 44 409, 12.1 per cent down on the previous year. The change in the number of
employees varied according to the specific segments. The number of employees in
Central Europe declined by 2.9 per cent to 9 411, particularly because of reductions
in the aviation workforce. Northern Europe posted a reduction of 9.5 per cent to 14
711, because the restructuring measures implemented in 2005 only came into full
effect in some cases in 2006. Western Europe reported a decline in its workforce of
5.8 per cent to 6 504. This is mainly attributable to the sale of the special tour opera-
tor and incoming agency business in the Netherlands, as well as the closure of travel
agencies in France. Increases in this segment were associated with the capacity-re-
lated expansion of the Belgian airline. The number of employees in the destinations
rose by 7.1 per cent to 13 783.

TUI at a glance
Shipping. The number of employees in Shipping declined by 5.6 per cent year-on-
year to 8 571 employees in 2006 following the complete integration of CP Ships.
Central operations. The number of employees in central functions declined by 56.5

per cent to 950 (of which 465 employees in the corporate centre) as a result of the
sale of Wolf GmbH.
Seasonal trends. The development of the size of the workforce during the course
of the year is strongly dependent on seasonal fluctuations in the Tourism workforce,
particularly in the hotel companies and destination agencies. The average number of
employees in the destinations segment in the summer months from June to August
is therefore 20 802 as a result of the temporary employment of seasonal staff, com-
pared to 13 783 employees at the end of the year. The average number of employees
in 2006 in the Tourism segment overall was 49 499, but 11.9 per cent lower at the
end of the year at 44 409.
International headcount
The TUI Group’s workforce continues to be mainly in Europe which accounts for 86
per cent. 21 per cent of the Group workforce were employed in Germany, 24 per cent
in the UK, 13 per cent in France and the Benelux countries, 14 per cent in Spain and
3 per cent in Nordic countries. 14 per cent of the workforce were employed by Group
companies outside of Europe, mainly by Hapag-Lloyd in America and Asia.
Personnel by regions
31.12. 2006 31.12. 2005 Var. %
Germany 11 112 15 750 -29.4
UK/Ireland 12 975 15 165 -14.4
Nordic countries 1 599 1 623 -1.5
France/Benelux countries 7 202 8 552 -15.8
Spain 7 656 7 369 +3.9
Rest of Europe 5 729 4 843 +18.3
America 4 149 5 737 -27.7
Other countries 3 508 3 908 -10.2
Total 53 930 62 947 -14.3

TUI at a glance
Personnel costs
Personnel costs increased by 5.7 per cent to Euro 2 435 million primarily through
the full twelve month incorporation of CP Ships, as well as restructuring costs in the
Tourism and Shipping segments. Notes to the consolidated financial statements con-
tain details on each of the items.
Personnel costs (in € million)

2006 2005 Var. %
Wages and salaries 1 968 1 842 +6.8
Social security contributions,
467 462 +1.1
pension costs and benefits
Total 2 435 2 304 +5.7
Training ratio
The training ratio of the German TUI companies matched last year’s high level
of 6.5 per cent.
Part-time employee ratio

The proportion of part-time employees across the Group in 2006 was around
21 per cent.
Female employee ratio

The proportion of female employees across the Group in 2006 was approx.
65 per cent.

Our business
Short portrait
TUI is an internationally active group and has concentrated since
2005 on two growth segments: Tourism and Shipping. We occupy
leading market positions in both these segments and are positioned
as a quality provider. TUI AG announced on 19 March 2007 that it
would be merging its Tourism segment – with the exception of the
hotel group companies managed by TUI Hotels & Resorts – with
the British travel group First Choice Holidays PLC. This will create
one of the largest travel groups. The company will be headquar-
tered in the UK and quoted on the London Stock Exchange. TUI AG
will hold a majority stake of 51 per cent in the new company, whilst
the shareholders of First Choice Holidays PLC will hold 49 per cent.
TUI Travel PLC will be fully consolidated within the TUI AG consoli-
dated financial statements.
TUI AG and First Choice Holidays PLC published a brochure on the

planned merger between the TUI Tourism segment and First Choice
on 29 June 2007. The brochure contains detailed information on
First Choice, the TUI Tourism segment and the future TUI Travel
PLC. Merging on 3 September 2007.
First Choice’s sustainability reporting is published under “Environ-

ment and People Report”.

Our business
Value chain assets

Each link of the value chain
Group structure and business activities

TUI improves the quality of life, and conserves the natural environment at the compa-
ny’s locations and in its tourism destinations by integrating the company’s economic
targets with its commitment to its employees, the environment and society, as mani-
fested in the large number of socially and environmentally related initiatives. These
measures also reduce the company’s commercial risks.
The TUI Group today encompasses two core business activities: Tourism and Ship-
ping. This concentration was the result of the restructuring process completed in re-
cent years which completely transformed the Group’s trade investment portfolio from
an industrial conglomerate to a pure services company.
Tourism – well positioned

With a turnover of around Euro 14.1 billion in the Tourism segment in 2006, the Group
is the largest integrated tourism group in Europe, and represented at each link of the
tourism value chain. The portfolio comprises around 3 200 of its own travel agencies,
70 tour operator brands, 120 aircraft, 35 agencies, and 279 hotels in the destinations
with a capacity of around 165 000 beds.
TUI is a one-stop shop for holidays, providing its customers with everything required
from bookings, flights, and accommodation in the Group’s own hotels, not to mention
holidaymaker-care by the Group’s own holiday reps in more than 70 destinations. The
Group therefore covers each link of the value chain from source market (sales market)
to destination (holiday region). Its presence at each link along the tourism value chain
safeguards the quality of its products. Connections between each link along the value
chain are aimed at constantly maintaining the highest possible occupancy levels of its
aircraft seats and hotel beds.
The tourism value chain

Our business
Distribution – from classic channels to innovative ideas

With 3 200 of its own travel agencies, TUI is active in 18 countries. TUI has a particu-
larly dense network of travel agency bureaux in Germany, the UK, the Netherlands
and Belgium.
Customers now increasingly expect their tour operator to provide information and
booking options around the clock. This means that bookings are now not only pos-
sible at the high street travel agency distribution outlets, but also by telephone via
the company’s own call centres, and the internet. The Group’s own tour operators
and airlines also provide a wide range of individual direct booking options on their
websites.
Tour operators – blanket coverage

With around 70 tour operator brands, TUI is present in 18 European source mar-
kets. The source markets, or sales markets as they are otherwise known, are the
regions in which the product “travel“ is distributed directly via the tour operators.
The Group’s core business is currently concentrated in Europe: divided up at TUI into
the Central Europe, Northern Europe and Western Europe segments. Central Europe
encompasses the source markets in Germany, Austria and Switzerland, as well as
Eastern European countries. The source markets in the UK, Ireland, Scandinavia and
Russia are managed under Northern Europe. The Western Europe segment covers
the source markets in France, the Netherlands and Belgium. The Group’s most well
known tour operator brands in 2006 included TUI, Gebeco, ROBINSON, airtours,
Thomson, Fritidsresor, Star Tour, jetair, Gulet, Arke and Nouvelles Frontières. Prod-
ucts include complete package tours as well as modular bookable building blocks
such as single flights, hotel accommodation, excursions in the destinations, and hire
cars.
Flights – quality in all market segments

The TUI Group’s tourism portfolio includes the following airlines: TUIfly.com (a
new brand created in January 2007 by merging the airlines Hapag-Lloyd Flug and
Hapag-Lloyd Express as part of the Group’s new airline strategy), Thomsonfly, TUIfly
Nordic, Corsair, TUI Airlines Nederland and TUI Airlines Belgium. The TUI airlines op-
erated 120 aircraft at the end of the 2006 financial year. Two further Group aircraft
were leased to a third party. The international team at TUI Airline Management in
Hanover runs the strategic central function for the whole fleet: management, plan-
ning, IT, purchasing, flight operations, servicing and maintenance. This produces syn-
ergy effects and reduces costs. All the airlines benefit from this service but continue
to operate as independent companies with local profit accountability. Closeness to
their own source markets means they can continue to react directly to customer
requirements.

Our business
Destinations – satisfied guests

The Destinations segment encompasses the TUI destination agencies as well as the
Group’s hotel companies managed by TUI Hotels & Resorts.
Destination agencies. Customers around the world spend their holidays in the
destinations. To look after our guests in the best possible way, the TUI Group is rep-
resented in all continents by trade investments in destination agencies. TUI’s most
important destination agencies are TUI España, TUI Portugal, TUI Hellas, TUI Türkiye
and TUI Bulgaria, as well as associated agencies in Cyprus, Tunisia and Morocco.
These agencies bundle all of the holiday rep activities at the locations and organise
transport of the guests from airports to hotels. The central Destination Management
department in Hanover plays a coordination and interface role. Agencies support the
core business of the tour operators with their service, and thus make a major contri-
bution to customer satisfaction and quality assurance.
Hotels. The stay in a hotel is the crucial part of the holiday experience and thus
the key to customer loyalty. TUI Hotels & Resorts manages 279 hotels. TUI Hotels
& Resorts includes hotel brands with high performance, quality and environmental
standards reflecting a range of hotel concepts and located at prime locations in the
holiday destinations. The hotels include well known brands such as Riu, Grecotel,
Grupotel, Iberotel, Dorfhotel, ROBINSON, Magic Life, Paladien and Nordotel.
As the link between the World of TUI tour operators and hotel partners, TUI Hotels
& Resorts guarantees the strong positioning of the Group’s products and brands
with respect to one another and the competition. Optimal source market and desti-
nation strategies are guaranteed by the joint planning and development of new hotel
projects with the Group tour operators and the hotel companies involved in each
case.

Our business
Shipping – on the move worldwide

The Shipping segment is divided into Container Shipping and Cruises run by the
operative Group companies Hapag-Lloyd AG and Hapag-Lloyd Kreuzfahrten GmbH
respectively. The Shipping segment created a turnover of around Euro 6.3 billion in
the 2006 financial year and employs 8 571 staff.
Container Shipping – efficient goods transport worldwide

Hapag-Lloyd is globally active. With over 330 offices and agencies in more than 100
countries, the company boasts a presence on all five continents. As one of the lead-
ing providers of house-to-house international container transport, Hapag-Lloyd
chose the principle of “one partner, one system“ to provide complex logistics services
along the whole transport chain, backed up by a comprehensive package of services.
The main challenge in the Container Shipping business in 2006 was the integration
of the Canadian container shipping company CP Ships acquired in October 2005. At
the end of the 2006 financial year, Hapag-Lloyd operated 138 ships, including all of
the CP Ships fully integrated in 2006. Hapag-Lloyd’s scheduled shipping business in
the 2006 financial year reached a global transport capacity of 5 million standard con-
tainers (TEU, Twenty Foot Equivalent Unit). Container Shipping therefore generated
an overall turnover of around Euro 6.1 billion.
Cruises – modern holidays

In addition to Container Shipping, the Shipping segment also incorporates Hapag-
Lloyd Kreuzfahrten GmbH (Cruises). This company boasts cruise liners positioned
in the luxury and premium segments in the German market, and particularly in the
lifestyle and expedition cruises business. The fleet includes the following cruise liners
“MS Europa“ (5-star plus), “MS Hanseatic“ (5-star), “MS Bremen“ (4-star) and “MS
Columbus“ (3-star). Their holiday routes criss-cross the seven seas.

Our business
Corporate Governance
The actions of TUI AG’s management and control bodies are determined by the prin-
ciples of good and responsible corporate governance.
Full compliance with the recommen- Corporate governance at TUI complies fully with the regulations and aims of the
dations of the German Corporate German Corporate Governance Code. The executive board and the supervisory
Governance Code board discussed the updating of the Declaration of Compliance with the German
Corporate Governance Code at its meeting on 14 December 2006 and issued its joint
declaration of compliance pursuant to Section 161 German Stock Corporation Act. It
is permanently made available to the public on TUI AG’s website. TUI AG therefore
complies fully with the regulations in the latest version of the German Corporate
Governance Code dated 12 June 2006.
Cooperation between the executive TUI AG is a company governed by German law and therefore regulated by the Ger-
board and the supervisory board man Corporate Governance Code. One of the basic principles laid down in the Ger-
man Stock Corporation Act is the dual governance system made up of the executive
board and the supervisory board – each with their own special areas of competence.
The executive board and the supervisory board of TUI AG work closely together in
a professional relationship characterised by trust in pursuing their responsibilities to
manage and supervise the company.
The supervisory board advises and supervises the executive board during its
management of the company. It is involved in strategy and planning decisions, and
consulted on all issues of fundamental importance to the company. The articles of
association covering the executive board include supervisory board consent provisos
covering major transactions – such as defining the annual budget, and major acquisi-
tions and disinvestments. The chairman of the supervisory board coordinates the
work of the supervisory board, convenes its meetings, and acts as its spokesman.
The executive board informs the supervisory board comprehensively and punctu-
ally in writing and at its regular meetings on how business is doing, the status of the
Group, and its risk management. Extraordinary supervisory board meetings may be
convened when necessary to discuss significant events. The supervisory board has
defined its own articles of association to regulate its work. The representatives of
the shareholders and the employees meet separately if necessary when preparing
for the meetings.

Our business
In accordance with the Co-determination Law and its articles of association, the TUI
AG supervisory board has 20 members, of which half are voted in by the sharehold-
ers and half by the employees. They both have the same period in office. There
are currently no plans to introduce different periods of office for the shareholders’
representatives. In accordance with the new regulations laid down by the German
Corporate Governance Code, the representatives of the shareholders were voted
onto the supervisory board separately at the last election which took place at the
annual general meeting on 10 May 2006. The supervisory board does not include any
former members of the TUI AG executive board. The supervisory board includes an
adequate number of independent members with no commercial or personal relation-
ships with the company or its executive board. The period of office of members of
the supervisory board is five years, and the current period of office ends at the an-
nual general meeting in 2011.
The supervisory board has formed two committees from its members – the execu-
tive committee and the audit committee – to prepare and supplement the overall ac-
tivities conducted by the supervisory board. The executive committee and the audit
committee each consist of six members equally divided up amongst the representa-
tives of the shareholders and the employees. The chairman of the audit committee
has special knowledge and experience in the application of auditing principles and
internal auditing methods by virtue of his profession. There are no plans at present
to set up any additional committees.
Transparency TUI immediately, regularly and simultaneously informs the public and the financial
markets about the economic situation of the Group and any relevant new informa-
tion. The annual report and the interim reports are published within the specified
deadlines. Press releases and ad hoc statements where necessary provide informa-
tion on any new events and developments. Shareholders and interested members of
the public can also subscribe to a newsletter which reports on all of the new aspects
concerning the Group. All information is made available simultaneously in German
and English and is published in print, as well as suitable electronic media such as e-
mail and the internet. The www.tui-group.com website also provides comprehensive
information on the TUI Group, TUI shares and the whole “Sustainable development“
complex.

“Las Cañadas del Teide“ National Park

(Tenerife, Canary Islands) as an example
of TUI’s biodiversity strategy: Protecting
nature conservation areas by acquiring
UNESCO World Natural Heritage Site
status (2007).
Strategic
management processes
Sustainability management
Philosophy and principles
Compliance
Risk management
Safety and crisis management
Innovation management

TUI is a globally active

company
which cannot isolate itself from the growing and broad-based social
expectations for sustainability leadership. TUI faces these complex
challenges and the associated target conflicts with professionalism
and competence. We are fully aware that we must provide convin-
cing arguments. The public is not just interested in how much we
earn but how we earn it.

Sustainability management across the Group
Sustainability – a key element of our corporate strategy

“Going beyond“ – going the extra mile, and dedication to create something new, is
a dynamically lived part of TUI’s corporate culture. Innovative strength, fascinating
products and committed staff guarantee TUI’s long-term economic success. A major
part is also played here by the company’s good reputation founded on its enthusias-
tically endorsed responsibility towards people and the environment. We are there-
fore fully committed to our sustainable and future-oriented corporate governance.
“Going beyond“ here for TUI also means breaking new ground, setting the pace, and
a deeply rooted commitment to do more than merely implement the letter of the
law: it means a real caring approach, the professional handling of commercial risks,
and high levels of transparency towards all of our stakeholders. As a tourism market
leader, and employer of over 53 000 staff, we are therefore fully aware of our major
social responsibility. We therefore voluntarily incorporate social and environmental
aspects in our general business activities.
Sustainable development for TUI means a profit-oriented corporate strategy which

incorporates environmental and social needs. This means harnessing the potential
cf. particularly Chapter “Reports, of our staff through motivation and flexible workflows organised by the employees
reporting”, p. 73-75 itself. It means binding employees to the company in the long term, and ensuring
that the company has a high quality inflow of young staff through its training meas-
ures and awareness campaigns in universities. It means promoting and safeguarding
the health and safety of our employees. It stands for the responsible use of natural
resources and the environment at our locations and holiday destinations, as well as
developing and continuously improving environmental management systems, and
integrating environmental and product quality. Other aspects include being involved
in a responsible way as a member of the society at our office locations and holiday
destinations, and acting prudently when using the areas of influence at our disposal.
It also means incorporating the often contradictory expectations within feasible
long-term solutions by engaging in a continuous and open dialogue with all of our
stakeholders.
Our commitment to our employees, the environment and society is therefore no

superficial obligation but rather a duty in our own best interests to maintain our
market leadership and protect the future competitiveness of our company. And this
not only applies internally to our Group: we are increasingly expected to also take
into consideration environmental, social and economic aspects when selecting our
business partners.

Our sustainable development principles

We promote innovation and the development of high quality products.
We are an attractive employer for our staff, junior employees and young talent.
We use resources (e.g. water, land with high biodiversity) with the aim of reducing
the environmental impact of the Group by implementing continuous improvement
strategies.
We invest in efficient energy and engine technologies to avoid global climate
change.
We are oriented to the needs of our customers.
We are actively involved in the economic, environmental and social development of
our business locations and destinations.
Organisation
Cooperation between the corporate centre departments and Group companies is
required to implement and shape sustainability strategies across the Group. TUI set
up a CSR Council for this purpose coordinated by Group Corporate Environmental
Management/Sustainable Development.
The CSR Council includes representatives from relevant corporate centre depart-
ments. The CSR Council reports to the executive board member responsible for
sustainable development. It is also closely networked with the environmental and
sustainability coordinators of the Group companies who meet once a year at the
special “CoCoS“ meeting (Coordinators’ Conference for Environmental Management
and Sustainable Development). These conferences focus on environmental and social
sustainability, and reporting the performance and best practise examples of all Group
companies.

econsense – Forum for Sustainable Development of German Business

Open dialogue and transparency are permanent aspects of our corporate values.
As one of the founding members of econsense, TUI AG has committed itself vol-
untarily to pursue environmental, economic and socio-political sustainability. The
“Forum for sustainable development“ is an initiative of German business represent-
ing leading national and international companies and organisations which have inte-
grated the principles of sustainable development within their corporate strategies
to tackle the associated economic, environmental and socio-political issues.
It engages in open dialogue with business and policy makers, stakeholders in NGOs,
scientists and the public, to discuss the responsibilities and opportunities of sustain-
Active membership in globally active able development. This involves the elaboration of political strategies to get to grips
sustainability networks with the challenges of sustainable development. The forum has set itself the task of
generating ideas, supporting sustainable development with concrete activities, and
discussing strategies, policy and business demands, and concrete solution possibili-
ties.
As a member of econsense, we stand for the following business principles:

We pledge to treat all resources compatibly with the principles of sustainability,
and to align our actions to the recognised national and international guidelines
and treaties.
We are willing to use our skills in the interests of sustainable economics.
We intend to play an active and leading role in the political decision making proc-
ess on sustainable development by elaborating concrete and innovative solution
strategies.
Sustainable development in our interpretation includes transparency and open
dialogue. We therefore make ourselves heard nationally and internationally as
qualified and committed contacts open for dialogue with policy makers, scientists,
stakeholders and business.
We promote the self-initiative and innovative strength of the business commu-
nity on behalf of sustainable development. We intend to expand our sustainable
development competence, and support and mentor as an active partner other
companies, private households, and the public sector to help foster greater sus-
tainability.

Tour Operator’s Initiative for Sustainable Tourism Development

To push forward and promote the concept of sustainable development, TUI
launched the Tour Operators’ Initiative for Sustainable Tourism Development
(TOI) in 2000 together with other tour operators and with the support of
UNEP, UNESCO and UNWTO. All of the members of this global initiative enter
voluntary self-obligations for the ecological, economic and social sustainability
of tourism development:
“As leading tour operators, we are co-responsible in a special way for the
wellbeing of the people we come into contact with as a result of our business.
This applies to our customers, so that they continue to benefit from opti-
mal services in future, as well as the inhabitants of our destination countries,
whose economic development depends on conservation of their natural envi-
ronmental conditions, cultural traditions and social customs. We firmly believe
that our business sector can make significant contributions in this context. In
our own long-term interests, as well as in the long-term interests and benefit
of our customers, we wish to do everything in our power to prevent at the
earliest possible stage any negative impact tourism may have on the economy,
employment, culture, society, nature and environment of the destination
countries, and to ensure that tourism produces positive results on prosperity,
quality of life and biodiversity.
In the holiday countries themselves we particularly wish to:

Make a contribution to the conservation of animals, plants and the coun-
tryside, and protect conservation areas and cultural heritage.
Ensure that land and soil, water, energy resources and other natural re-
sources are used carefully and economically, and that waste and environ-
mental pollution is avoided wherever possible.
Incorporate the local authorities in the destinations in tourism planning,
and promote the use of local products and services.
Strengthen our partners in private companies and the public sector in
creating sustainable structures for tourism, and further developing such
structures.
TUI is committed to national and interna- We shall firmly anchor the principles of sustainability in our corporate policies,
tional agreements continuously regulate all environmentally-related, cultural and social aspects
– Global Code of Ethics of our activities in destination countries, and inform the public about our
(UN World Tourism Organisation) activities. And in particular, we wish to encourage our customers on the basis
– Guidelines of the Tour Operators’ of carefully planned educational campaigns to understand and respect the
Initiative for Sustainable Tourism culture and customs of people in the countries they visit as holidaymakers,
Development recognise the causes of any existing environmental problems, to change for
– The principles of econsense – Forum for the better any harmful behaviour in this context, and to commit themselves
Sustainable Development of German to the sustainable use of natural resources.”
Business

Our foreign companies are also involved in sustainable development networks:
Win-Win for customers and destinations

TUI UK is a member of the British Travel Foundation (the former Sustainable Tour-
ism Initiative). The purpose of this independent organisation is to support the tour-
ism industry in its efforts to promote sustainable tourism. TUI UK and the Travel
Foundation work closely together to concentrate their activities on protecting and
improving the environment, and preserving cultural traditions in communities at the
holiday destinations.
A range of projects presenting ideas and testing solutions have been initiated in
cooperation with the local destination management and partners. The results of
these projects are used to formulate guidelines for the whole tourism sector. Thanks
to dedicated cooperation between TUI UK and the Travel Foundation, tourists enjoy
high quality holidays in the firm knowledge that their holiday destination is being
safely looked after and sustained for the benefit of future generations. Companies
benefit from being able to cater better to the needs of their customers, at the same
time as protecting the resources on which their own commercial futures depend.
The communities benefit from the higher profits generated by tourism, which have
a positive knock-on effect in local economies.
Tourism for Development

In France, the Nouvelles Frontières Group (TUI France) cooperates with the humani-
tarian organisation “Tourism for Development“ (TFD). This organisation finances and
supervises micro-projects concentrated on fighting extreme poverty in the tourism
destinations. TFD’s vision is to get tour operators to engage in regional projects to
improve and safeguard local living conditions. There are also broad opportunities
for travel companies and holidaymakers to become directly involved. Nouvelles Fron-
tières has opted for this involvement, combined with the wish to be a role model and
pioneer for the whole sector.

Corporate Guideline for employees
Doing business along sustainable economic, ecological and social lines

is an indispensable part of TUI’s corporate culture. This also includes
integrity in dealing with our business partners, employees, sharehold-
ers and the general public.
Corporate responsibility – rather voluntary than regulated

Precisely because we are a services group, we depend on impeccable behaviour to-
wards our partners, society and the environment to gain and maintain the trust of
policy makers and the general public. This gives us the room for manoeuvre we need
instead of regulation and control. It also simultaneously boosts our brand value and
our popularity as an employer. Corporate ethics at TUI is not a new “management
fad“ but an important element of modern future-viable corporate governance. Future
managers will need skills which go well beyond the traditional business administration
instruments. They will (ethically) reflect the position of the company in society, and
have to initiate suitable measures to implement responsible conduct. TUI has to work
every day to maintain its very positive global reputation. This involves hard work at
our locations and our destinations: through integrity and fairness, through high levels
of environmental and social responsibility and awareness, as well as dialogue-oriented
transparent business practices and actions.
This is the principle behind our Corporate Guideline for employees. It is the reason
why our strategic evaluations and our day-to-day business have always been based
on high ethical standards and the strict maintenance of mandatory stipulations. The
corporate image of our Group and the Group companies is crucially influenced by the
appearance, actions and conduct of each and every one of us. Every employee bears a
share of responsibility that we as a Group and each Group company enjoy high levels
of respect and an excellent reputation worldwide. The regulations are minimum stand-
ards and obligatory rules to be observed by all TUI Group employees. Every Group
company can add more far reaching regulations in line with their national benchmarks.
The regulations are intended to help meet the ethical and legal challenges of our day-
to-day work. They are a source of orientation in conflict situations. Precisely because
we are a services group, our commercial success depends on winning and binding our
customers through our impeccable conduct so that we continue to chart our success-
ful course in the markets in which we excel.
Guidelines as minimum standards

The guidelines reflect TUI’s values in the main areas affecting the way we conduct our
business:
Basic codes of conduct
Governance, accountability and supervision
Conduct with respect to business partners
Avoiding conflicts of interest
Conduct with respect to company property and facilities
Conduct with respect to information
Environment, safety and health
Irregularities

Compliance
TUI companies must comply with the environmental and occupational safety regula-
tions in each legal system in which TUI is active, as well as a number of international
treaties affecting the transport and aviation sectors. These laws, directives and trea-
ties regulate numerous aspects including aircraft noise, the emission of air, water and
soil pollutants, the use, transport and storage of hazardous goods, and the remedia-
tion of contaminated sites.
Observing the letter of the law The violation of environmental laws and directives can be punished by serious fines
and civil or criminal law sanctions. And the presence of contamination on TUI’s facili-
ties may require TUI to pay the remediation costs. It could also lead to environmen-
tal authorisations for some TUI companies being re-examined, modified or with-
drawn by issuing agencies. Even though TUI confirms that it materially complies with
the environmental laws and authorisations applicable to its business activities, costs
arise from time to time to comply with these demands. Environmental costs did not
have a significant influence on TUI’s business activities in the past, and TUI does not
expect environmental costs in future to reach serious levels, nevertheless, new in-
formation or future developments such as changes in laws and directives applying to
companies in the Group, could cause these costs to take on significant proportions.
TUI sold a number of companies involved in heavy industry, including companies

engaged in coal mining, steel making, shipbuilding and oil exploration, as well as
manufacturing companies. TUI may still be subject to environmental liabilities in
accordance with current legislation and via contractual guarantees issued by these
companies.

Risk management across the Group
The TUI Group is active around the world in its two core businesses, Tourism and
Shipping. These activities naturally involve risks which differ in accordance with the
type of business. These risks may be associated with its own business practices or
be caused by external factors.
Risk policy The principles of good corporate governance include the responsible management
of commercial risks. The principles of good and responsible corporate governance
determine the actions of TUI AG’s executive and supervisory boards. The TUI AG
executive board and the management across the TUI Group have access to compre-
hensive cross-Group and company-specific reporting and control systems support-
ing the identification, evaluation and control of these risks. These systems undergo
continuous further development, adjustment to changing conditions, and checking
by external auditors.
TUI’s risk policy is focused on continuously and sustainably increasing the value of
the company, achieving its medium-term financial targets, and safeguarding the
company’s long-term viability. It is therefore a vital part of overall corporate policy.
The purpose of risk management is to identify all types of risk early on, evaluate
them, and to limit their impact so that they are overridden by the economic benefits.
Risk management In fulfilling its overall responsibility within the Group, the TUI AG executive board has
elaborated regulations incorporating the main elements of risk management. They
apply to all companies within the Group. In addition, the executive board has imple-
mented a control and management system which regularly measures, evaluates and
controls the development of its businesses and the associated risks. The planning
and control system carries out monthly analysis on deviations between actual and
planned business developments, to identify risks early on which may jeopardise the
commercial success of the company.
The management in each company is responsible for early identification and report-
ing, as well as the handling of commercial risks. Control is in the hands of the next
higher management level in each case.
The relevant section of the management report in the TUI AG 2006 annual report
contains details on the TUI Group’s risk policy and risk management.

Safety and crisis management
TUI Deutschland’s tourism crisis management system was tested and certified by
independent experts from PricewaterhouseCoopers (PwC). The tour operator took
this step to make its holiday travel even safer.
The certificate confirms that TUI satisfies all the requirements for efficient crisis
management. The PwC experts carried out over 100 separate tests. These examina-
tions looked at various aspects including measures for crisis prevention, identifying
and overcoming crises, crisis management control activities, communication during
crises, and the organisation of crisis management.
The tests probed aspects such as whether TUI implemented suitable measures for
crisis prevention, such as security checks at hotels or transfer services, how quickly
information is passed on to the crisis management team, and whether the technical
infrastructure is adequate to cope with actual crises.
“On the basis of these tests, we came to the conclusion that TUI Deutschland
achieves in all areas the required classification “Standardised”, says Andreas
Borcherding from PwC. PwC also identified areas for improvement by the first tour
operator to subject its crisis management system to such comprehensive testing.
The improvement potential identified included further raising the “internal crisis
communications“ awareness and training of staff in destinations. TUI Deutschland
intends to undergo regular external testing in future.
Background
The testing was based on a new standard for tourism crisis management developed
by PwC. This was elaborated along the lines of well established national and interna-
tional risk management and quality standards: DIN EN ISO 9001, IDW Standard for
Testing Risk Early Warning Systems, and the Enterprise Risk Management/Integrated
Framework (COSO II).
Ten new standard elements overall were defined and examined: tourism crisis man-
agement objectives, crisis prevention, crisis identification, crisis analysis and evalua-
tion, tourism crisis management control activities, crisis communication, monitoring
and adaptation measures, tourism crisis management organisation and documenta-
tion.

Family Assistance Team, TUIfly

After a Swissair plane crash in 1998 in Canada, and the subsequent intensive report-
ing in the media on the way the relatives were handled, the Group carrier launched
a review to expand its emergency network to improve the in situ handling of victims
and relatives. Discussions with psychologists and other airlines gave rise to the idea
of the Family Assistance Team. Management began to recruit and train volunteers in
November 1998. An external trainer ran the three-day basic training seminar and ex-
tra refresher courses. These seminars teach the volunteers the fundamentals of dia-
logue and care during crises, as well as how to cope with stress and grief reactions.
The first real assignment was the emergency landing of an aircraft in Vienna in 2000.
The Family Assistance Team has continuously further developed since this time: the
team now includes around 100 voluntary members of staff. In addition to personal
contact and caring for the victims, their tasks also include organisational duties such
as procuring blankets, and all of the coordination involved in the activities behind the
scenes. The members of the team also assist TUIfly colleagues during abnormal situ-
ations such as a death on board an aircraft.
Emergency Care Team, TUI

A second team was established in February 2001 on the initiative of Klaus Rütt, TUI
AG crisis team manager, to directly support holidaymakers during crisis situations
in the holiday destinations. The team consists of 340 volunteer Group employees
forming sub-teams to help and assist TUI holidaymakers during potential emergency
situations. The members are chosen for their ability to communicate, their keenness
to make decisions, their ability to cope with stress, as well as their flexibility and their
patient “listening skills”. Members of the team must undertake three days of basic
training and annual one-day refresher courses. The team does not do first aid or
the work of trained psychotherapists: the emergency care team is there to provide
victims with help and advice in situ and act as first point of contact.
The two teams work together closely to be of immediate use to TUI customers
during serious situations, and to provide care and support.

Innovation management within the Group

TUI Innolympics 2006
Success factor: innovative power TUI recognises the innovative power and creativity of its employees as a major suc-
cess factor helping the company to maintain its commercial success and protect its
leading position in the highly competitive tourism market.
The “TUI Innolympics“ innovation campaign initiated across the Group by the execu-
tive board in 2006 was dreamed up to harness the wealth of ideas of all employees.
This motivation and promotion of creativity goes well beyond traditional “ideas man-
agement schemes”. The crucial aspect is the further development of creative ideas
to generate detailed concepts to enable rapid implementation in the market or roll
out across the Group. Achieving this objective requires the voluntary and expertise-
oriented formation and perfect coordination of innovation teams. Following the very
positive results of the first campaign, this innovation model is now to become a per-
manent part of business strategy, and product and process development.
Over 3200 ideas were submitted across the Group within the framework of this
initiative – impressively confirming the innovation potential of TUI employees. Many
high quality ideas were defined further and intensely analysed to evaluate their
implementation potential. The Local Innovation Teams (LIT) then became involved
in the detailed and often difficult selection process. Seven of these expert commit-
tees have been set up in TUI’s different source markets and platforms to ensure that
every submitted idea was properly evaluated. Following a difficult decision making
process and several selection stages, twelve concepts won through to win awards in
TUI Innolympics: prize giving ceremony four main categories.
New Products and Services Category

e.g. 1st place: “Guide Online“ – A virtual service for holidaymakers enabling custom-
ers to book their excursions or hire cars by mobile phone.
Marketing and Distribution Category

e. g. 3rd place: “EcoResort“ – The Group’s internal quality label “EcoResort“ signposts
hotels and clubs within the TUI Hotels & Resorts’ portfolio which fulfil the defined
key criteria.
Process Optimisation and Efficiency Category

e. g. 3rd place: “Pocket-format catalogues“ – Reducing the size of catalogues to 81
per cent of their standard dimensions to reduce paper consumption, production
costs and environmental impact.
New Business Models Category

e. g. 2nd place: “Enjoying health“ – By combining holidays with health schemes,
customers can do something for their health during their holiday and gain financial
allowances from their medical insurance companies.

TUI Innolympics accompanied by intense

internal reporting
“The seven Local Innovation Teams (LIT)

presented senior management with the
wealth of ideas generated by the em-
ployees at a poster session on Majorca.
Employees submitted more than 3 200
ideas to the first Group-wide innovation
campaign organised by TUI, and thus
exceeded all expectations. The poster
session on the Balearic Island revealed
a selection of ideas which are now being
further developed to produce concepts
and business plans.“ (Extract from the
TUItimes International staff magazine,
August 2006).

Targets
Targets
Achievement of environmental and
sustainability targets 2004 – 2006
2007 – 2010 targets
2007 – 2013 targets
e. g. climate protection through fleet renewal

Targets
Sustainable increase
of corporate value
combined with a strengthening of our position as a sustainable
brand company are primary objectives for us. For this purpose we
will continuously integrate relevant sustainability aspects into com-
pany management and core business processes across the Group,
and further raise the awareness of our employees for interdisci-
plinary and inter-project cooperation throughout the Group to a
further sustainable development.

Targets
Achievement of environmental and

sustainability targets 2004 – 2006
Status: Group and Group companies
The environmental and sustainability targets laid down in the 2003/2004 Group envi-
ronmental report, were regularly analysed to evaluate their performance and assess
their current validity and status on the basis of the annual reporting of the Group
companies. The corporate centre also participated in this target and target-achieve-
ment programme.
Care was taken when defining the targets to ensure that the continuous improvement
process was initiated and continued. The status of 70 defined targets was summarised
at the end of 2006 to enable a target achievement analysis to be carried out.
The following diagram illustrates the most important target categories defined in the
last sustainability report for 2004 – 2006:
Others 11 %
Product development
and design 5 % Communications 19 %
Target achievement 2004 – 2006

Waste avoidance 6 %
Supply chain: suppliers

and contractual partners 6 % Process
improvement 17 %
Resource utilisation 6 %
General 8 %
Climate protection 14 %
Certification and environ-
mental management 8 %
More than half of the targets were defined on communications, process optimisation
and emissions reduction. Whilst 58 targets were achieved, or continued beyond the
reporting periods because the targets largely involved continuous improvements, 11
of the targets have not been achieved so far (status: “open”), and one target was no
longer pursued (status: “unfulfilled”).

Targets
The following presents the status of the targets in the main categories:
14 Open
Ongoing
12 Fulfilled
Unfulfilled
Target achievement status 2004 – 2006 10
8
Number
0
Communications
Process improvement
Climate protection
Certification and EMS
General
Resource savings
Suppliers and con-

tractual partners
Waste avoidance
Product development
and design
Others
Targets still open mainly involve the communications, process optimisation and
emissions categories. The table on page 42 presents the 11 open targets and the no
longer pursued target. The following explains why the delays arose in achieving the
targets:
Around 33 per cent of the total Group turnover in the 2005 financial year was
generated by DIN EN ISO 14001 certified companies. This indicator cannot be
produced for the 2006 financial year because, due to the integration of CP Ships
within Hapag-Lloyd AG, a full one-year EMS management cycle has to pass in
order to consider the total turnover of an integrated company being obtained in a
busniess environment pursuant to DIN EN ISO 14001. It is expected that the one-
third threshold for certified consolidated turnover will be clearly exceeded.
Due through the Restructuring processes of TUI Deutschland, their in-house en-
vironmental protection targets could not be achieved. However, these targets are
integrated within TUI Deutschland’s certified environmental management system
to continuously improve operative environmental protection.
Targets for the publication of the environmental reports of individual Group com-
panies are not being pursued further because these have either been incorporat-
ed in other Group companies or are now part of consolidated reporting.

Targets
The remaining targets will be integrated into the targets of the next reporting
period.
The return ratio of consolidated environmental reporting has not risen to 100 per
cent so far because some Group companies do not yet have the systems in place
to generate qualitative and quantitative environmental data. To solve these prob-
lems, the corporate centre has developed methods to generate reliable expecta-
tion values in the quantitative reporting. Work is also continuously carried out on
improving the environmental monitoring infrastructure.
Table detailing specific open targets

Company Project/activity 2004 – 2006 targets Status Category
Elaboration of the first Hapag-
Hapag-Lloyd Publication in 2004 Open Communications
Lloyd AG environmental report
Implementing environmental moni-
Nouvelles
Environmental monitoring toring concentrating on hotels in all Open Process improvement
Frontières
of the destinations in its portfolio
35 % of all TUI AG turnover should Certification and en-
Expansion of ISO certification
TUI AG be generated by certified Group Open vironmental manage-
throughout the Group
companies ment systems (EMS)
Environmental monitoring
TUI AG Increase returns to 100 % by 2006 Open Process improvements
of TUI AG Group companies
Continuous improvement
of in-house environmental Heating energy/heated area: - 6 % Open Climate protection
protection
Electricity usage/employee: - 5 % Open Climate protection
TUI Paper consumption/employee: - 2.5 % Open Resource savings
Deutschland Proportion of waste separated for
Open Waste avoidance
recovery: 80 %
Broaden distribution of environment
Unful-
Environment newsletter newsletter to include TUI-external Communications
filled
distribution list
From 2004, used by TUI Group
Spain-wide use of CD-ROMs
contractual partners on Tenerife. Suppliers and
TUI España covering “Environmental man- Open
Step-wise roll-out throughout contractual partners
agement in hotels“ (in Spanish)
Spanish market
Environmental reporting Publication of Britannia Airways
Open Communications
and impact analysis environmental report
TUI UK Conducting officially certified
training “Environment Completion by 2005 Open Process improvement
and sustainable tourism”

Targets
2007 – 2010 targets

Sustainable development within the Group
We are set on strengthening our position as a sustainable company. This involves a

continuous process of integrating sustainability-relevant aspects and indicators in
department-specific workflows and key business processes. All-round focused com-
munications and training will firmly root the sustainability philosophy in the minds of
employees in all corporate centre departments and Group companies.
Sustainability indices. A priority of paramount importance is to remain and be

included in sustainability-oriented indices and rankings. This improves our financial
performance and is an important indicator of the sustainability accomplishment of
our Group because only companies which satisfy the specific sustainability criteria
are included in such indices. Continuing our inclusion in the Dow Jones Sustainability
Index World (DJSI), and other international and national ethics indices in particular,
is both a challenge and a target.
Stakeholder dialogue. Dialogue with our stakeholders will continue to be a ma-

jor component of our sustainability strategy. Balancing different needs can only be
achieved on the basis of open dialogue: on the one hand to improve understanding
of our actions and conduct (licence to operate), and on the other hand, to localise
and strategically break down areas of contention caused by conflicts of interest.
Stakeholder feedback is an essential source of information for us because it ena-
bles us to further optimise our sustainability performance and thus boost corporate
value and identify risks early on. We therefore set ourselves the objective of further
systematising stakeholder dialogue, and incorporating the results of this dialogue
into decision making processes where possible.
Transparency. Another of TUI AG’s key priorities in coming years is improving its re-
porting transparency. On the basis of our environmental reporting, whose systemat-
ic implementation already goes back several years, we will continuously and system-
atically record and present our commitment to employees and society, and be rated
in the overall context in sustainable development indicators. We will continue to
actively and constructively participate in this context in technical committees (e.g. in
cooperation with econsense, CSR-Europe, WBCSD, OECD, BMU and UBA, ISO Work-
ing Group SR etc.), and join in the ongoing debate on the future structure and devel-
opment of sustainability reporting (cf. Global Reporting Initiative; cf. ISO 26000).

Targets
Strategic Group objectives

Tourism. The tourism market is currently undergoing restructuring. This is largely
attributable to the growing demand for separately bookable holiday modules. This
development is driven by the dynamic spread of the internet as an information and
booking platform, as well as the continuing growth of low cost carriers.
Sustainable increase The structural changes to the market make it essential to further develop existing
of corporate value business models to fully capitalise on market growth. This primarily concerns tour
operators and aviation. TUI anticipated this change early on and played an active role
in shaping its development. Clear strategies have been defined to generate further
profitable growth:
Medium-term integration of the TUI Group’s European flight operations. The

first step in the aviation strategy involved the merger of the two German carriers
Hapag-Lloyd Flug and Hapag-Lloyd Express to form the new brand TUIfly.com.
A standard online portal was created under this new brand in January 2007.
Other strategic targets are the integration of all of the TUI Group’s European
flight activities under the new TUIfly.com brand and distribution platform. The
strategy pursued here forms the basis for sustainably participating in the low cost
and modular holiday growth segments.
Expansion of web-based tour sales. The further expansion of the sale of holi-
days over the internet is planned as part of our distribution strategy. A 50 per
cent average growth target in each source market has been set for the next three
years. This is associated with the building up of the new TUIfly.com brand into an
international travel platform.
Entry into the high growth premium volume business in the German cruise
market. Cruise activities will also be expanded by entering the strongly growing
German market for premium volume business.
Further selective expansion of the hotel segment by 2008. The hotel strategy
involves further selective expansion of the existing portfolio. The planned growth
in this part of the value chain is aimed at strengthening the range of hotels avail-
able for classic package tours, as well as the strongly growing market for modular
travel.

Targets
In addition to expansion of the growth segments, the structural changes in the mar-
ket require further development of the existing production structures. A programme
of measures has been defined to reduce specific production costs and to realise
further cost savings of Euro 250 million by 2008.
Shipping. The Container Shipping business mainly concentrated its efforts in 2006
on the integration of the Canadian container shipping company CP Ships, acquired in
October 2005. By the end of the third quarter 2006, all of the operative segments of
CP Ships, particularly the shipping and container fleets, and the scheduled services,
had been fully integrated within Hapag-Lloyd and have subsequently been managed
under the Hapag-Lloyd name since this time.
TUI pursues a growth strategy for the Shipping segment with a minimum target of
around 9 per cent per year correlated with the expected average growth in volume
across this sector. Pursuing this growth is to be achieved on the basis of the follow-
ing strategies:
Selective capacity growth of between 8 to 15 per cent depending on geographical

markets.
Efficient focus of investment in large ship classes.
Consequent use of synergies following the integration of CP Ships concluded in
the 2006 financial year.
Flexible capacity management by achieving a balanced mix of fleet financing be-
tween own ships/long-term charters and short-term charters.
Long-term improvement in the Group. Another key measure in the long-term optimisation of the TUI Group’s prof-
TUI Group’s profitability itability is improving its asset use. A new programme is therefore implemented to cut
debt further. Debt is to be shrunk by around Euro 1 billion overall by 2008 by divest-
ing marginal activities and optimising the tangible assets. Other options to reduce
the amount of capital tied up in aviation will also be looked at in parallel.
The programmes and measures which have been initiated not only affect the Tour-
ism and Shipping operative divisions, but also TUI AG corporate centre. Head office
expenses are to be reduced by around one third by way of a cost savings pro-
gramme.

Targets
TUI’s environmental aspects

As described on page 54, TUI developed methods to determine the environmental
aspects. These environmental aspects include:
The emission of greenhouse gases into the atmosphere
Natural resource usage and/or waste generation
Affecting or reducing biodiversity as a result of TUI’s business activities
2007 – 2010 targets Environment-related targets of the TUI Group 2007 – 2010
The environmental reporting of TUI Group companies for the 2006 financial year
described almost 200 individual targets focusing on TUI’s most important environ-
mental aspects.
Others 14 % Climate protection 13 %
Natural resource
savings 13 %
Communications 17 %
Process improve- Certification and environ-

ment 7 % mental management 10%
Waste avoidance 8 %
Biodiversity protection 9 %
Supply chain: suppliers and

contractual partners 9 %

Targets
The following table illustrates the most important targets in each

main category.
Group company 2007 – 2010 targets

Climate protection
TUIfly Nordic Upgrading two aircraft with winglets
Hapag-Lloyd Container
Reducing earthbound container transport in favour of barges and rail transport
Shipping
Iberotel Use of renewable energy sources in staff accommodation
Nordotel Reducing electricity usage by using energy-efficient equipment and lighting
Robinson Installation of solar energy units
Natural resource savings
Dorfhotel Replacing the existing water taps with sensor-activated taps
Iberotel Reducing the amount of laundry by replacing towels only at customers’ request
Tantur Reducing water consumption by modernising the existing facilities
TUI Hellas Changing to unbleached recycling paper
Developing E-Journey-Logs to enable pilots to write and send flight logs
TUI UK
from a laptop
Certification and environ-
mental management systems
Danubius Successful certification pursuant to EMS and QMS standards
Gulliver Travel Successful certification pursuant to ISO 14001
Iberotel Certification of all hotels in Egypt pursuant to ISO 14001
Installation of an environmental quality management system to control
TUI España and improve internal processes and organisation, and to control compliance
with legislation
TUI Hellas Successful certification pursuant to ISO 14001
Biodiversity protection
Integration of forest fire risk in the excursion programmes,
Aeolos
and tree planting campaigns
Participation and investment in environmental management, conservation ini-
tiative and sustainable development of reforestation in the Tsavo National Park.
ARP Group
Directly supporting the local community, development projects and species
conservation
Dorfhotel Supporting the establishment of a game reserve for wild cats
Hapag-Lloyd Container Replacing ballast water in the open seas, and containment methods
Shipping for ballast water
Tantur Active role in tree planting campaigns and species conservation

Targets
Group company 2007 – 2010 targets

Suppliers and contractual
partners
Increasing the awareness of our contractual partners in destinations for the
OFT Reisen importance of environment and nature protection, as well as species
conservation in diving areas
Further development of the environmental monitoring of hotels, implementing
TUI Deutschland
a supplier survey through central purchasing
Analysing all of the services provided by contractual partners in the destinations
TUI Nederland
to assess their social and environmental aspects, including animal protection
TUI UK Awarding TUI UK Gold Medal Awards to UK contracted hotels
Waste avoidance
ARP Group Applying implemented mechanisms to avoid, separate and dispose of waste
Broadening waste recovery and improving the separation and disposal of
Grecotel
hazardous waste
Gulliver Travel Participation in a clean-up project
TUI Bulgaria Implementing waste separation
TUI Hellas Increasing the proportion of recyclables in the company
Process improvement
Expanding and optimising reporting on this issue as well as quality control in
OFT Reisen
this area
Setting up an interdepartmental environmental project team to tackle
TUI Poland
environmental issues at TUI Poland
TUI Service AG Higher return rate for TUI Deutschland’s hotel environmental check list
Communications
Increasing the awareness of head office staff for environmental protection and
OFT Reisen
its importance for us as a tour operator
Systematic incorporation of environmental training courses in the mandatory
TUI Dominicana occupational safety training seminars conducted every year in all
TUI Dominicana staff centres
Motivational training combined with environmental initiatives, such as hikes to
TUI España
tree planting campaigns and/or clean-up campaigns in nature protection areas
Start of internal communications to raise the awareness of the TUI Poland
TUI Poland
organisation for environmental issues
Organise a media event or tour, possibly in cooperation with TUI Hotels, with
TUI Suisse
the objective of experiencing sustainable development at a destination

Targets
Employee-related Group targets 2007 – 2010

People lie at the heart of TUI’s personnel policy commitment. The success of a
company is determined by the good qualifications, commitment and motivation of
its staff. Promoting these aspects is one of the main priorities of the Group’s human
resources activities.
TUI’s targets are implemented in the pursuit of the following aspects:

Supporting corporate policy and strategy
Integrated management of HR and organisational development
Implementation and control of a learning organisation
Acquiring and expanding qualifications to improve staff employability
Improving communications by building networks and arranging experience
exchange seminars for Group employees
Group social targets 2007 – 2010

TUI’s social commitment is specially focused on improving the quality of life and liv-
ing conditions in the worldwide destinations in particular.
Stakeholder dialogue. One of the main priorities is the rigorous continuation of

dialogue with relevant stakeholder groups, particularly the open and constructive
discussion and cooperation with internationally active and locally involved non-
governmental organisations (NGOs). In future, this will increasingly include tackling
socio-relevant issues such as socially-compatible tourism, human rights, working
conditions and child labour. We wish to intensify our commitment to protect chil-
dren from misuse and prostitution, and therefore strenthen our cooperation with
the international children’s rights organisation ECPAT.
Cooperation within the Group. The continuous recording of the social com-
mitment of TUI’s international subsidiaries is to be intensified and systematised.
Our aim here is to improve the transparency of our global commitment to reveal
synergies and potential which can be strategically harnessed. This supports our
performance and improves our positioning in a range of ethically-oriented funds
and indices.
Project support. We plan to continue our support for education and training,
science, art and culture, as well as our commitment to socially deprived children
and young people. The priorities in each case here will continue to be defined on a
decentralised basis by the sponsoring companies themselves.
Communications. We wish to improve the communication of TUI’s social commit-
ment. The aim is to increase awareness of our activities in the financial markets
and amongst rating agencies, as well as amongst the general public, NGOs and
employees.

Targets
2007 – 2013 targets

e.g. Climate protection through fleet renewal
TUI’s key approach in its climate strategy is reducing climate-
damaging emissions by increasing specific energy efficiency. TUI
achieves this by continuously modernising the aircraft fleets of
each TUI airline with state-of-the-art technology to reduce the
emissions of greenhouse gases.
TUI invests in fleet renewal with a list value of USD 4.7 billion. With the order for
65 new aircraft from Boeing, TUI continues to renew its fleet with new, more energy-
efficient aircraft. The latest order involves the 787 Dreamliners, and 737-700s and
737-800s. These aircraft replace older Airbus A310s and Boeing 737s, 757s and 767s.
Compared to the existing fleet and the same flight capacity, the fleet renewal pro-
gramme will reduce kerosene consumption between 2007 and 2013 by more than
465 000 tons. This corresponds to CO² emissions of around 1.47 million tons.
(t)
Monthly kerosene consumption without fleet renewal
60 000
The graph shows the monthly kerosene 465 585 tons total kerosene savings
consumption of the new aircraft (orange corresponding to 1.47 million tonnes
area) compared to the aircraft they re- CO²
55 000
place (blue line).
50 000
Monthly kerosene consumption after fleet renewal
45 000
01/2007 01/2008 01/2009 01/2010 01/2011 01/2012 01/2013 01/2014
The first phase to 2009 involves the step-wise replacement of the short-haul and
medium-haul fleet. The second phase starting in 2010 consists of the replacement
of long-haul models by type B787 Dreamliners. The Dreamliner is a revolutionary
aircraft which uses new lightweight materials and highly efficient engines to reduce
fuel consumption by around 20 per cent compared to conventional aircraft of similar
type. Because of the higher seat capacities planned as part of the commissioning of
the Dreamliner, the absolute fuel consumption in this fleet segment will be reduced
by 25 per cent.
B787 Dreamliner at TUI UK/Thomsonfly

Targets
Annual kerosene savings after fleet renewal will be more than 127 000 tons of kero-
sene corresponding to 399 000 tons CO² per year. This represents around 7.8 per
cent of the TUI airlines’ CO² emissions in 2006.
280 000 tons annual CO² savings at Thomsonfly. The main beneficiary of the fleet
renewal programme will be the UK subsidiary Thomsonfly. The Dreamliner will also
join the Arkefly and Jetairfly fleets. Fleet renewal at TUIfly concentrates on replacing
the current B737 models with B737-700s and B737-800s.
The diagram below shows the distribution of annual consumption and CO² cuts per
airline after replacing old aircraft as part of the fleet renewal programme.
Kerosene savings CO² cuts by

per fleet segment (in 1000 t) TUI carriers (in 1000 t)
579
Previous fleet
New fleet
-17.0
488
-29.5
-71.9
Thomsonfly
TUIfly
149
Jetairfly
112
Arkefly
before
after
before
after
-280.6
Replacing Introducing
B 737 B 787
–16% –25%

Environmental
management system
Environmental aspects
Climate protection, energy efficiency and emissions
Natural resources management
Certification
Biodiversity strategy
Multi-stakeholder dialogue
Destination quality and monitoring
Environmental quality in TUI holiday hotels

Environmental
sustainability along the
value chain
The aim of TUI’s environmental management system is the
systematic analysis of the environmental impact of TUI Group
companies concentrating on climate protection, natural
resources management and the protection of biodiversity
in TUI destinations.
TUI faces up to the challenges, and develops measures to

strategically counteract the Group’s environmental impact.

Environmental aspects of the TUI Group

Identification and evaluation
For a successfull environmental management, TUI must understand
and identify all main interactions, so that it can implement focused
measures to continually improve TUI’s environmental performance.
Determining environmental aspects

Air emissions TUI’s activities have positive as well as negative effects on the local and global
Conserving biodiversity environment. This impact is due to the emissions generated by aircraft and ships,
and protecting wild
Resource utilisation resources used by the Tourism business, and the numerous activities undertaken by
animals
customers at the destinations. Describing the interactions is done in terms of envi-
ronmental aspects which are part of the activities, products or services of a company
which can have an impact on the environment. The diagram on the left highlights
TUI’s main environmental aspects.
The environmental aspects are evaluated by using an evaluation concept consisting

of two dimensions – the size of the environmental impact, and its geographical rel-
evance. Business activities are analysed on the basis of defined criteria, and specified
according to the two dimensions.
Waste generation
Water discharge
Land use
Significance
Wastewater
Noise Water consumption
Stronger
Fuel consumption
Biodiversity
Countryside and
land use
Biodiversity
seas & oceans
Power consumption
Total waste
Weaker Hazardous
waste
Resource
utilisation Volatile
chemicals
Groundwater
immissions
Geographical
relevance
Local Regional Global
Managing environmental impact

The environmental management systems (EMS) run by TUI and its Group compa-
nies are aimed at developing and realising all-encompassing environmental policies,
as well as formulating and achieving environmentally-related targets, and therefore
managing the environmental aspects arising from its business activities, and reduc-
ing as far as possible the negative environmental impact in an appropriate economic
framework.
The environmental results are measured against TUI’s overall environmental policy,
the environment-related objectives, environment-related targets and other environ-
ment-related performance criteria.

Climate protection and energy efficiency
Climate change is a serious challenge to society as well as individu-

als, and particularly also to companies. Findings conclude that it is
very likely* that the release of greenhouse gases is responsible for
the rise in global temperatures. Global warming can lead to climate
change which has a direct and indirect impact on TUI.
Mobility and climate protection Mobility is an essential element in the business model of TUI AG Group companies
– in the Logistics and the Tourism sector. The transport of goods and commodities
of all types underpins the global economy and is becoming an even higher priority in
the face of increasing globalisation. Holiday travel is an essential part of consumption
patterns for large sections of the population in Europe, North America, Australia and
parts of Asia. Unfortunately, the pressure on the environment intensifies as mobility
increases. Climate change is not only a major challenge for society, but also for each
and every one of us, and particularly also for companies. This is shown by the results
of the Intergovernmental Panel on Climate Change (IPCC), which concludes that it is
very likely* that the anthropogenic emissions of greenhouse gases are responsible for
global warming. Global warming will change the climate and have a direct and indirect
influence on TUI’s business activities.
CO² emissions by aviation and shipping currently only account for a small proportion
of total global greenhouse gas emissions. As a sustainably managed company, TUI
accepts responsibility for the emissions of greenhouse gases arising directly by the
use of fossil fuels – primarily by its airlines and shipping companies, and indirectly
by the use of electricity in TUI’s business activities. TUI’s climate-related activities
have a first priority to improve the energy efficiency of the value chain and supply
chain of its integrated Tourism segment and the Shipping business. This involves the
optimisation of all parts of the value and supply chain with specific processes. The
climate strategy pursued here is based on two fundamental principles: greenhouse
gas avoidance and reduction. TUI’s climate strategy is also focused on adaptation to
climate change. In the sense of ecological sustainability, it is vital to determine the al-
ready unavoidable environmental, economic and social impact of climate change, and
to develop suitable adaptation strategies.
TUI’s contribution to climate protection is based on the separation of economic

growth and associated greenhouse gas emissions. The first step is to stabilise total
emissions at 2006 levels. This target is to be achieved by reducing the emissions gen-
erated by the airlines and Shipping by improving fuel efficiency. Emission avoidance
in the Tourism sector is to be achieved by using renewable energy sources, biofuels,
and purchasing electricity from providers with certified low-emission production
processes.
* “Very likely”: Probability higher than 90 per cent, cf. IPCC-FAR

Energy use per sector The energy usage of TUI segments is mainly concentrated on the fossil fuel used in
its container shipping business and its airlines. The split here is around two thirds
bunker oil and one third kerosene.
Energy usage in TeraJoules (TJ)

2006 2005 2004
TUI airlines 75 009 72 570 65 512
Hapag-Lloyd container ships 149 153 38 514 36 965
Cruise liners 3 701 3 615 2 717
Hotels & Resorts 4 073 4 108 5 947
Others 905 4 267 1 877
Total 232 84 123 075 113 017
The changes and expansion of the aircraft fleet, and the integration of the container
vessels operated by CP Ships, which have been successively incorporated within
the Hapag-Lloyd AG fleet since 2006 following acquisition, gave rise to a significant
increase in energy usage since 2004.
Breaking the link between CO² emis- Long-term objectives for climate protection. It is TUI’s long-term aim to break the
sions and transport growth link between CO² emissions and the company’s economic growth, and to endeav-
our to stabilise absolute greenhouse gas emissions at today’s level. This assumes
that specific total energy usage can be continuously reduced to achieve sustainable
growth with the same amount of energy input.
The following measures have been implemented, or are planned, with the aim of
achieving this objective:
Reducing emissions by increasing airline fuel efficiency:
– Continuation of the fleet renewal programme
– The use of wide-body jets to reduce total emissions
Continuing the optimisation of aviation processes and procedures
– Participating in the political process aimed at harmonising and simplifying air
traffic management
– Cooperating with fuel suppliers
– New technologies in the aviation sector
Reducing emissions by increasing fuel efficiency in the shipping sector
– Fleet replacement programme to integrate more energy efficient ships
– use of new technologies to reduce the vessels’ drag in the water
– Commissioning more energy efficient new ships (container vessels and cruise
liners)

Avoiding emissions by implementing energy-savings measures in tourism segments:

– Expanding the use of renewable energy sources in Hotels & Resorts
– Using biofuels in the bus fleets run by destination agencies
– Using electricity from renewable power sources in offices and administration
buildings.
Specific energy usage. The specific energy consumption is the most important en-
vironmental performance indicator and will be shown for each division. This indicator
describes the ratio between the amount of energy used and the operative perform-
ance made available. The specific energy usage will be analysed in the more energy-
intensive segments by further developing TUI’s environmental reporting. The following
table shows the changes in core sectors in recent years:
Airlines Specific energy usage

Hapag-Lloyd Container Shipping 2006 2005 2004
Cruises
Airlines – kerosene L/100pkm 3.08 3.02 2.91
Hotels & Resorts
Container ships – bunker L/TEU/100nm 5.89 5.44 5.54
106.5 Cruise liners – bunker L/100pnm 0.88 0.98 1.14
103.5
100.0
Hotels & Resorts – total energy MJ/guest/day 112.82 120.46 191.22
105.6
98.3
86.1 The specific energy consumption trend for the airlines reveals an increase in kero-
76.9 sene use. Separation of the energy usage from transport performance in the avia-
tion sector had not been achieved so far because of changes in flight profiles and an
63.0 increase in the number of external factors affecting aviation (e.g. overcrowded air
59.0
space, poor coordination between air traffic management).
2004 2005 2006
Change in specific energy efficiency The specific energy consumption of the container ships rose considerably because of
in TUI business segments since 2004 the integration of the CP Ships container ships into the existing Hapag-Lloyd fleet.
(= 100 units) It is important to note here that the CP Ships fleet consists of smaller vessels whose
higher specific fuel consumption is not comparable to the ships in the Hapag-Lloyd
fleet.
Example of increases in energy efficiency. TUI has begun to implement its target
of decoupling emissions and growth. Some typical examples:
Optimising seat occupancy at TUIfly Nordic is one of the main factors in in-
creasing the efficiency of passenger transport. Thanks to the particularly efficient
seat occupancy on its flights, TUIfly Nordic was able to reduce fuel consumption
year-on-year, and is now the most efficient airline in the TUI Group with 2.64 litres
kerosene per 100 passenger kilometres.

Energy efficiency in the Cruises segment. The Cruises segment boasts a sig-
nificant increase in energy efficiency. The “HANSEATIC“ cruise liner operated by
Hapag-Lloyd stands out with its significant cuts in specific consumption per passen-
ger and distance.
Renewable energy in the hotel sector. Many TUI hotels already use renewable
energy sources, and around two thirds of the hotels cover up to 40 per cent of their
total energy requirements in this way. When installing renewable energy sources,
TUI endeavours to minimise the impact of the generating plant on the local environ-
ment and countryside. Solutions are always sought which are as simple and as un-
complicated as possible to ensure that they can be serviced by the local infrastruc-
ture. This also has the positive effect of promoting the local use of these innovative
technologies. TUI hotels therefore frequently use solar thermal systems to cover a
The Nordotel Tres Vidas in Bahia Feliz large proportion of their warm water needs. In addition to solar thermal systems,
installed a photovoltaic plant with a ca- TUI Hotels & Resorts also use energy generated by photovoltaic systems and wind
pacity of 5.7 kW. Expansion to 100 kW is turbines to continuously increase the proportion of renewable energies in the over-
planned. all mix.
Alternative energy generation concepts are also pursued, for instance, the ROBIN-
SON Club Amadé in Kleinarl (Salzburger Land, Austria) uses state-of-the-art con-
densation technology to generate energy in a CO²-neutral biomass power plant. It
was built in cooperation between the ROBINSON Club investor, farmers in Kleinarl,
and two companies, Nahwärme GmbH and AESG. The plant was built in early 2004.
The local foresters supply the biomass plant with shredded wood chips from their
forests – a renewable resource. The plant was thus able to dispense with the com-
plex construction measures which would have been involved in the installation of
ROBINSON Club Amadé is supplied with an oil heating system, and Nahwärme Kleinarl was able to supply heat to the whole
energy from a biomass heating station. village centre thanks to the support of this major customer. Up to 100 per cent of
the ROBINSON Club’s heat and hot water needs are supplied by this modern plant,
which also accounts for annual savings of around 800 000 litres of heating oil, cor-
responding to CO² savings of 2 000 tons per year.
The Iberotel Sarigerme Park has paved the way for over one and a half decades with
the implementation of environmental innovations. A parabolic trough solar plant was
commissioned at the Iberotel Sarigerme Park in April 2004. The parabolic trough
collectors operated by the hotel are optimal for solving the cooling problems in sun-
rich countries. The heat collected by the sun collector is used to air-condition the
The Iberotel Sarigerme Park uses a para- hotel, generate hot water and raise refrigeration efficiency.
bolic trough solar plant since 2004.

Climate protection and emissions
Burning fossil fuel generates greenhouse gases and other polluting combustion
products. TUI manages its emissions balance by improving the fuel efficiency of its
aircraft and ships.
Carbon dioxide lies at the heart of the climate debate. This discussion is also of ma-
jor importance for TUI, and TUI participates actively in shaping policy to integrate
aviation in the European Emissions Trading System (EU-ETS).
Carbon dioxide (CO²)

Direct CO² emissions (t)
2006 2005 2004
TUI airlines 5 092 183 4 926 327 4 310 339
Hapag-Lloyd container ships 10 525 320 2 716 093 2 607 041
Cruise liners 260 970 255 000 191 555
TUI Hotels & Resorts 80 214 90 619 252 987*
Others 22 115 39 226 32 664
Total 15 980 801 8 027 265 7 394 587
* Data quality is critical because of the unusually high heating oil consumption
Direct emissions have risen considerably in the last year because of the incorpora-
tion of the ships operated by CP Ships in TUI’s emissions balance. The enlargement
of the container shipping fleet by the 83 ships run by CP Ships caused a major in-
crease in Shipping segment emissions. Absolute CO² emissions by the airlines rose
by 3.4 per cent because of the larger number of aircraft and the growth in transport
capacity. Changes in the hotel segment and more precise reporting led to a reduction
in absolute emissions year-on-year in 2006. Although the cruise liners report a rise in
emissions, there is actually a considerable reduction in emissions per passenger and
sea mile. This is attributable to optimised routing and high levels of occupancy in the
cruise liners.
TUI Hotels & Resorts 0.5 %

Others 0.1 %
Cruise liners 1.6 %
TUI airlines 31.9 %

CO² emissions (total)
15.98 million t
CO²
Hapag-Lloyd
container ships 65.9 %

Whilst there has been a considerable decline in the specific CO² emissions of the
cruise liners, it has not been possible to separate emissions from the transport
capacity of the airlines. The figures for Container Shipping in the 2006 financial year
cannot be compared with the previous year’s figures because of the integration of
CP Ships.
Direct CO² emissions (specific)

2006 2005 2004
TUI airlines kg/100pkm 7.95 7.79 7.53
Hapag-Lloyd container ships g/TEU/sm 174.20 160.80 163.50
Cruise liners kg/100pnm 2.73 3.06 3.55
TUI Hotels & Resorts kg/guest/day 2.22 2.66 –
A reduction in CO² emissions per guest and overnight stay was observed with re-
spect to the use of fossil fuels by TUI Hotels & Resorts.
Examples of implemented CO² reduction measures (2004 – 2006)

annual CO²
Division Measure
savings (t)
Fleet renewal and replacement
16 000 t
of existing A310 fleet by modern
per aircraft 1
B737-800s
Replacing old A747-200s with
TUI airlines 70 000 t
B747-400s with more fuel-efficient
per aircraft 2
1 Comparative
engines
figure is the difference assuming the same
capacity utilisation and route. Upgrading B737-800 fleet with win-
41 000 t 3
2 Calculated as the difference of the expected emissions glets to improve aircraft aerodynamics
of both aircraft types for the transport capacities of the
B747 fleet in the last two years. Introducing new ships with modern, 9 000 t
3 Increasing energy efficiency of 3 per cent assumed by more energy-efficient propulsion per ship 4
upgrading aircraft with winglets. This figure is derived
from a nominal block period per year and the actual Container Shipping Improving underwater coatings by
hourly consumption of the aircraft type operated by TUI 3 800 t
airlines. using silicon to reduce ship resist-
per ship
4 Comparison between ships built in 2005 with a capacity ance
of 8 750 TEU, and ships built in 1997 with a capacity of
Increasing fuel efficiency across the
4 612 TEU. The figure is derived from the consumption Cruises 10 000 t
difference assuming the same nominal transport capacity. whole cruise liner fleet by 10 %

Other emissions (NOx, SOx, etc.). Other emissions released by the use of fossil
fuels also require environmental indices, particularly for nitrogen oxides, sulphur ox-
ides, carbon monoxide and hydrocarbons. Other greenhouse gases are only emitted
in insignificant quantities. In addition to carbon dioxide, the Kyoto Protocol also takes
into consideration the following greenhouse gases: methane (CH4), nitrous oxide
(laughing gas, N2O), hydrofluorocarbons and perfluorocarbons (HFCs/PFCs) and
sulphur hexafluoride (SF6).
Other emissions
2006 2005 2004
Nitrogen oxides (NOx)
TUI airlines t 35 178 33 747 30 442
TUI airlines (specific) g/100pkm 54.91 53.39 53.19
Hapag-Lloyd container ships t 294 060 75 883 72 836
Hapag-Lloyd container ships

(specific) g/TEU/sm 4.87 4.50 4.58
Cruise liners t 5 028 4 913 3 691

Cruise liners (specific) g/100 pnm 50.00 56.01 65.02
Sulphur oxides (SOx)
Hapag-Lloyd container ships t 198 000 51 385 49 380
Hapag-Lloyd container ships

g/TEU/sm 3.36 3.10 3.20
(specific)
Cruise liners t 3 106 3 067 2 267
Cruise liners (specific) g/100 pnm 30.89 34.96 39.94
Carbon monoxide (CO)
TUI airlines t 1 990 2 005 1 866
Hydrocarbons (HC)
TUI airlines t 319 290 294

The absolute emissions have risen with the exception of carbon monoxide (CO) as
a result of the enlargement and changes in the fleet of aircraft and ships. The NOx
emissions in the specific emissions for airlines rose because of changes in flight
profiles. The renewed increase in hydrocarbons caused by incomplete fuel combus-
tion during aircraft movements on airport taxiways is attributable to longer waiting
periods prior to take-off and after landing.
NOx (g/100pkm) CO (g/100pkm) HC (g/100pkm)
2006 54.91 3.26 0.51

Other emissions (NOx , SOx , etc.)
for TUI airlines
2005 53.39 3.17 0.46
2004 53.19 3.11 0.50
Success was achieved in separating other emissions in the Shipping segment from
growth, until the integration of CP Ships. The current figures show that the integra-
tion of smaller ships gives rise to higher emissions per transport unit.
NOx (g/TEU/nm) SOx (g/TEU/nm)

2006 4.87
Other emissions (NOx , SOx , etc.) for 3.36
Container Shipping 2005 4.50
3.10
2004 4.58
3.20
NOx (g/100 pnm) SOx (g/100 pnm)

2006 5.77
3.58
Other emissions (NOx , SOx , etc.) for
Cruises 2005 6.19
3.86
2004 9.50
5.84
The Cruises segment clearly shows the improvement in specific nitrogen and sulphur
oxide emissions. Separating emissions from transport capacity is an example of TUI’s
sustainable environmental management, particularly well demonstrated by Hapag-
Lloyd Cruises and Thomson Cruises.

Climate impact of international

container transport
Container ships are the means of transporting goods with the least
impact on the climate. The global transport of goods relies on con-
tainer shipping and therefore on a means of transport which serves
globalisation and also causes the least emissions per transport unit.
Global trade is built on container transport. Oceans and continents often separate
manufacturers from consumers. Hapag-Lloyd’s container ships are the longest
connecting link in the door-to-door logistics chain. And compared to other means
of transport in the distribution chain, container ships have the least impact on the
climate.
If we look at the transport of a container from Munich to Calvert City in Kentucky/

USA for instance, we see that the Hapag-Lloyd container ship covers 72 per cent of
the total journey of almost 9 000 kilometres and only emits about 20 per cent of the
transport-related greenhouse gas carbon dioxide (CO²) per container.
Truck Railway Container ship Truck

30 km 803 km 6 458 km 1 680 km
Distance 9% 72% 19%

(km)
Comparison between distance travelled
and the associated CO² emissions per
standard container (TEU)
CO² 7% 20% 72%

(kg)
40 kg 218 kg 608 kg 2 258 kg
Railway Ship Truck
CO² savings by investing in ships with better energy efficiency. The TUI subsidi-
ary Hapag-Lloyd constantly strives to reduce its environmental impact. Its order for
another eight container ships from Hyundai Heavy Industries in Korea will cut emis-
sions in service by 71 400 tons per year of the greenhouse gas carbon dioxide for the
same transport capacity compared to older ships with smaller container capacities.
Each of the 8 ships is 335 metres long, 43 metres wide, and can accommodate 8 750
standard 20-foot containers. This shows that size in container shipping is important
because it reduces environmental impact, and particularly the emission of green-
house gases.

Natural resources, waste generation

and land use
In addition to climate impact, another priority for TUI’s environmental
management is the efficient usage of natural resources, and in par-
ticular drinking water – which is one of the most important natural
commodities.
Drinking water consumption and recycling

The availability of clean drinking water is indispensable for TUI at its destinations.
TUI’s water consumption primarily involves the fresh water used in TUI Hotels &
Fresh water consumption Resorts. To keep the use of water to a minimum, TUI Hotels & Resorts has its own
wells to irrigate its facilities. Fresh water consumption across the whole segment in
2006 was 17.26 million cubic metres, up around 6.3 per cent year-on-year. The water
consumption in the hotel segment in 2006 was thus 426.2 litres per guest and over-
night stay, up around 8.8 per cent compared to the previous year.
Water consumption (litres per day)

2006 2005 2004
Water consumption per overnight stay 426.2 391.8 552.3
There are many causes for this increase in consumption which are difficult to deter-
mine in detail. Since the implementation of the environmental management systems,
most TUI Hotels & Resorts have incorporated environmentally-friendly resource
management schemes in their hotel management practises.
Waste management
Systematic waste management saves valuable resources, avoids unnecessary en-
vironmental impact, and makes a significant contribution to cutting hotel running
costs. The management of TUI Hotels & Resorts therefore places a high priority,
as part of their environmental management systems, on preventative measures for
waste avoidance, separating recoverables for recycling, and the proper disposal of
the remaining unavoidable residual waste.
1.6 kilograms of waste per overnight stay was generated by TUI Hotels & Resorts
in 2006. This waste was separated where possible to recover recyclables. The data
quality in the previous year makes it difficult to compare the latest figure with the
1.43 kilograms per overnight stay reported for 2005.

Purchasing is one of the areas which can implement the most effective measures
for waste avoidance: for instance by buying locally produced food, buying in bulk,
increasing the use of returnable containers, and avoiding the single portion packag-
ing and disposable containers so typical of hotel catering processes, e.g. tins, plastic
bottles and plastic bags.
Some examples of specific measures for waste avoidance and reduction:

Waste separation – mostly to separate out paper, glass, plastic, metal and hazard-
ous waste such as batteries and waste oil, has now become standard practise in
many hotels, e.g. ROBINSON, Grecotel, Iberotel, Dorfhotel, Grupotel, Riu.
Alone by avoiding the use of disposable packaging for jam, honey, butter, etc.,
Riu reduced the amount of plastic waste it generated in 2002 by over 30 tons.
Organic garden and kitchen waste is also increasingly used for composting and
reuse on the hotel grounds, e.g. in all Grecotels and Dorfhotels, and some ROBIN-
SON and Iberotel resorts.
It has also become standard practise in many TUI hotels to save resources by
using chlorine-free bleached, and where possible, recycled paper in offices and
for sanitation.
Carbonating appliances are used in ROBINSON clubs to prepare table water, and
thus reduce waste in the form of disposable and plastic bottles.
Use of land and protected zones

Unspoilt countryside and intact nature is indispensable for every positive holiday
experience. TUI Hotels & Resorts therefore endeavour to realise their new hotel
construction projects as environmentally-compatibly as possible. Changes in its hotel
portfolio have reduced the amount of land it uses to approximately 14.38 million
square metres. The use of protected or vegetated areas has shrunk by 8.2 per cent
and 9.9 per cent respectively
Protected areas 8 %
Vegetation loss 9 %
Land use divided up into different types

of use (approximate) for TUI Hotels &
Resorts
Other areas 83 %

Certification according to international

environmental standards
Continuous improvement by undergoing certification

The environmental management systems (EMS) of each Group company are be-
ing successively adjusted to comply with international environmental standards,
and thus to push the continuous improvement of our environmental performance.
Around 33 per cent of the Group’s total turnover was generated in the 2005 financial
year by DIN EN ISO 14001 certified companies. This figure cannot be generated for
the 2006 financial year because, due to the integration of CP Ships within Hapag-
Lloyd AG, a full one-year EMS management cycle has to pass to satisfy the total
turnover of an integrated company pursuant to DIN EN ISO 14001. It is expected
that the one-third threshold for certified consolidated turnover will be clearly ex-
ceeded.
Environmental management systems are voluntary instruments for preventative

Magic Life certificate
environmental protection and the systematic identification and reduction of environ-
mental impact. The standards generally applied in Europe involve the globally valid
DIN EN ISO 14001 environmental standard of the International Standardisation Or-
ganisation, or the EMAS directive* of the European Union (Eco Audit). Independent
experts carry out regular audits to check compliance with all of the stipulations, the
implementation of the environmental manual, and the environmental programme.
Companies only gain certification if they fulfil all of the specifications.
By implementing these internationally recognised environmental standards, we are

able to quantitatively demonstrate our environmental activities. The associated re-
porting also improves the level of transparency for the benefit of our financial part-
ners. TUI can also credibly document its environmental commitment in dialogue with
other stakeholders such as nature conservationists, politicians and the media.
TUI AG certificate
Numerous Group companies have implemented environmental management sys-
tems complying with internationally recognised environmental standards, making a
significant contribution in this way to systematic environmental protection, resource
saving, and reducing environmental pollution.
Hapag-Lloyd certificate
* EMAS: The ROBINSON Club Cala Serena, Majorca, gained EMAS certification in summer 2007 (in addition to its
existing ISO 14001 certification)

Certified environmental and quality management systems in the TUI Group (as at 03/2007):
Company Location ISO 14001 ISO 9001
Holding
TUI AG headquarters Germany x
Tour operators
TUI Deutschland Germany x
Hotel companies/TUI Hotels & Resorts
Dorfhotel Fleesensee Germany x x
Grupotel Aguait Majorca, Spain New in 2006
Grupotel Amapola Majorca, Spain New in 2006
Grupotel Cala San Vicente Majorca, Spain x
Grupotel Club Turquesa Mar Majorca, Spain New in 2006
Grupotel Gran Vista Majorca, Spain New in 2006
Grupotel Los Principes Majorca, Spain New in 2006
Grupotel Macarella Majorca, Spain New in 2006
Grupotel Parc Natural Majorca, Spain New in 2006 x
Grupotel Picafort Beach Majorca, Spain New in 2006
Grupotel Valparaiso Palace Majorca, Spain New in 2006
Iberotel MS Crown Emperor Egypt x
Iberotel Grand Sharm Egypt New in 2006
Iberotel Palace Egypt New in 2006
Iberotel Lamaya Egypt New in 2006
Iberotel Makadi Beach Egypt New in 2006
Iberotel Makadi Oasis Egypt New in 2006
Iberotel Makadi Saraya Egypt New in 2006
Iberotel Sarigerme Park Turkey x
Magic Life Club Sharm El Sheikh Imperial Egypt x
Magic Life Club Africana Imperial Tunisia New in 2006
Magic Life Club Water World Imperial Egypt New in 2006
Nordotel Cinco Plazas Lanzarote, Spain New in 2006
Nordotel Jardin del Sol Gran Canaria, Spain New in 2006
Nordotel Orquidea Gran Canaria, Spain New in 2006
Nordotel Révoli Gran Canaria, Spain New in 2006

Company Location ISO 14001 ISO 9001

Hotel companies/TUI Hotels & Resorts
ROBINSON Club Fleesensee Germany x x
ROBINSON Club Cala Serena Majorca, Spain x x
ROBINSON Club Esquinzo Playa Fuerteventura, Spain x x
ROBINSON Club Jandia Playa Fuerteventura, Spain x x
ROBINSON Club Kyllini Beach Greece x x
ROBINSON Club Lyttos Beach Greece x x
ROBINSON Club Daidalos Greece x x
ROBINSON Club Çamyuva Turkey x x
ROBINSON Club Maris Turkey x x
ROBINSON Club Nobilis Turkey x x
ROBINSON Club Pamfylia Turkey x x
Sol Y Mar Belvedere Egypt New in 2006
Sol Y Mar Makadi Sun Egypt New in 2006
Sol Y Mar Makadi Star & Spa Egypt New in 2006
Sol Y Mar Solaya Egypt New in 2006
Destination agency
Aeolos Travel (Transport department) Cyprus x x
Shipping
Hapag-Lloyd Container Shipping All locations worldwide x x
Systematic environmental improvements are a permanent priority in the hotel seg-

ment. The hotel management systems of eleven ROBINSON clubs, two Magic Life
clubs, seven Iberotels, four Nordotels, nine Grupotels, one Dorfhotel and four hotels
belonging to the Sol y Mar group were ISO 14001 certified by the end of 2006.
A continuously updated list of certified Group companies is posted on the TUI envi-
ronmental website www.tui-environment.com
Iberotel Sarigerme Park

certification

Certified environmental management at TUI Deutschland

TUI Deutschland has been certified according to the international environmental standard DIN EN ISO 14001 since June
2003. New environmental targets are set every year as part of systematic environmental monitoring, and their imple-
mentation is checked internally and externally. Its pursuit of certification began in 2000 by joining the “Local Agenda 21“
ÖKOPROFIT project run by the metropolitan authority in Hanover. The aim of this project is to incorporate the principles
of sustainability in the daily business practices of interested companies. TUI Deutschland was certified as an “ÖKOPROFIT
Hannover business 2001“ in March 2002. Its efforts in this direction resulted in the first time publication of its internal
environmental status report on the website of TUI Deutschland. Establishing the environmental management system (EMS)
resulted in a continuous improvement of the environmental balance at every step along the tourism value chain. This in-
volves special inspection of hotels looking at environmental aspects, the in-house definition of cooperation between differ-
ent departments, and cooperation with nature conservation organisations. Waste separation, water and energy consump-
tion are also permanent parts of the agenda pursued by environmental management at TUI Deutschland headquarters in
Hanover. One example: this has saved over Euro 40 000 since 2001 through more efficient water and waste management.
Environmental protection is therefore a real cost factor.
TUI Hotels & Resorts with regional/national environmental labels or certificates (as at 03/2007)
Company Location Environmental label/certificate
Hotel companies /TUI Hotels & Resorts
Austrian environment label issued by
Dorfhotel Schönleitn Austria the Ministry for Economics and the
Environment
ROBINSON Club Ampflwang Austria the Ministry for Economics and the
Environment
ROBINSON Club Landskron Austria the Ministry for Economics and the
Environment
ROBINSON Club Schlanitzenalm Austria the Ministry for Economics and the
Environment
Iberotel Coraya Beach Resort Egypt Green Globe 21
TUI AG hotel companies involved in ongoing certification processes:

Grecotel, Greece: systematic implementation of environmental management
systems pursuant to ISO 14001 in all hotels, successful pre-audit in Grecotel Pella
Beach, certification planned.
Grupotel Orient, Majorca, Spain: environmental management system implement-
ed pursuant to ISO 14001, certification planned.
Grupotel, Balearic Islands, Spain: cooperation with Balearic government on inte-
gration of environmental quality, hygiene and health standards as well as occupa-
tional safety, certification planned.
Iberotels Lido, Dahabeya, Iberotel Club Fanara, Egypt: environmental manage-
ment systems implemented according to ISO 14001, certification planned.
Nordotel, Gran Canaria, Spain: the whole hotel chain is implementing ISO 14001
environmental management systems, certification planned.
Riu, Balearic Islands, Spain: cooperation with Balearic government on integration
of environmental quality, hygiene and health standards as well as occupational
safety, certification planned.
Sol Y Mar Paradise, Sharming Inn, Egypt: environmental management system im-
plemented in accordance with ISO 14001, certification planned.

Biodiversity strategy and projects
On the Move 2010/Countdown 2010 Because average biodiversity has declined seriously by 40 per cent in the last
30 years, heads of government at the Sustainable Development Summit in 2002
pledged to achieve a significant reverse in the current loss of biodiversity by 2010.
“On the Move 2010“ was the challenge they set, not only for national and local
government, but also for non-governmental organisations and companies, to jointly
tackle the causes of biodiversity loss. TUI has been actively involved for many years
in conserving biodiversity, not least because of the major economic importance of
biodiversity when seen as the natural capital of holiday destinations. Back in 1997,
TUI contributed to the content of the “Berlin Declaration“ on biodiversity and sus-
tainable tourism. TUI has participated in numerous activities involved in ascertain-
ing the implications for tourism development of the major international treaties and
conventions for the protection of biodiversity (FFH, CITES, CBD). These activities
include the expert round organised together with the German Environment Ministry
during the COP4 CBD summit in Bratislava in 1998; and involvement in 2001 in the
adoption of a CBD biodiversity directive as part of a CBD expert panel in the run-up
Contribution by TUI – together with to the CBD COP6 Summit in the Dominican Republic.
UNEP/CMS on the subject of business
and biodiversity in the newsletter of Together with other representatives from business, politics, science and the media,
the Convention on Biological Diversity TUI founded the “Friends of CMS“ in 2005 – a unique initiative with the United Na-
(CBD), Industry Focus: Travel & Tourism tions in Germany. This circle of supporters has come together to provide commit-
ted support and partnership for CMS initiatives (Convention on the Conservation
Friends of CMS of Migratory Species of Wild Animals), as well as to establish an effective interface
between policy makers and business. This “Bonn Convention“ is monitored by the
United Nations Environment Programme (UNEP) and obliges signatory countries to
implement measures for the global protection and conservation of migratory species
of wild animals, and protect their habitats.
TUI and UNEP/CMS presented its first joint project at the COP8 Summit in March
2006 in Curitiba, Brazil: a study “Wildlife Watching and Tourism“ which analyses the
risks and opportunities for the conservation of biodiversity of the increasingly popu-
lar wildlife watching tours promoted by tourism companies. TUI has also pledged to
assist the CMS/UNEP “Year of …“ campaigns. In addition to these important envi-
ronmental-policy partnership agreements with the United Nations, TUI AG is also
actively involved in other strategic cooperationprogrammes and projects, and is
involved in intense dialogue with policy makers, business, science and nature pro-
tection organisations. Supporting and promoting the sustainable development of
“MoU” partnership treaty holiday destinations, and successful cooperation with stakeholders, is continuously
signed between TUI expanded and intensified. A vital success factor is also the education and motivation
and UNEP/CMS of all TUI staff and guests at the destinations themselves. The aim of this biodiver-
sity strategy is the long term, sustainable invalorisation of biological diversity – to
protect the natural foundations on which tourism is built.

TUI biodiversity strategy

Observe international treaties and conventions on nature and species protec-
tion, in particular
– Convention on Biological Diversity (CBD) including the CBD guidelines on biodi -
versity and tourism development
– Convention on the Conservation of Migratory Species of Wild Animals (CMS,
Bonn Convention)
– ACCOBAMS (Agreement on the Conservation of Cetaceans of the Black Sea,
Mediterranean Sea and Contiguous Atlantic Area)
– ASCOBANS (Agreement on the Conservation of Small Cetaceans of the Baltic
and North Seas)
– Washington Convention on International Trade in Endangered Species of Wild
Flora and Fauna (CITES)
– Ramsar Convention on the protection of wetlands
– FFH guidelines/Natura 2000 EU directives (Flora-Fauna-Habitat directive)
Supporting a phased protected area policy in holiday regions to firmly define

protection and use regulations to protect biodiversity via
– Active membership in the evaluation committee of the European Charter for
Sustainable Tourism and Nature in Protected Areas (run by the EUROPARC Fed-
eration)
Implementing species protection campaigns in holiday regions to educate holi-

daymakers and “local communities“ in cooperation with CMS
– “Year of the Turtle 2006“ and “Year of the Dolphin 2007“
Cooperation projects with scientists and researchers, e.g.

– “Wildlife Watching and Tourism“ (publication of an in-depth and up-to-date case
study)
– Aldabra Marine Programme, Coastal Research Unit of Cambridge University
(coral reef monitoring)
Cooperation with governmental organisations, pro-active environmental-policy

consultations with decision making bodies, and participation in expert panels,
e. g.
– Participation in elaborating the content of the “Berlin Declaration“ 1997 on
TUI presented the “Wildlife Watching biological diversity and sustainable tourism in cooperation with BMU
and Tourism“ study at the Conference of – “Keynote paper on the protection of biological diversity“ 2001, jointly with CBD
the Parties (COP8) of the Convention on – Education material on the illegal trade in protected species included in holiday
Biological Diversity (March 2006) documentation together with the Federal Institute for Nature Conservation
– UNESCO (United Nations Educational, Scientific and Cultural Organisation) world
heritage sites
– Active membership of the Tour Operators’ Initiative for Sustainable Tourism
Development (TOI)

Cooperation with non-governmental organisations to promote species pro-

tection projects, e.g.
– Archelon, Tortugas, Whale and Dolphin Conservation Society (WDCS), Loro
Parque Fundacion
Consumer information for the responsible care of flora and fauna at holiday
destinations, e. g.
– “Species conservation and holiday souvenirs“ (Extracts from the Washington
Convention on International Trade in Endangered Species of Wild Flora and
Fauna (CITES) in all TUI catalogues)
– “Holidays and environmental compatibility“ (customer information in all
German-speaking TUI catalogues)
– “The Whales and Dolphins of the Canaries“ (guidelines for responsible
whale watching)
– “The environment also needs a holiday“ (guest information in all TUI hotels)
– Presentation of all biodiversity projects on the internet
Raising staff awareness by

– Publishing up-to-date environmental information on the intranet/internet
– Annual Coordinators’ Conference for Environment and Sustainable
Development (CoCoS)
– Presentation of an environmental management paper covering current
environmental issues at the annual Service Convention of Destination Managers
TUI flyer raises the awareness of guests – Environmental module in training courses and management further training
for responsible interaction with marine seminars
mammals – Training tourism managers (environment as part of Permanent Employee
Training, PET)
– Environmental information in the TUItimes staff newspaper
Customer information in the Thomson

(TUI UK) magazine “Real Holidays”

Intact nature and unspoilt countryside are the capital of tourism. This
is why TUI has issued a voluntary pledge to promote sustainable de-
velopment in tourism within the framework of the Tours Operators’
Initiative for Sustainable Tourism Development (TOI). A commitment
which expressly includes specific targets for the protection of biologi-
cal diversity.
Tourism sectors
TUI works together with UNEP/CMS to develop numerous measures promoting the
“Year of the Dolphin 2007”. The aim of this project sponsored by the United Nations,
business and international organisations, is the conservation and protection of ma-
rine mammals. Prince Albert II of Monaco is the patron of this project.
Foto: Delphis MDC
Together with various cooperation partners, TUI has put together a comprehen-
sive brochure in eight languages. The “Dolphin Manual“ contains information on the
UNEP/CMS – Year of the Dolphin 2007 habitat and hazards affecting dolphins, and includes ideas on concrete protection
initiatives. The brochure was distributed to local schools by TUI staff in its worldwide
destinations.
The “Year of the Dolphin 2007“ is brought alive by TUI Hotels & Resorts through nu-
merous activities organised for the whole family. At “Dolphin Days“ in TUI Baadingoo
kids clubs, TUI Family clubs and ROBINSON Roby clubs, young and old guests learn
in a playful and entertaining way all about dolphins, their habitats, and the increas-
ing risks that threaten their survival. Successful participation in the playful learning
process is rewarded with a “Dolphin Diploma”. These family hotels will also be selling
The Dolphin Manual: Contribution to the a wide range of merchandise featuring dolphins. Part of the profit is donated directly
UNESCO world decade “Education for sus- to dolphin protection projects.
tainable development”; TUI distributed the
manual to more than 1000 schools Buses in the destinations and selected catalogues are marked with the “Year of the
Dolphin 2007“ logo to publicise the initiative worldwide. The “Year of the Dolphin
2007“ was kicked off early at a seminar in November 2006 in Kenya organised by TUI
and Pollman’s Tours & Safaris. The seminar was aimed at boat captains and Kenya
Wildlife Service rangers to teach them codes of conduct to protect marine mammals.
TUI AG participated with numerous activities in TUI destinations in the “Year of the
Turtle 2006“ initiated by the United Nations.
TUI’s involvement here included an educational campaign on the “Bonn Convention“

(Convention on the Conservation of Migratory Species of Wild Animals, CMS) and
the United Nations Environment Programme (UNEP), targeted at holiday destina-
tions in the Indian Ocean and Southeast Asia – home to six different sea turtle spe-
UNEP/CMS – Year of the Turtle 2006 cies. “Year of the Turtle“ posters were hung up in hotels, diving schools and water
sports shops with the support of World of TUI holiday reps. The posters raised
awareness of the hazards these animals face, and sought to motivate activities to
help their protection.

Further development of criteria for re-

sponsible whale and dolphin watching.
To mark the “Year of the Dolphin 2007”,

TUI and the Whale and Dolphin Conserva-
tion Society reworded the guidelines for
responsible whale and dolphin watching
as elaborated in 2002, to bring them up
to date with the latest findings. The more
stringent rules are intended to improve
the protection of marine mammals during
whale watching trips. Following a feasibil-
ity evaluation and coordination with TUI
España, these revised guidelines are now
being observed by whale watching trips in
the waters around the Canary Islands.
This was used as a basis for TUI Neder-

land to develop its “TUI Guidelines for
responsible whale and dolphin watching“
for the better regulation of whale watch-
ing trips. The further development of the
guidelines was conducted in cooperation
with EUCC (The Coastal Union), the Inter-
national Fund of Animal Welfare (IFAW),
WWF Nederland, the Ministry for Agri-
culture, and Nova Atlantis (a Dutch whale
research centre on the Azores). A review is
currently under way to determine whether
these more stringent regulations can be
adopted Group-wide at all destinations.

At the same time, the “TUI code of behaviour for the protection of sea turtles“ were
sent to all coastal destinations known to be frequented by turtles. The code was
included in the TUI hotel customer information files to raise their awareness for the
responsible treatment of sea turtles.
In addition, TUI AG financed projects and campaigns for the protection of sea tur-
tles from a specially established fund. Money has therefore gone to the coopera-
tion project run by Mombasa Serena Beach hotels and World of TUI holiday reps
in Kenya since 1993, which involves watching out for clutches of eggs laid on un-
safe hatching beaches: the eggs are collected in these cases and buried on the safe
beaches near the hotels. Educational campaigns focused on the local inhabitants and
hotel customers were also implemented.
Other “Year of the Turtle 2006“ activities

Opening the 26th Symposium on the Biology and Conservation of Sea Turtles
organised by the “International Sea Turtle Society“ on Crete in April 2006 with
a speech by a TUI representative
Supporting the voluntary work of the Swiss nature conservation organisation
TORTUGAS focused on protecting the sea turtle Lepidochelis olivacea
Cooperation by TUI AG, TUI UK, TUI Nordic, TUI Hellas and TUI hotel company
Grecotel with the Greek nature conservation organisation Archelon (formerly Sea
Turtle Protection Society of Greece, S.T.P.S.) to protect the breeding grounds of
the Caretta caretta sea turtle in various places around Greece (Crete, Zakynthos).
Project with Reef Check e.V. Reef Check was established in 1997 to scientifically analyse the effect of human
action on the condition of reefs around the world. It also works to raise public
awareness of the value of coral reefs, as well as the various threats to their exist-
ence. Reef Check developed a research method which can be rapidly learned and
applied even by “amateurs“ after receiving expert instruction from a marine scientist.
Enthusiastic scuba divers and snorkellers in over 80 countries have participated in

this important research work since 1997. The research involves counting easily rec-
ognisable organisms as indicators for the health of the reef. The teams can carry out
onsite evaluations of the results together with the scientists. All of the collected data
is then sent to the main Reef Check office in Los Angeles where it is analysed and
compiled in reports on the worldwide status of coral reefs.
Every hobby diver with a bit of experience can take part: Reef Check Europe in col-
laboration with TUI Deutschland and ROBINSON Club Soma Bay have arranged
dates when customers can help carry out reef research. Training takes place in a few
days at ROBINSON Club Soma Bay guided by the expert marine scientists from Reef
Check Europe.

Protecting sharks
In addition to protecting “cuddly“ dolphins, TUI also works to protect sharks. This
highly endangered species makes an indispensable contribution to maintaining marine
ecological balance but is still hunted for dubious motives. Educating people about these
fascinating animals and their role in marine ecology is an important step in demystifying
sharks.
TUI Suisse and ROBINSON support the “Shark project“ and its educational goals. Im-
mediately after being informed about the project in October 2005, ROBINSON removed
all shark products from its catering programme to make a contribution to the conserva-
tion of this endangered marine species, alongside measures to educate its customers
about sharks and their value.
On a double page spread in the latest catalogue of its Spinout Sport-Tours programme,
TUI Suisse informs its guests of the risks threatening the survival of sharks. The article
also contains ideas to help everyone do something for shark conservation. Under the
name TUI Sports, this segment will also include offers from May 2007 to visit a Shark
School where participants learn about sharks and how to interpret their behaviour in
different situations. Improving understanding helps motivate people to protect these
otherwise feared animals.
Conserving African biodiversity – Grass roots community projects

Pollman’s Tours & Safaris supports various biodiversity projects in Africa. These include
surveying the changes in populations of wild dogs and cheetahs in the Tsavo National
Cheetahs and wild dogs in Kenya Park. These animals are recorded as endangered species in accordance with CITES, but
their precise status in Kenya is currently unknown. In the cooperation project with the
Kenya Wildlife Service (KWS) and the East African Wildlife Society (EAWLS), Pollman’s
is involved in counting the number and distribution of wild dogs and cheetahs in the
Tsavo ecosystem. Whenever they see these animals, the holiday reps and drivers work-
ing for Pollman’s send the geographic coordinates to KWS and EAWLS to help them
map the cheetah and wild dog populations. Pollman’s is actively involved in the second
phase of this project looking at the group dynamism of wild dogs and cheetahs.
Pollman’s Tours & Safaris has also initiated a reforestation project for endemic tree
species in the Taita Hills of the Eastern Arc Mountains. This area is well known for its
biodiversity. Msorongo village lies at the foot of the Taita Hills and now benefits from
Pollman’s development of cultural tourism. Msorongo village, whose crops were previ-
Msorongo Village: Reforestation funded ously damaged by elephants, is now involved in forest conservation by planting trees
by Pollman’s Tours & Safaris showing and cultivating agricultural products avoided by elephants. This improves co-existence
Pollman’s environmental coordinator, and promotes the sustainable development of nature, agriculture and tourism develop-
Abdulaziz Abdala, Specialist for Conserva- ment.
tion and Communities.

Shipping and biodiversity protection

All of the new container ships commissioned by Hapag-Lloyd since 1997 comply with
environmental passport stipulations. This certificate, which has been issued by Ger-
manischer Lloyd since 2001 (a private German ship classification company enjoying
official recognition), confirms implementation and compliance with all operative and
technical measures used to protect the environment on board certified ships.
Container Shipping. Replacing ballast water used to stabilise a ship can contami-
nate marine waters with foreign marine organisms endemic in other marine environ-
ments. This can have a serious impact on the ecological balance of coastal regions.
Hapag-Lloyd ships control their ballast water in compliance with the IMO resolu-
tion whose stipulations are a permanent part of Hapag-Lloyd AG’s environmental
measures: Hapag-Lloyd ships replace their ballast water where possible in areas
200 nautical miles from coastlines, and in a minimum water depth of 200 metres to
prevent foreign organisms from being released in sensitive coastal areas. Other op-
tions include ballast water treatment, or disposal in purpose-built installations. All
Hapag-Lloyd’s container ships are coated with tributyl-tin (TBT)-free underwater
paint. TBT is used in anti-fouling paints to stop organisms fouling ship keels. TBT is
toxic and accumulates in sediments and marine organisms, causing serious damage
to marine ecology. By changing to a different type of anti-fouling paint, Hapag-Lloyd
AG achieved its environmental targets ahead of the 1.01. 2008 deadline banning their
use in container shipping.
Cruises. Hapag-Lloyd’s cruising tradition goes back more than 100 years. The Arc-
tic and Antarctic are unique and fascinating destinations for cruises. Hapag-Lloyd
cruises ensures that these highly sensitive ecosystems remain unspoilt for future
generations. Cruise liners operating in the Arctic and Antarctic use diesel oil instead
of bunker oil. And a new TBT-free anti-fouling paint is used on the keels to reduce
pollution even further.
Passengers only land in the Antarctic in small groups and always under the supervi-
sion of experienced expedition leaders and lecturers. They prepare the passengers
in advance on board ship by explaining the special features of the area they are
visiting and instructing them in the correct code of conduct. As a member of IAATO,
Hapag-Lloyd Cruises operates all of its holidays to these destinations in compliance
with the agreed codes of conduct. Hapag-Lloyd Cruises also works together with
the Alfred-Wegener Institute for Polar and Marine Research. Hapag-Lloyd Cruises is
also a founding member of AECO which lays down the same environmental protec-
Antarctic expedition under stringent tion regulations for the Arctic as IAATO does for the Antarctic. AECO elaborated the
control and comprehensively regulated “Regulations for ecological tourism in the Arctic”.

Over 90 examples of cooperation enterprises and projects on the

conservation of biodiversity involving TUI AG and its Group compa-
nies from 2005 to 2007.
Company Partner Project/target

Partnership treaty and joint education campaigns (“Year of the
Turtle“ 2006, “Year of the Dolphin“ 2007) for the protection of
UNEP/CMS
migratory species of wild animals, issuing brochures “Wildlife
watching and tourism“ and “Dolphin Manual”.
Supporting and working in partnership with CMS initiatives,
Friends of CMS and expanding the interface between policy makers and busi-
ness.
Evaluation committee of
the “European Charter for
Controlled use of major national parks in Europe (European
Sustainable Tourism in EU-
Charter for Sustainable Tourism in Protected Areas)
ROPARC Federation Nature
TUI AG and National Parks”
WDCS Agreement on the Con-
servation of Cetaceans of the
Black Sea, Mediterranean Sea Protection of common dolphins in the Mediterranean
and Contiguous Atlantic Area
(ACCOBAMS)
Tortugas (Society for the Supporting the voluntary work of the Swiss nature conserva-
Active Protection of Sea tion organisation for the protection of the Lepidochelis olivacea
Turtles) sea turtles in Mexico
Supporting the Loro Parque Foundation to conserve endan-
Loro Parque Fundación
gered species of parrot
Tour operators
“La Charte Internationale du plongeur responsable“ code of
Longitude 181 Nature
conduct for responsible diving published in brochures
Deep Sea Bio-Escapes : Dolphin observation diving trips and
Red Sea Diving Association
elaboration of diving code of conduct
Nouvelles Tétraktys (organisation for
Frontières Eco-tourism products in Senegal, Morocco, Mali and Madagas-
sustainable tourism develop-
car
ment)
Supporting TUI AG’s “Year of the Dolphin“ campaigns by refer-
UNEP/CMS ences in brochures, on its website, in Nouvelle Frontières’ travel
documents
Federal Agency for Nature
Information in travel documentation on the illegal trade in pro-
Conservation (Bundesamt für
tected flora and fauna (CITES)
Naturschutz)
TUI Deutschland
Code of conduct when snorkelling and diving, waste avoidance
Protect the Maldives e.V. and reduction in energy and water consumption on the Mal-
dives – brochures


Supporting the “Year of the Dolphin“ campaign: organising
Dolphin Days, customer education in brochures and informa-
TUI Deutschland UNEP/CMS
tion material. Distribution of dolphin brochures in schools at
the destinations.
TUI Deutschland/
Monitoring coral reefs with the help of hotel guests supervised
Robinson Club Reef Check Europe
by marine scientists
Soma Bay
Code of conduct against the illegal trade in protected flora and
WWF Netherlands
fauna (CITES)
Curaçao Dive Operator Compliance with the environmentally-compatible diving codes
Association (CDOA) of conduct elaborated in cooperation with CDOA
TUI Nederland Malta Heritage & Financial support (set amount donated per excursion partici-
Environment Fund pant)
Rainforest Alliance Sustainable tourism project in Costa Rica
IFAW (International Fund of
Elaborating a brochure for responsible whale watching
Animal Welfare)
Archelon (Sea Turtle Protec- Joint project to protect endangered Caretta caretta sea turtles
tion Society of Greece) in Greece
WAR (Wild Animal Rescue
TUI Nordic Support for the gibbon recovery station, Phuket
Foundation of Thailand)
Foresta Island Reforestation
Supporting a reforestation project on Gran Canaria
Foundation
Archelon (Sea Turtle Protec- Protecting the breeding grounds of the threatened sea turtle
tion Society of Greece) Caretta caretta on Zakynthos, Greece
Conservation International Compliance with the jointly elaborated guidelines for the pro-
Coral Reef Alliance tection of marine flora and fauna during boat trips
TUI UK Financial support for the foundation to protect endemic flora
Malta Heritage
and fauna as well as cultural heritage (donation of a set amount
& Environment Fund
per excursion participant)
Supporting TUI AG’s “Year of the Dolphin“ campaigns by com-
UNEP/CMS
munication measures in the KIDS clubs
Tourism & Development Information at the new travel website www.fairunterwegs.ch,
working group travel documents and TUI Suisse website
TUI Suisse Supporting TUI AG’s “Year of the Dolphin“ campaign with in-
UNEP/CMS formation brochures, on the website and in TUI Suisse travel
documents

Tour operators
Various government agencies
Education on the illegal trade in protected flora and fauna
(Federal Agency for Veterinary
(CITES) in travel information materials
Science)
TUI Suisse
Tortugas (Society for the Supporting the voluntary work of the Swiss nature conserva-
Active Protection of Sea tion organisation for the protection of the Lepidochelis olivacea
Turtles) sea turtles in Mexico
Oceancare (protection of Shark project – double page spread in brochures to educate
TUI Suisse/Spinout marine mammals) customers about endangered sharks
Sport Tours
Shark school – courses on sharks
Müritz National Park Sponsoring member
Dorfhotel
Fleesensee Nature and Environmental Support in expanding the park and keeping animals in accord-
Park Güstrow ance with their natural requirements
Supporting TUI AG’s “Year of the Dolphin“ campaign with
Dorfhotel Sylt UNEP/CMS
events and distributing educational material
Archelon (Sea Turtle Protec- Protecting breeding grounds of the threatened sea turtle Caretta
tion Society of Greece) caretta on Crete and the West Peloponnes (Kyllini), Greece
Supporting TUI AG’s “Year of the Dolphin“ campaign by distrib-
UNEP/CMS uting educational material in schools at destinations, and hand-
ing out material to guests
Research Department of the
Protecting marine flora and fauna in the eastern Mediterranean
Aquarium on Crete
Grecotel Scientific study on the chances of survival of Caretta caretta in
Bournemouth University
tourism centres such as Rthymnon, Crete
Natural History Museum Crete
University of Crete, Ecology Protecting the bearded vulture on Crete
Department
Protecting coastal ecosystems and sea grass meadows in par-
Hellenic Society for the
ticular by providing customers with educational materials in
Protection of Nature
hotels and resorts in Greece
HEPCA (Hurghada Environ- Supporting the protection of threatened coral reefs in the
mental Protection and Red Sea, Egypt, as a member of the environmental protection
Conservation Association) organisation
Iberotel
UNEP/CMS uting educational material in schools at the destinations and
handing them out to guests.

Iberotel Coraya and Abu Salama Association for

Supporting the dolphin protection organisation
Iberotel Lamaya Dolphin protection
Sarced (Sarigerme Environ-
Environmental education events for children and young people
mental Education Society)
Iberotel Sarigerme Surveying the flora and fauna on the hotel grounds and elabo-
Park rating a species list
Information panels on the beach about protected species
Palm planting campaign for regular guests
Reforesting 300 000 m2 burned forest with pine seedlings, and
Turkish authorities
forest maintenance (2007, hand-back to the authorities 2017)
Magic Life Waterworld
Hacettepe University Protecting egg clutches laid by Caretta caretta sea turtles
Imperial
Building 150 nest boxes to maintain the bird population in the
hotel grounds
Magic Life Manar Supporting TUI AG’s “Year of the Dolphin“ campaign by distrib-
Imperial & Magic Life UNEP/CMS uting educational material in schools at the destinations, and
Africana Imperial handing them out to guests
Official convention with the
Magic Life Manar Actively supporting all campaigns organised by the Tunisian
Tunisian Ministry of the
Imperial Ministry of the Environment
Environment
Actively supporting TUI AG’s “Year of the Dolphin“ campaigns
through info in catalogues, and distributing educational mate-
Paladien Hotels UNEP/CMS
rial to schools at the destinations, and handing them out to
guests
Cooperation between RC Fleesensee and national park author-
Müritz National Park
ity in environmental protection and educational measures
TEMA (Turkish Foundation for Supporting the reforestation measures implemented by RC
Nature Conservation) Pamfilya (Turkey)
Arkturos (Greek nature pro- Collecting donations in RC Kyllini Beach (Greece) to support the
tection organisation) project to reintroduce “dancing bears“ to the wild
Robinson
Oceancare (protection for ma- Shark project – banning shark products from its catering pro-
rine mammals) gramme
Supporting the “Year of the Dolphin“ campaign by organising
“Dolphin Days“ and distributing information to schools at the
UNEP/CMS
destinations, and handing them out to guests; also showing a
“Year of the Dolphin“ film prior to evening events

Destination Services
Supporting TUI AG’s “Year of the Dolphin“ campaign by dis-
tributing educational material in schools at destinations, and
Aeolos Travel UNEP/CMS
handing out material to guests; also beach clean-up campaigns
with staff and guests
Supporting tree planting campaigns around a football pitch for
the local community
ATC
Grootbos-Lodges
handing them out to guests
Holiday rep and customer educational campaigns on the sub-
ject of “sustainable development”
Monitoring and recording biometric data on stranded dolphins,
and supporting TUI AG’s “Year of the Dolphin“ campaign by
Danubius Travel Mare nostrum
distributing educational material in schools at the destinations
and handing them out to guests
SUNCE
Lavosto Workshop 2005 and resulting activities for “Sustain-
WWF
able development of the Island of Lavosto“ Croatia
TOI
Gulliver Travel Supporting TUI AG’s “Year of the Dolphin“ campaign by dis-
tributing educational material in schools at the destinations
UNEP/CMS and handing them out to guests. Arranging customer trips to a
dolphin information centre (for the benefit of dolphin protec-
tion projects)
Mapping the endangered populations of wild dogs and chee-
tahs in the Tsavo National Park, Kenya,
KWS (Kenya Wildlife Service) Seminar for boat captains and KWS Rangers on the responsible
treatment of marine mammals;
Pollman’s Issuing the “Code of conduct for responsible dolphin watching”
Tours & Safaris
Protecting and reforesting the species-rich endemic forests in
East African Wildlife Society
the Taita Hills, Kenya
Reforestation in the Tsavo East/Tsavo West National Parks af-
ter forest fires and destruction by elephants
Friends of Tsavo Charitable Protecting the forest in the Aberdare National Park and in the
Pollman’s Trust (F.O.T) Mount-Kenia region
Tours & Safaris Cooperation project to rescue endangered egg clutches laid by
TUI Service East African Wildlife Society
sea turtles, and educational campaigns amongst customers and
(E.A.W.S)
the local inhabitants


Pollman’s Supporting TUI AG’s “Year of the Dolphin“ campaign by distrib-
Mombasa Serena Beach
Tours & Safaris uting educational material in schools at the destinations and
Hotel, Kenia
TUI Service handing them out to guests
Tree planting campaign on the Black Sea coast involving 100
TUI Bulgaria
employees
Protecting endangered parrot species worldwide, and whale
Loro Parque Foundation
watching trips for Canary Island schoolchildren
Information events on the “Year of the Dolphin“ in schools and
UNEP/CMS
local education centres
TUI España
Whale Foundation Protecting marine mammals off the Canaries
WDCS Protecting marine mammals off the Canaries
Close-to-nature trips with tree planting campaigns on Gran
FORESTA
Canaria
TUI Poland Supporting TUI AG’s “Year of the Dolphin“ campaign with cus-
UNEP/CMS
TUI Austria tomer educational material in brochures and websites
Tantur
TUI Bulgaria
TUI Dominicana
TUI Hellas
handing them out to guests
TUI Portugal
Tunisie Voyages
Airlines
Supporting TUI AG’s “Year of the Dolphin“ campaign by selling

merchandise during flights (for the benefit of dolphin protec-
TUIfly
tion projects), also running an in-flight “Year of the Dolphin“
film
Born Free Foundation “Travellers Alert“ campaign
Born Free Foundation Educating customers on species protection violations in desti-

Manitoba Conservation nations
Thomsonfly
Born Free Foundation “Polar Bear Surrogacy Project“ – donation campaign for a
UNEP project on the adoption of orphaned polar bear cubs in Canada
Born Free Foundation “GRASP – Great Apes Survival Project”: Donation campaign to
Mexikanische Authorities protect threatened great apes in Southeast Asia and Africa

Airlines
“Big Cats in Mexico”: Donation campaign against the exploita-
tion of big cats used for the entertainment of holidaymakers
Thomsonfly
Supporting TUI AG’s “Year of the Dolphin“ campaign through
UNEP/CMS
communications in Thomsonfly magazines
Shipping
Replacing ballast water in deep water to avoid polluting coastal
areas with foreign species
Hapag-Lloyd AG
Biocide-free underwater paint in two ship classes
Antarctic Heritage Trust

On-board donation collections
“Save the Albatros“-Campaign

UNEP/CMS
uting educational material amongst the passengers
Participation in a research workshop “Linking tourism and con-

UNEP/GRID-Arendal
Hapag-Lloyd Cruises servation – a finance initiative for protected areas”
IAATO (International Associa-
Distributing a code of conduct for visitors to the Antarctic, and
tion of Antarctica Tour Opera-
compliance with the regulations
tors)
AECO (Association of Arctic Distributing the AECO visitors’ code of conduct for the Arctic,
Expedition Cruise Operators) and compliance with the regulations
UBA (Federal Environment
Elaborating an environmental relevance study for the Antarctic
Agency)

Multi-stakeholder dialogue, cooperation

and strategic partnerships
Strategic partnerships and cooperation at a Group level

TUI companies in European source markets and the tourism destinations are in-
volved in numerous committees on this important issue promoting environmental
sustainability, as well as multi-stakeholder dialogue. Promoting environmental pro-
tection in the shipping and cruise business is also systematically pursued in interna-
tional partnerships.
Multi-stakeholder dialogue and coopera- TUI AG continues its proactive involvement in econsense – Forum for Sustainable
tion at a Group level Development of German Business. It also continues its work in the Tour Opera-
tors‘ Initiative for Sustainable Tourism Development (TOI) implementing sustainable
tourism development, and supports the United Nations Environment Programme
(UNEP), the United Nations Educational, Scientific and Cultural Organisation
(UNESCO), and the World Tourism Organisation (UNWTO).
The active partnership with EUROPARC concentrates in 2006 on the structural and
systematic implementation of the newly formulated charter principles. As an active
member of the “EUROPARC European Charter Evaluation Committee“, TUI was
directly involved in the development measures for cooperative nature conservation.
There was a significant increase in Spain in particular in the number of applications
for the official registration of European protected areas as “Charter Parks”. TUI
therefore primarily supported the specific evaluation and verification of Charter Park
applicants by independent experts.
A special focus of TUI’s environmental activities during the 2006 financial year in-
volved the TUI biodiversity strategy. TUI in cooperation with the CMS secretariat
- Convention on Migratory Species of Wild Animals (Bonn Convention) – presented
an in-depth global case study on “Wildlife Watching and Tourism“ at the 8th “Con-
ference of the Parties“ (COP 8) of the Convention on Biological Diversity held in
Curitiba, Brazil.
As part of the environmental treaty between TUI and the government of the Balearic
Islands, Balearic Environment Minister Jaume Font I Barceló visited TUI accompa-
nied by 20 mayors from Majorca, Minorca and Ibiza. The meeting further intensified
the exchange of information and dialogue between tourism experts and politicians,
particularly on issues concerning destination development and quality in the local
TUI meets the Balearic Islands: Sr. Agenda 21 programme.
Jaume Font i Barceló, Balearic Island
Minister of the Environment, accompa- Hapag-Lloyd Container Shipping is involved in the Clean Cargo Group – a section
nied by 20 mayors, visiting TUI head- of the American Business for Social Responsibility organisation (BSR) – to promote
quarters to discuss “Local Agenda 21 more sustainability in international transport. Hapag-Lloyd Cruises works together
and tourism development on the Balearic with several international organisations including the WWF Arctic Programme to pro-
Islands” tect oceans and seas around the world – and Arctic and Antarctic waters in particu-
lar.

Selected strategic partnerships and cooperation agreements involv-

ing TUI AG and its Group companies covering environmental pro-
tection, nature protection, animal protection and sustainability.
Company Cooperation partner

International Fund for Animal Welfare (IFAW)
TUI Airlines
Sanctuary for Exotic Animals (AAP)
Nederland B. V.
GreenSeat
Airlines
Ecological Project for Integrated Environmental Technology (ÖKOPROFIT),
TUIfly
Local Agenda 21 project run by the Hanover metropolitan authority
Thomsonfly Born Free Foundation
East African Wildlife Society (EAWLS)
ARP Group Friends of Tsavo
Eco Tourism Kenya
Aitken Spence
The International Ecotourism Society
Travels
ATC African Travel
Concept
Danubius Travel
Mare Nostrum
Agency
Association for Nature, Environment and Sustainable Development
Destination Services
(SUNCE)
Association of Croatian Travel Agencies (UHPA)
Gulliver Travel
“WWF Germany Environmental Foundation – Foundation for the Protection
of Biodiversity and the Natural Environment“ (WWF)
Friends of Animals – Rethymnon
Mex-Atlántica PRONATURA
Tours S. A. de C. V. BAT Conservation International
TUI España Loro Parque Fundación
TUI Hellas Mediterranean SOS Network (MedSOS)
TUI Service AG Dodecanese Animal Protection Society (DAPS)
Econsense – Forum for Sustainable Development of German Business
EUROPARC Federation and “European Charter for Sustainable Tourism
Development in Protected Areas”
insula
ITR Instituto de Turismo Responsable
Loro Parque Fundación
Holding TUI AG Ökoprofit/Local Agenda 21 of the Hanover metropolitan authority
PLAN International
Sustainability Leadership Forum with B.A.U.M. and CSM of the University
of Lüneburg
Tour Operators’ Initiative for Sustainable Tourism Development (TOI)
United Nations Convention on Migratory Species (CMS)
Whale and Dolphin Conservation Society (WDCS)

AG “Environmental Code of Conduct”, Association of Belgian Tour Opera-

tors (ABTO)
TUI Belgium
End Child Prostitution, Child Pornography and Trafficking of Children for
Sexual Purposes (ECPAT)
TUI Bulgaria Neofron

TUI Deutschland Dodecanese Animal Protection Society (DAPS)
The Animal Welfare and Protection Association (AWPA)
Reef Check

National French Land Office in La Guadeloupe
Nouvelles National Geographic
Frontières Megaptera (Mayotte)
Tour operators Sea Blue Safaris
Tétraktys (Association for the Local Development of Areas of Nature for
Tourism)

“Initiatiefgroep Duurzaam UItgaand Toerisme“ (IDUT, Initiative for Sustain-
able Tourism)
TUI Nederland
Sanctuary for Exotic Animals (AAP)
Wetlands International
The World Conservation Union (IUCN)
World Association of Zoos and Aquariums (WAZA)
Whale and Dolphin Conservation Society (WDCS)
TUI Nordic
TUI Reisecenter End Child Prostitution, Child Pornography and Trafficking of Children for
Austria Sexual Purposes (ECPAT)

“Working Group for Tourism & Development“ (akte)

Tour operators TUI Suisse Greenpeace
OceanCare
Tortugas
Fair Trade in Tourism South Africa (FTTSA)
TUI UK Sexual Purposes (ECPAT)
Travel Foundation (formerly: Sustainable Tourism Initiative)
Archelon/Sea Turtle Protection Society Greece
Hotels & Resorts Grecotel
Dodecanese Animal Protection Society (DAPS)
Grupotel Red Balear de Hoteles Sostenibles
Iberotel Eurosolar
Stiftung “Fundación Campaner“ combating Noma infection amongst chil-
Riu
dren in Niger
Turkish Nature Protection Foundation (TEMA)
Robinson
Shark Project e. V.
Agence Nationale de la Protection pour l’Environnement (ANPE)
The Ecological Research Association (EKAD)
Magic Life “Environmental Foundation WWF Germany – Foundation for the Protection
of Biodiversity and the Natural Environment“ (WWF)
National Agency for Waste Management (ANGed)
Paladien Hotels National French Land Office
Clean Cargo Group, Section of the BSR Organisation (Business for
Hapag-Lloyd
Shipping Social Responsibility)
Container Shipping
Network for Transport and Environment (NTM)
Hapag-Lloyd WWF Artic Programme
Cruises International Association of Antarctica Tour Operators
Save the Albatross Campaign

Destination quality and monitoring
Protecting environmental quality/environmental care in destinations

To enhance customer satisfaction and therefore the company’s commercial success,
TUI works to protect the environmental quality of the destinations and minimise envi-
ronmental risks. Annual environmental reporting is an important management instru-
ment for maintaining environmental quality and promoting environmental protection
in destinations. Annual destination monitoring has been carried out since 1990, and
the monitoring in 2006 was again successfully conducted in cooperation with TUI
Service and the destination agencies. The environmental reports are prepared in ac-
TUI destination strategy: cordance with the “TUI Environmental Criteria for Destinations”. Local TUI staff follow
“Destinations for generations” the guidelines when making their in situ research and reporting their findings, experi-
ence and impressions. The authors of the reports acquire additional environmental in-
formation by making inquiries at local authorities, contractual partners (e. g. hoteliers,
agencies) and nature protection organisations.
TUI Environmental Criteria 2007 for Destinations are now in their 18th revised edi-
tion having been updated to incorporate the latest results of the public debate on
tourism development and environmental impact:
1. Climate change, climate protection, transport, air, noise
2. Energy management (energy supply, savings measures,
renewable energy sources)
3. Water and sewage management
4. Waste management (avoidance, recycling, disposal)
5. Bathing water and beach quality, coastal protection
6. Countryside, paving over, regional planning, agriculture
7. Nature and species protection, biodiversity, animal protection
8. Environmental and nature tours and information
9. Environmental policy, sustainable development, Agenda 21
10. Environmental risks/opportunities, outlook
In addition to feeding back information into the Group, TUI’s systematic monitoring also
raises the awareness of local inhabitants and decision makers in local authorities, admin-
“TUI Environmental Criteria 2007 for Des- istrations and governments for environmental and nature protection issues.
tinations”: basis for annual environmental
monitoring in the destinations The environmental reports were often supplemented by numerous appendices, e.g.
reports by public and private sector institutions, local press releases, educational bro-
chures on nature and environmental protection issued in the region, customer informa-
tion material from TUI hotels, as well as photo and map documentation.
This environmental information from TUI destinations around the world was made avail-
able via the intranet to TUI AG corporate centre departments with strategic functions,
and the environmental coordinators in TUI AG Group companies. The environmental
coordinators can incorporate this information in their own way to match their own pri-
orities: TUI Deutschland, TUI Austria, TUI Suisse and TUI Poland for instance use these
environmental reports every year to update their catalogue information on “Nature and
Environment“ in the holiday destinations.

TUI AG Group Corporate Environmental Management uses the information from the
continuous global environmental monitoring in the destinations as follows:
Analysis of the environmental situation in selected destinations concerning specific
issues
Early identification of environmental risks which could have a negative impact on
TUI Group’s business activities
Boosting the environmental expertise of tourism providers in TUI destinations, and
raising their awareness
Influencing decision makers in tourism destinations with the aim of reducing envi-
ronmental impact and simultaneously improving the quality of the tourism infra-
structure
Making environmental reports available to the environmental coordinators in the
Group companies and selected users at TUI AG corporate centre.
E3 Awards. The E3 Award was presented for the first time at the Service Manager
Convention in February 2007 to the three best environmental reports in 2006. This
prize honours the major importance of destination monitoring for cooperation with
the destinations. E3 stands for Excellence and Efficiency in Environmental reporting.
Evaluation criteria in addition to content, form and the commitment of the authors,
includes the influence of destination reporting in the destination by involving local
officials and experts.
E3 Award winners:
No. 1: Kenya
No. 2: La Palma
No. 3: Majorca
Other TOP 10 destinations receiving

certificates:
Koh Samui
Tobago
Crete
Bali
Dalaman
Jamaica
Sri Lanka
“Excellence and Efficiency”. Destination Environmental Reporting Competition to

increase data quality. The jury looked at 69 environmental reports from 79 destina-
tions.

Environmental report evaluation criteria in the “E3“ competition

Content
Accuracy, level of detail
Up-to-dateness/comparison with previous year’s report
Use of sources
Layout and attractiveness
Interpretation of environmental situation with respect to its
consequences for tourism
Integration of personal impressions and experience
The 2006 prize winners of the World of
TUI International Environment Award Form
Complete observance of TUI criteria
Language and style
Summary and rating
Punctual submission
Report in English language
References/contact address lists
Effect
Impact on the destination by involving local officials and experts
Critical assessment as a contribution to environmental quality assurance
Consequences: need for action and possible measures
Applicability for preparing customer information
Commitment of the author
World of TUI International Environment Award

TUI has rewarded internationally exemplary landscape and nature protection activi-
ties since 1991 in order to support long-term solutions and new means of promoting
sustainable tourism development in the destinations on a local and regional level.
The award is intended to motivate the prize winners further to continue their com-
mitment to sustainable development and to establish and expand close cooperation
with the tourism sector. We further honour and support the commitment of our
award winners with Euro 10 000 in prize money.
The complete list of all prize winners is available on the internet.

Environmental quality in
TUI holiday hotels
Competition for environmental quality at TUI holiday hotels

Sustainable development for TUI means continuously monitoring and harmonising
environmental, economic, and social/societal needs. This maintains competitiveness,
promotes the potential of its human resources, strengthens co-operation with soci-
etal stakeholders, and sustainably improves the efficient use of natural resources in
the Group’s locations and holiday destinations.
TUI Hotels & Resorts setting benchmarks. TUI Hotels & Resorts in cooperation
The “EcoResort“ environmental quality with TUI AG Group Corporate Environmental Management issued the “EcoResort“
label enhances the competitiveness of TUI sustainability quality label for the Group’s own hotel brands for the first time in
Hotels & Resorts the 2006 financial year, following inspections by independent external environmen-
tal consultants. In addition to environmental quality assurance, the objective of
the quality label is to force the momentum of sustainable development in holiday
regions. The criteria on which the label depends include close-to-nature experience,
combined with high health and quality standards, commitment to sustainable de-
velopment, high levels of eco-efficiency, and a certified environmental management
system. Twenty four of the Group’s own hotels and resorts qualified in 2006/07, and
are now signposted in the catalogues by the “EcoResort“ label.
TUI EcoResorts 2006/07

ROBINSON Club Cala Serena ROBINSON Club Apulia
ROBINSON Club Jandia Playa Iberotel Makadi Club Oasis
ROBINSON Club Esquinzo Playa Iberotel Makadi Saraya Resort
ROBINSON Club Fleesensee Iberotel Sarigerme Park
ROBINSON Club Amadé MAGIC LIFE Sharm el Sheikh Imperial
ROBINSON Club Schlanitzen Alm Grupotel Aldea Gran Vista
ROBINSON Club Ampflwang DORFHOTEL Fleesensee
ROBINSON Club Schweizerhof DORFHOTEL Schönleitn
ROBINSON Club Soma Bay DORFHOTEL Seeleitn
ROBINSON Club Camyuva
ROBINSON Club Nobilis
ROBINSON Club Pamfilya
ROBINSON Club Daidalos
ROBINSON Club Kyllini Beach
ROBINSON Club Lyttos Beach
A complete list of TUI EcoResorts is on show at www.ecoresort-tui.com.

Environmental monitoring of the TUI Deutschland holiday hotels. TUI contrac-

tual partners have been surveyed since 1992 with the help of the TUI Hotel environ-
mental check list to monitor implementation of environmentally-compatible hotel
management. Filling out the annual check list to provide TUI with information on the
measures and activities implemented by the hoteliers to protect the environment
at the hotels is a contractual obligation. Environmental check lists help control the
implementation of sustainable measures by individual hoteliers and hotel chains, as
well as the whole hotel sector in holiday regions and countries. Hotels with outstand-
Most successful hotel chain 2006: ing environmental measures in the destinations are selected on the basis of the de-
Sören Hartmann and Max-Peter Droll, fined, annually reviewed and continuously updated and expanded criteria. The hotel
managing directors of ROBINSON Club, check lists are supplemented by additional experience and observations reported by
receive the TUI Environment Champion the World of TUI tour guides and TUI agencies at the destinations.
Award in Gold from Dr Volker Böttcher,
executive board chairman TUI Deutsch- TUI Deutschland has encouraged the competition for successful environmental
land management at its partner and contracted hotels around the world by awarding the
TUI Environment Champion Prize since 1997. The TUI Environment Champion Prize
is awarded to hotels with outstanding environmentally-compatible and modern hotel
management. Participants must be integrated within the TUI hotel environmental
monitoring system and maintain TUI minimum standards for environmental quality.
Interested hoteliers can find help in qualifying at the TUI Forum for Environmentally-
Compatible Hotel Management at www.tui-ecohotel.de (in 3 languages: German,
English, Spanish). The 100 TUI Environment Champions are identified by a certified
procedure. An online managed, transparent scoring system is used to evaluate envi-
ronmental performance. The most successful hotel chain in 2006 was again ROBIN-
SON with 20 award-winning clubs. In the individual category for hotels, the Iberotel
Sarigerme Park in Turkey carried off the top award for the 10th time in succession.
TUI Environment Champions 2006 – the Top 10

1. Iberotel Sarigerme Park, Sarigerme, Turkey
2. ROBINSON Club Lyttos Beach, Crete, Greece
3. ROBINSON Club Cala Serena, Majorca, Spain
4. ROBINSON Club, Kyllini Beach, West-Peloponnes, Greece
5. Cretan Malia Park, Crete, Greece
6. Jardim Atlantico, Madeira, Portugal
7. Fuerte Conil, Costa de la Luz, Spain
8. Hotel Tigaiga, Tenerife, Spain
9. ROBINSON Club Daidalos, Kos, Greece
10. Jardines De Nivaria Hotel, Tenerife, Spain
A completely up-to-date list of TUI Environment Champions is on show at TUI

Deutschland’s website.

“TUI Hotels & Resorts pioneer and push forward

environmental quality and sustainable develop-
ment. Our commitment: responsibility and per-
formance.”
Karl J. Pojer, TUI AG executive board member
Special publication by TUI Hotels &

Resorts: “Hotels in focus”, presenta-
tion for international investors

This gives TUI customers an opportunity to select particularly environmentally-

friendly holiday hotels on the basis of concrete criteria described in the catalogues.
This measure also stimulates hoteliers to work in a model way through their commit-
ment to sustainable tourism development.
Thomson (TUI UK) launched the “Green Medal“ environmental quality competition
in its catalogues in 2006 and awarded a prize to the fifteen outstanding hotels.
Green Medal winning hotels 2006

Overall Green Medal Winners:
Coral Beach Hotel and Resort, Coral Bay, Cyprus
Club Magic Life, Sharm El Sheikh, Egypt
Green Medal Winners:

Riu Palace Helena Sands, Sunny Beach, Bulgaria
Sheraton Miramar Resort, El Gouna, Egypt
Mövenpick Resort, El Gouna, Egypt
Club Robinson Cala Serena, Cal D’or, Majorca
Hotel Sol y Mar Makadi Marine, Makadi Bay, Egypt
Baron Palms Resort, Sharm El Sheikh, Egypt
Grecotel Eva Palace, Komeno, Corfu
Hotel Audax, Cala Galdana, Minorca
Fuerte el Rompido, Costa de La Luz
Hotel Sol Gavilanes, Cala Galdana, Minorca
Alexander The Great Beach Hotel, Paphos, Cyprus
Hotel Sunrise Beach, Protaras, Cyprus
Laguna Materada, Porec, Croatia
All TUI UK Green Medals are listed on the Thomson website.
The commitment of TUI Hotels & Resorts to sustainable development encompasses

specific in-house measures covering environmental protection and nature protection
campaigns, plus additional activities, e.g. cooperation with local initiatives to inte-
grate local industry and tourism. More details are available on the websites of the
companies involved:
Grecotel (Environmental commitment/Responsibility towards employees)
Grupotel
Iberotel
Dorfhotel
Nordotel
Magic Life
Paladien
Riu (Riu/Environment)
Robinson (ROBINSON Concept/Environment)

Social responsibility
Employee development
Co-determination
Health and occupational safety
Pensions and part-time early retirement
Work-Life Balance
Diversity and handicapped people

As crucial factors for

TUI’s competitiveness,
TUI’s 53 000 employees make a major contribution to the Group in
the form of their broad spectrum of ideas, experience and outlooks,
which guarantee a high level of beneficial innovation. The internation-
al make up of our staff means that our customers around the world
always have someone at hand that speaks their language and under-
stands their needs. This is just one of the reasons why we take our
social responsibility towards our employees very seriously. Continu-
ous training and further education here is just as important as pro-
moting a proper Work-Life Balance – harmonising work and family life
– as well as a fair style of work.

Employee development
Companies cannot exist without a key success factor: People. Finding the “right“
employees, motivating them, supporting them and ensuring their proper further de-
velopment is always one of the most important priorities of the TUI Group’s human
resources activities.
Junior management development Training and developing junior management are as vital for business competitiveness
as good in-house training programmes. 257 new trainees joined the TUI companies
in Germany, and around 718 young employees enjoyed good quality training during
2006. The percentage of trainees was therefore maintained at last year’s high level
of 6.5 per cent. Training as business administration assistants was made available for
single mothers on a part-time basis (30 hours per week).
In addition to the range of internships designed to give pupils and students an initial
insight into the company and its range of potential careers, TUI continued to be
TUI youngsters team – Junior
involved in 2006 in the “Fit for applications“ project organised by the Goinger Kreis.
company in the World of TUI
TUI’s involvement here reflects its socio-political responsibility. The project involves
the Group HR managers assisting young people in preparing application documents
and getting ready for job interviews.
Training and developing technical and The further development of technical staff and management at all levels of the
management staff organisation is one of the main responsibilities of the corporate centre Human Re-
source Development Department. Binding good employees to the company is also a
major priority. To ensure the integrated development of technical and management
staff at all management levels across the Group, TUI expanded its range of training
opportunities further in 2006: management at lower levels were given access to an
international method for assessing their personal situation, whilst top managers in
Germany enjoyed the launch of a systematic process in which an analysis of per-
sonal potential is followed up by tailored development measures. The system is to
be rolled out Group-wide next year. The international trainee programme and the
middle management development programme was further expanded with the focus
on personality development. Around 30 Group companies in approx. 15 countries
benefited in 2006 from the international exchange of management development
measures.
The process of staff management within the company is supported by integrated

and variable remuneration schemes. This systematic process includes the annual
staff assessment interview which is an important management tool for the targeted
development of each member of staff in a way which boosts their own responsibility.
Performance-based salaries and additional benefits are implemented to strengthen
the productivity and the willingness of staff to work hard, stimulate the acquisition
of a commercial mind set and profit-oriented working, not to mention furthering
personal responsibility, strengthening financial participation in the success of the
company and one’s own performance, and giving the company access to staff with
the flexibility and adaptability to cope successfully with change processes.

Co-determination within the Group
Employee representation in the Group Domestic and international employee representative organisations exist within
the TUI Group in individual companies as well as at a Group level. The cooperation
between the executive board and management of the companies with these com-
mittees was again marked in 2006 by professional respect and cooperation. This
enabled balanced measures to be selectively found with the executive board and
management which took into consideration the interests of the workforce and the
company when strategic restructuring moves were implemented, and organisational
and operative decisions involving adjustments to the workforce were contemplated.
TUI Europa Forum The TUI Europa Forum established in 1995 supplements at a European level the
employee representative organisations which have to be implemented pursuant to
national laws. The TUI Europa Forum currently consists of 52 employee representa-
tives from 17 European countries. The executive committee of the TUI Europa Fo-
rum is regularly informed by Group management, and the two sides regularly meet
to discuss the current economic and HR situation within the Group. The TUI Europa
Forum meets once a year and makes an important contribution at an international
level to the transparency of Group-wide business decisions and the integration of
the various nationalities within the TUI Group.
TUI Europa Forum 2006: Discussion time

with Dr Michael Frenzel, TUI AG executive
board chairman, and Dr Peter Engelen,
member of the TUI AG executive board
(HR, Legal Affairs, Environment and
Sustainable Development)

Occupational health promotion,

health care and occupational safety
Health promotion TUI signed the European Union Luxembourg Declaration on the promotion of occu-
pational health in 2006. In the same way as TUI’s Corporate Guideline, the Luxem-
bourg declaration aims to improve health and safety at work.
The TUI Health Network promotes the exchange of ideas and experience on all
health issues at a Group level. The network includes all of the “Health coordina-
tors“ in each TUI company. The company also runs a nationwide Group committee
on “Work-Health-Environment”, as well as local committees on “Health and safety
at work”, which brings representatives of the employers and employees together
several times a year to critically assess the ongoing performance of the programme
and incorporate new ideas. On behalf of the whole Group, TUI joined the German
Network for Promoting Health and Safety at Work (DNBGF).
TUI health programme

Health Network An employee health programme was formulated under the heading “fit with TUI”. This
concerns the provision of TUI Group company employees with a range of measures on a
variety of themes such as:
“fit with TUI” feedback Ideas management, detailed staff surveys, point voting tools (intranet
questionnaires), elaboration of health reports (statistical evaluations),
etc.
information Articles and information on medical issues in the intranet as well as the
TUI Times staff newspaper, health seminars targeted at specific groups
including trainees and management.
talks Consultation and treatment by the company doctor, workplace in-
spections by occupational safety experts, addiction prevention pro-
grammes, etc.
wellness A range of products involving nutritional education and massages at
the workplace.
integration To continuously further improve the integration of handicapped em-
ployees, campaigns are run each year under the umbrella of the TUI
Initiative:
2002 Closing an integration agreement
2003 Intensifying cooperation with handicapped workshops
2004 TUI companies each provide a young handicapped person with a
specially established training position
2005 Internships for young people with handicaps
2006 Changing lanes (TUI trainees experience day-to-day life in a
facility for the handicapped)
training Company sports, cooperation with gyms
health activities Day of the Eye, cancer prevention, heart & circulation check-ups, etc.
TUI Back Campaign, health checks (e.g. skin screening).
TUI

“Everyone benefits from the occupational health pro-

motion measures: the staff by improving their fitness
and health, and the company from the raised motiva-
tion of the staff and reduced illness-related costs.”
Dr Peter Engelen, TUI AG executive board member
HR, Legal Affairs, Environment and Sustainable
Develpoment
Betriebskrankenkasse BKK TUI TUI employees benefit from the company’s own health insurance company, BKK
TUI. BKK TUI boasted the acquisition of many new members in the 2006 financial
year. The number of members rose during the course of the year from around 10
800 to over 12 000. Only 40 per cent of the employees of the World of TUI are BKK
members. The percentage varies between 60 per cent at e.g. TUI Deutschland, and
25 per cent in other Group companies. These figures highlight that BKK has not yet
established itself at the same level across the Group. Given the outstandingly good
price/performance ratio boasted by the company, BKK has set itself a market share
target of over 50 per cent amongst TUI companies.
With health insurance premiums of 12.6 per cent in 2006, and the bonuses paid to
members of the health education programmes, BKK was the most economical health
insurance scheme in Germany for the employees and the companies in World of TUI.
BKK’s products are jointly developed with cooperation partners and are amongst the
most innovative on the market. These products include BKK TravelPlus, BKK Bonus-
Plus and BKK FamilyPlus, and bring tangible financial and health benefits for all of
the persons insured with the company.
BKK TUI’s administration costs in 2006 only accounted for around 3 per cent of total
expenditure (German average: approx. 6 per cent). This is around 40 per cent less
than the German average and highlights the cost effectiveness of the administrative
cooperation existing between BKK Salzgitter and BKK Publik since their foundation.
Occupational safety Numerous occupational safety measures were implemented at Group companies.
Occupational safety experts advise and support companies on all aspects of occu-
pational safety, including accident prevention, ergonomic workflows, and minimising
health risks. Some of the main responsibilities include involvement in the planning,
implementation and maintenance of equipment and installations. Other tasks include
preparing analysis reports, inspecting workplaces, and assisting in the formulation
of operating instructions, exit and emergency plans, hazardous materials inventories
and maps, and organising driving safety training to minimise accidents on the road.
The systematic disaster protection plans incorporate staff and first-aiders, evacua-
tion helpers and safety officers.

Occupational pensions and

part-time early retirement
Demographic change
Occupational and private pensions The elaboration and structure of occupational and private pension schemes must
take into consideration the national situation in each country and the local economic
conditions. Employees of German Group companies can choose from numerous
occupational and private pension models. In Germany, the options include pension
fund and direct insurance policies, as well as private pension insurance qualifying for
state subsidies (Riester pension). Other options include the deferred compensation
models which allow employees to select the pension scheme which suits their indi-
vidual preferences. This scheme is becoming increasingly popular.
Part-time early retirement German employers and companies within the TUI Group make considerable use of
the opportunities opened up by the Part-Time Early Retirement Act for a smooth
transition from working life to retirement. The part-time early retirement agree-
ments reached with employees are mainly based on the “block model“ working
hours regulation. The associated bonuses accruing to these employees were hedged
against the insolvency of their employers independent of when their part-time early
retirement agreements began. Benefits provided by the company in this context will
therefore considerably exceed the cover stipulated in the Part-Time Early Retirement
Act adopted in 2004. TUI set aside around Euro 13.5 million for this purpose in 2006.

Work-Life Balance
Combining career and family
TUI actively supports the harmonisation of family and career. The proportion of fe-
male employees in the Group is currently around 65 per cent. The TUI Social Commit-
tee is responsible throughout Germany for establishing consensus between employer
and employee representatives in the implementation of family-friendly measures. TUI,
Foto: Heiko Preller
on behalf of the whole Group, is one of the founding members of the nationwide net-
work “Success factor family”. This network is an initiative of companies committed to
establishing family-friendly HR policies. The companies within the TUI Group provide
their staff with a range of opportunities in each of the different fields:
Dr Dieter Nirschl, director Group HR TUI
AG, with the German Family Affairs Minis- Flexible working hours regulations. TUI provides flexible working hours regulations
ter, Dr Ursula von der Leyen as well as part-time working models and tele-working jobs, which are available to all
employees and management. Part-time employment models are also popular in TUI
Group companies outside of Germany. The number of part-time employees across the
Group is around 25 per cent. Employees in Germany also have the option of extend-
ing the legal parental leave period by one year or to take unpaid leave to look after a
member of the family in need of care.
Financial support. Financial allowances can be granted when employees get married,
give birth, or need to arrange child care. Voluntary perks are also available during pa-
rental leave (e.g. employee share schemes, holiday discounts).
Company crèche. The company crèche in Hanover is a good means of harmoni-

ously combining jobs and families. The Little World of TUI has places for 15 children
between 1 to 3 years of age. The children are looked after by three state-certified
child minders, and the crèche follows Reggio learning principles.
The company also set up a nationwide TUI child care swap marketplace in Germany.
Staff can use the intranet database to post their child care requirements and find
other staff offering to look after children (e.g. mothers on parental leave who wish
Little World of TUI to look after another child in addition to their own, employees in part-time early
retirement schemes who wish to become socially involved, and staff in their teens
looking for babysitting opportunities).
Close contact – also during parental leave. During pregnancy or parental leave,
employees are given the opportunity at any time of discussing their return to the
workplace with the Human Resources Department. Use of in-house sources of infor-
mation (such as the intranet), and voluntary perks – such as holiday discounts – are
just as much part of the benefits scheme as participation in further training measures.
Employees on parental leave also continue to receive the TUItimes (staff newspaper).
In addition, employees undertaking parental leave are given opportunities of deputis-
ing for absent staff to keep them up to speed with the company’s ongoing activities.
Applications received from former employees who chose not to return to their jobs
immediately after a period of parental leave because they wanted to look after their
children for a longer period, are given priority over external applicants with the same
qualifications if they reapply for employment with the company.

Diversity and severely handicapped people
Diversity as an opportunity Diversity is still a relatively young issue, but one that is gaining in importance for
European companies. At TUI, this term best reflects the diversity of our employees
throughout the world. They contribute new ideas, background and outlooks to the
company – a wealth and variety of impulses with enormous potential for innovation.
Our customers also come from a broad spectrum of cultures. And so we have a per-
fect match: the international diversity of our employees means that our customers
all around the world always find a TUI person to contact who speaks their language
and understands their ways.
Individuality “Opening Doors“ is one of TUI’s brand values. We believe that the shared culture of
openness makes a major contribution to creating a working environment in which
everyone feels at home. Individuality is not just something we respect, it is some-
thing we deliberately nurture to motivate our employees and demonstrate how
much we value all of our staff. Important elements in the recruitment and develop-
ment of our employees are therefore non-discriminatory selection procedures, ap-
propriate systems for performance assessment, a range of training and customised
career development programmes, and always keeping our doors open for feedback.
The TUI Group boasts a wide range of programmes and projects underpinning a
lively and friendly working environment for all of our employees – whatever their
age, sex, ethnic origin, religion, sexuality or handicap. The three main areas of activity
touching on diversity are briefly outlined below:
Work-Life Balance: Harmonising work and private life. As a Group we operate

in different countries and different legal systems. Our brand value “Going Beyond“
is an obligation in our eyes: we always want to do more than is legally necessary so
that our staff benefit and can more easily combine and harmonise working and fam-
ily life.
Flexible working hours arrangements are popular with all employees because they
help establish a healthy balance between home life and working time. We respect
this wish, and most of our subsidiaries therefore have models available for flexible
working hours which can differ from one another depending on the needs of each
company.

Some examples:
TUI AG and most of its subsidiaries offer flexible working hours, tele-working and
reintegration into working life after a period of parental leave. We also set up the
“Little World of TUI“ crèche. TUI AG also provides special allowances for external
child care.
TUI Deutschland and TUI AG allow employees to extend their period of parental
leave by an extra fourth year.
A special swap system was arranged in Germany to help employees organise their
child care needs: a special page in the intranet has been set up for staff seeking
and offering child care.
TUI Nordic has a special model for children under the age of 7: their parents can
work 75 per cent of the normal working hours. Many parents also work from
home.
Nouvelles Frontières supports mothers returning to work after taking parental
leave. Fathers can also take a short period of parental leave.
TUI Hellas has a special reintegration programme for the period after parental
leave, and has flexible working hours for all staff.
Respect for all employees – whatever their age. People working in the travel sec-
tor tend to be relatively young on average. This is why we particularly value a mix of
different age groups. We believe that young staff can learn from the experience of
older employees, whilst the more experienced staff can benefit from the fresh ideas
of the younger recruits.
For instance, TUI UK has developed detailed regulations to prevent direct and indi-
rect age discrimination. One of the first steps was changing the wording of job ad-
vertisements, job descriptions and application forms by no longer asking for the date
of birth when not absolutely necessary.
Other examples:
TUI AG introduced mentoring as a special HR development tool so that more ex-
perienced (usually older) employees can pass on their knowledge to less experi-
enced colleagues.
It is crucial for TUI Service AG to have the right mixture of young and experienced
employees so that our customers enjoy the outstanding service they expect. All
of the holiday rep teams in the destinations therefore consist of young as well as
experienced employees.

Handicapped people – we provide opportunities. TUI companies feel account-

able for employing, training and integrating handicapped people. Properly quali-
fied applicants are expressly encouraged to send in applications for job vacancies
whatever their particular handicap. This measure enabled us to employ more people
with handicaps in recent years. Handicapped employees in Germany also receive
additional assistance from special members of staff who provide help on the basis
of personal discussions, filling out application forms for a disability ID, and ordering
relevant technical literature.
Young people in particular with handicaps are encouraged to apply for internships
and training courses at TUI. In addition, in 2005 for instance, handicapped young
people also took part in internship projects in the Netherlands and Germany.
Severely handicapped employees at TUI. German Group companies currently

employ 220 severely handicapped employees. The Group also makes intense use
of services or goods provided by handicapped workshops.
TUI’s strategy is to continuously improve the integration of people with handicaps.

Applications are therefore expressly welcomed from interested and properly quali-
fied people with handicaps. Every new vacancy is specifically assessed to judge
whether the position can also be filled by a severely handicapped employee with
the appropriate qualifications. If so, the job advertisement also includes the phrase
“We encourage people with handicaps to apply for this position”. In parallel, we are
continuously broadening the cooperation with handicapped workshops to safeguard
jobs for people who have found no opportunities to find jobs in the free market.
Workflows at TUI are therefore regularly examined to assess the feasibility of engag-
ing handicapped workshops.
Trainees with handicaps. Young people with handicaps are expressly encouraged
to apply for training vacancies at World of TUI. They naturally have to have the
necessary qualifications: we expect willingness to work, motivation, a good school
leaving certificate, and especially qualifications in the following subjects: German,
English, mathematics, IT, and naturally also an interest in everything to do with
holidays and travel. Depending on the company involved, training is then provided
in Hanover or travel agencies throughout Germany. TUI provides trainees with op-
portunities to train as travel agency sales staff, office staff, Bachelor of Arts (B.A.).

Employees and organisations sponsored

by TUI benefit from the TUI health
programme. The sponsorships involve
campaigns organised by the employees
for charitable purposes which are of-
ficially supported by the companies. They
eloquently express the identification of
the staff with socially deprived and needy
people.

Social commitment
Social commitment
Foundations
Company locations
Destinations
Global projects
Work on behalf of human rights

Social commitment
Responsibility
towards society
is a very important principle guiding TUI’s business activities
– shaping its strategy considerations as well as its day-to-day
business. TUI builds directly here on its deep roots and values as
a corporate citizen: to enhance economic development and improve
the quality of life at the company’s locations and tourism destina-
tions. Our stance on social commitment is very firmly anchored in
our corporate culture because it has been an integral part of TUI’s
corporate strategy for many years to safeguard and underpin the
company’s competitiveness.
Areas in which we express our social commitment:

Children and young people
Education and science
Art and culture
Sport

Social commitment
Foundations
Local commitment
The establishment of company foundations in the locations hosting our companies,

is a clear demonstration of our local commitment and regional loyalty. TUI’s founda-
tions reflect the classic form of our social commitment.
TUI Foundation
The TUI Foundation was established in 1988 to commemorate the 75th anniversary of
Preussag AG. The foundation was renamed the TUI Foundation in 2005. It is a charita-
ble foundation in accordance with private law and has its headquarters in Hanover. It
sponsors projects involving the education and training of children and young people,
science and research, as well as art and culture. The foundation has a capital of around
Euro 11.4 million. The funds for sponsorship are derived from the earnings generated
by wisely investing this capital. The main regional focus of the foundation’s work is in
Niedersachsen (www.tui-stiftung.de).
The TUI Foundation sponsored 22 projects with total donations of Euro 335 000
in 2006. Sponsorship was focused on training measures to enable unemployed
young people to acquire qualifications, as well as a wide range of different projects
in schools (e. g. providing equipment for science rooms, music classes, and funding
project weeks).
Science and research Selected projects. The TUI Foundation has supported the scientific research accom-
panying the “Prevention through early support“ project run by the Criminological
Research Institute in Niedersachsen (KFN) since 2005. This model project is unique
in Germany and aims to test new channels for supporting children from the highest
risk families from the earliest possible moment. The aim is to provide comprehensive
assistance for young families facing difficult circumstances. The work includes sup-
port during pregnancy, and the provision of continuous information and assistance
during the child’s first years. The accompanying research covers a period of six years
and is the first of its kind in Germany to acquire scientifically valid information on the
effect and benefits of the applied assistance measures.
The Rudolf-Schoen Prize for young doctors and scientists at the Hanover Medical
School (MHH) was awarded for the 18th time in 2006. Worth Euro 20 000, the prize
rewards scientists for outstanding clinical research published in scientific journals.
School projects The TUI Foundation is involved in the START Project of the charitable Hertie
Foundation working in cooperation with the Ministry of Education in Niedersachsen.
20 scholarships were awarded for the 2006/2007 school year to high performing
and socially committed pupils from migrant families. To assist their acquisition of
proper school leaving qualifications, the selected pupils receive a PC with internet
access, Euro 100 education funding per month, as well as free advice and educational
seminars. START’s objective is to increase the number of migrant children acquiring
higher level school leaving certificates and thus open up more educational and train-
ing channels.

Social commitment
Another project conducted at a local level involves testing measures to improve the
integration of migrant families. The aim of the “Parents’ evening“ project run by the
Linden Comprehensive School, is to simplify involvement of the parents in the lives of
their children at the school by holding special parents’ evenings in the native language
of the migrants.
“Cool school“ is the name of the project run by the Carl-Stahmer-Hauptschule in

Georgsmarienhütte. The school established a pupils cooperative with a supervisory
board, executive board and management, responsible for organising some of the
school activities: including running the cafeteria and producing and marketing around
3000 litres of apple juice per year. The pupils organised collection of the apples
themselves from an orchard where the fruit was made available free of charge.
Qualification measures The involvement of the TUI Foundation in the 2006 Training Campaign with “Par-
itätischer Niedersachsen“ (the umbrella organisation of the independent welfare
support organisations in Niedersachsen) again highlights its commitment. For the
third year in succession, young people with minimal opportunities on the training
market for a variety of reasons are provided with apprenticeships by the member or-
ganisations of Paritätischer Niedersachsen. Half of the associated costs are donated
by the foundation. The training campaign succeeds in creating additional apprentice-
ships which would otherwise not be available.
Cultural sponsorship In addition to various funding initiatives such as the Children’s Forum in the Sprengel
Art Museum in Hanover, the TUI Foundation also sponsored the establishment of
the New Youth Theatre “Junges Schauspiel Hannover“ at the State Theatre in Hano-
ver in 2007. The foundation specifically sponsors the “Anti Violence“ theatre project
which involves pupils from secondary and comprehensive schools working on a play
on the subject of violence.
Hapag-Lloyd Foundation
The Hapag-Lloyd Foundation was established in 1997 to commemorate the 150th
anniversary of Hapag-Lloyd. The foundation sponsors projects involving culture,
science and social commitment in Hamburg – the location of its headquarters. The
foundation has a basic capital of Euro 5.12 million, and uses the return from the in-
vestment of this capital to support the aforementioned measures.
Hapag-Lloyd’s sponsorship and foundation activities have long benefited from their
continuity – providing many years of reliable support to selected partners. One of
the main priorities here is sponsoring young talent. Hapag-Lloyd itself was awarded
the prestigious “KulturMerkur“ award by the Hamburg Chambers of Commerce
together with the Hamburg Cultural Foundation in 2005, to honour its generous cor-
porate cultural sponsorship.

Social commitment
Junges Schauspielhaus Some sponsored projects in detail. The most recent recipient of sponsorship from
the foundation has already acquired an excellent reputation within a very short pe-
riod of time. The foundation is the main sponsor of the young and dynamic section
of the Deutsches Schauspielhaus theatre company. With its involvement, Hapag-
Lloyd demonstrates that the company seeks and actively engages in dialogue with
the younger generation, not only within its own company but also society as a whole.
St. Pauli Theatre The St. Pauli Theatre is another major cooperation partner. The foundation provided
this long-standing theatre with crucial funding, not to mention planning security. The
theatre enjoys an established position in the active theatre landscape thanks to the
high level of its productions and first class actors.
Junges Forum Musiktheater Hamburg’s opera house for young musicians and singers is called the “Junges Forum
Musiktheater”. Up and coming singers, producers, stage and costume designers, con-
ductors, dramaturgists, orchestral musicians and actors are supervised by lecturers
from the various disciplines to discover the expressive power of the traditional but
always evergreen opera world. Junges Forum Musiktheater is provided with assist-
ance as part of the foundation’s philosophy of sponsoring young talent.
Preserving historical assets Restoration internships at the museums in Hamburg enable people interested in this
career to prepare thoroughly for their training courses. This model receives applica-
tions from throughout the German-speaking world and is recommended by many
universities. Hapag-Lloyd sponsors this important project which helps preserve and
look after historical assets.
Hamburg Ballet The Hapag-Lloyd Foundation awards annual talent prizes to pupils of the Hamburg
Ballet School run by John Neumeier. The prizes are awarded for outstanding work by
young dancers who have the potential to follow in the footsteps of their stars.

Sponsoring children in China The Hapag-Lloyd Foundation supports Plan International by sponsoring children
in China – a commitment which also successfully involves employees in the Hapag-
Lloyd Group. The monthly payments by the sponsors enables Plan to finance valu-
able community projects such as schools, wells and hospitals in the villages in which
the children live.

Social commitment
Local commitment at company locations
The commitment of our companies at host locations mainly involves

support for welfare and charitable organisations, and providing
support for deprived children and young people.
Child sponsorships TUI’s child sponsorships are employee campaigns supported by the companies for
charitable purposes. They therefore reflect in a special way the identification of the
staff with socially deprived and needy people.
Staff at the companies located in Hanover have been making charitable donations
for over 10 years. The employees select and support a different charitable sponsor-
ship project every year. Money is then collected for 12 months at a range of bazaars
and other events. The executive board and management are also fully involved in the
sponsorship projects and always generously boost the money collected by the staff.
Over Euro 280,000 has been collected so far in Hanover for direct support. Projects
so far include existence support groups, day schools for mentally and physically
handicapped children, accommodation for homeless young people, and financial and
moral support for children with cancer, and their families. Staff in Hanover decided
for the first time in 2007 to continue the support provided the previous year.
Hanover sponsorship 2006/2007 – Hilfe-für-Hungernde-Kinder e.V. (Help for

Hungry Children)
This initiative supports around 600 children and young people in schools and other
institutions in Hanover to ensure that they have regular access to proper food dur-
ing school breaks and lunchtime. The help is provided very discreetly to ensure that
there is no discrimination against the children who usually come from difficult family
backgrounds.
Charitable work by the members of TUI UK also goes back many years. Employees
have provided sponsorship for the last three years to the state Macmillan Cancer
Care Foundation which provides assistance to people with cancer, and their relatives.
The employees have set themselves the target of collecting 500 000 Pounds for this
organisation by carrying out a whole range of events. The money will finance six
Macmillan nurses.
Good local citizens TUI’s commitment in the source markets is just as diverse as the companies within
the Group. Part of our corporate culture is to bring alive social commitment wher-
ever we are active.
Germany TUI AG’s loyalty to the area hosting its head office in Niedersachsen is reflected in
many activities including sponsorship for the “60th anniversary of Niedersachsen“
celebrations in 2006. Specifically, TUI funded the www.60-jahre-niedersachsen.de,
website which lay at the core of the celebrations and provided information on all of
the activities.
TUI’s clear loyalty and commitment to strengthening and boosting the appeal of the
city of Hanover and the Hanover Region is highlighted by the acquisition of the name
rights to the TUI Arena, a major venue for cultural and sporting events in Hanover;
its sponsorship of the premier division football team Hannover 96; sponsorship of
the Hannover Scorpions ice hockey team; and the annual TUI half marathon.

Social commitment
As part of their international training programme, our trainees are obliged to take
part in a “social day“ in cooperation with a charitable organisation. This involvement
strengthens the social competence of future management and gets across the com-
pany philosophy of corporate social responsibility.
TUI has a long tradition of cooperating with handicapped workshops in Germany.

Handicapped workshops are engaged for instance to provide the catering for TUI’s
in-house crèche, the production of high quality luggage tags, document destruction,
and some laundry services.
France TUI companies abroad are also involved in improving the lives of inhabitants in their
specific source markets. The French tour operator Nouvelles Frontières for instance
sponsors the town twinning project between Montreuil (France) and Agadir (Mo-
rocco).
Scandinavia The Swedish tour operator Fritidsresor launched its www.travelkids.se website in
June 2006. Children can learn important geographic and tourism terms from this
website and win attractive prizes by taking part in a range of general knowledge
quizzes.
The Scandinavian airline TUIfly Nordic also cooperates with charitable organisations
in Sweden and Norway.
Thomson and Thomsonfly in the UK support numerous charitable organisations

and projects. One typical initiative is “Help a Hallam Child“ which supports deprived
children and young people in Yorkshire and the North Midlands. Thomson’s sponsor-
www.travelkids.se ship of the “Great Ormond Street Hospital Children’s Charity“ (GOSHCC) in the UK
started three years ago. The charity helps seriously ill children recuperate and enjoy
a few carefree moments: six children and their immediate relatives were flown to
Majorca in 2006 to enjoy the premier of the “Pirates Adventure“ show. Thomsonfly
United Kingdom sponsors the Portfield School for Autistic Children in Bournemouth. TUI UK acquired
“Tall Stories“ in 2006, a company which specialises in organising charitable events.
Tall Stories arranges sporting competitions throughout Europe for the benefit of
charitable institutions and initiatives in the UK.
The Thomsonfly Training Centre (TTC) at East Midlands Airport in the UK is involved
in an unusual sponsorship project. Old examination documents are de-stapled and
shredded, and sent to Twycross Zoo to provide warm and comfortable bedding for
its animals in winter – especially the monkeys. This unconventional “straw“ helps the
zoo reduce its running costs.

Social commitment
The local commitment in the UK is rounded off by sponsoring sports clubs at com-
pany locations, such as the Coventry Blaze Ice Hockey Club, and Tottenham Hotspur
(to 2006), as well as the main sponsorship for the Godiva Award, honouring out-
standing service and entertainment in Coventry and Warwickshire.
Scientific cooperation, sponsoring training and further education

TUI is particularly interested in sponsoring tourism sector innovation and working
closely together with universities and scientists.
TUI Campus This was the philosophy behind the establishment of the TUI Campus in 2006 –
a scientific network initiative. This information platform which takes place twice
a year in the form of a symposium, brings together scientists and professionals
to discuss tourism and communications issues from a scientific point of view
(www.tui-campus.de). The Group established the TUI Campus to underpin regular
dialogue between science and industry and to gain ideas from big name institutions
working outside of the tourism industry to boost the further development of its own
business. Previous symposia dealt with the following issues: “What makes holiday-
makers happy?”, “Holiday forms of the future”, and “The future of the brand”.
2nd TUI Campus symposium discussion
TUI Future Council. The TUI Future Council “looks into a crystal ball“ to predict holi-
round: Dr W. Isenberg, K. Hildebrandt;
day and product trends over the next twenty years. It looks for answers to questions
Prof Dr M. Lohmann, Dr M. Putschögl,
such as: “What can we do right now? What demands will be placed on holidaymaking
O. Leisse, Dr T. Petermann and K. Bur-
and travel products in future? How will demographic change influence the tourism
meister
industry? It also provides ideas for future strategies and business activities.
The members of the TUI Future Council convened in 2007 include Klaus Burmeister,
the founder of Z_punkt – The Foresight Company, Essen; Oliver Leisse, managing
director of the Hamburg market and trend research institute EARS and EYES; and
Prof Dr Bernd Schubert, head of the Institute for Sensory Research and Innovation
Consultancy in Göttingen.
Cooperation with universities TUI’s commitment is rounded off by numerous cooperation projects with universi-
ties, scientific prizes, and the provision of training and further training opportunities
for school children and younger people. Some typical activities are shown below:
ROBINSON cooperates with the International Applied Science University in Bad

Honnef, providing assistance to build a demonstration hotel which will enable the
students to analyse and design hotel processes under real conditions. ROBINSON
also provides scholarships in this context to properly qualify management hopefuls.

Social commitment
Training and further training The TUI Science Prize has been awarded for seven years now at the Harz Univer-
sity in Wernigerode. The award is for outstanding degree dissertations which make
a contribution to innovation in the tourism sector by integrating scientific expertise
and business in practise.
Hapag-Lloyd established the Hamburg Hauptschule Model back in 2000 together

with the Otto Group. The project provides pupils of the Hauptschule (extended ele-
mentary school) with joint advice and supervision from teachers, career advisors and
human resource managers from various companies. Since its founding, the initiative
has succeeded in doubling the number of Hauptschule pupils entering unsponsored
apprenticeship schemes. This outstanding performance and commitment was itself
awarded the prestigious Carl-Bertelsmann Prize in 2005.
TUI AG and the TUI Foundation have supported the “School newspaper“ project
at IZOP (Institute for Objectivising Learning and Examination Processes) since
2004. “Travel educates“ is the name of the project in which school classes carry out
research on tourism topics in various Group companies or specific departments.
After conducting their research in the field, the collected information is compiled in
journalistic style and then published as a proper article in the regional daily papers
cooperating with IZOP.
Pupils from Bremen at TUI headquarters TUI Nederland supports the ENIP initiative (En Nu lets Positiefs), which helps Moroc-
learning about TUI’s environmental com- cans in Amsterdam improve their opportunities of actively participating in the job
mitment market. TUI Nederland makes four apprenticeships available – two for male and two
for female applicants. The young people taking part are also guaranteed a job after-
wards at either the Arkefly airline or in the Arke travel agency chain.

Social commitment
Commitment in destinations
The TUI way is characterised by genuine globality and cultural diver-

sity. Employees, customers and partners form a unique network. It is
marked by the exchange of information, intercultural cooperation and
individual development opportunities. As a global player and local
citizen we are always involved in intense social dialogue. We benefit
here from new ideas and insights, and deeper awareness and trust.
Group-wide assistance after the tsunami

In response to the disastrous tsunami in December 2004, TUI launched a wide-ranging
and sustainable aid programme to support the especially hard hit regions. TUI AG made
available a total of around Euro 1.25 million, supplemented by numerous activities and
donations from Group companies. The various projects involved building homes, schools
and hospitals, assisting fishermen and farmers in the form of micro-loans and non-cash
contributions, medical training for hospital personnel, and many other forms of assistance.
Village projects in Sri Lanka – new homes for over 380 families
TUI village Yayawatta Village sponsorship for Yayawatta with Plan International
(with Plan International) Fishermen’s village in Negombo with DRV and the Roman Catholic Church
Kumpurupiddy (Trincomalee) and Katuwila Village (Ahungalla) with Aitken Spence
Travel
Kathaluwa (Koggala) and Boussa (Galle) via Nouvelles Frontières
The funding still concentrates on building the village of Yayawatta in the Tangalle district
on the south coast of Sri Lanka. This independent aid project has been realised in coop-
eration with the aid organisation “Plan International Deutschland e.V.”. TUI sponsors a
community as part of this project and makes funding available for reconstruction. In addi-
tion, over Euro 140,000 of additional funding has been collected in the form of donations
by subsidiaries and customers. The “Help for self-help“ ends in December 2007; when it is
hoped the inhabitants will have established new livelihoods.
The future inhabitants of the new village were involved in the planning activities right
from the start. Children in particular were repeatedly asked in workshops to paint or draw
their dream house or dream village. Many tours of the construction site were organised to
explain the construction progress to the villagers and to discuss additional measures and
design aspects.
200 houses were built to provide new accommodation for around 1000 people. A kinder-
garten plus pre-school, a community centre, a village centre and a playground were also
constructed. The kindergarten looks after around 600 children, who also come from neigh-
bouring communities. This ensures quick integration of the new village into the region.
Before the project ends in December 2007, Plan International will undertake additional
wide-ranging measures to support the establishment of a properly functioning village com-
munity.
Other projects were also supported by TUI Group companies: the staff and management
of TUI Nederland collected Euro 32 746 for the Dutch Asia Campaign organised by Giro 555.
Another Euro 25 000 was donated to the children’s aid organisation Terre des Hommes to
support the planned construction of the “Weerawila Hotel School“ on the south coast of
Sri Lanka.

Social commitment
This hotel school helps the affected island inhabitants – primarily young fishermen –
establish a new livelihood. The French TUI subsidiary Nouvelles Frontières sponsored
the organisation “Reconstruire et Vivre”. 5 Euros was donated to the organisation
for every booking over a specific time period in 2005. The impressive Euro 150 000
collected in this way was used to build 40 houses and a kindergarten in each of two
villages, and acquire two fishing boats.
TUI’s support for tsunami victims extends beyond Sri Lanka: TUI Nordic provided ac-
tive support for one year in the particularly hard hit village of Kao Lak in Thailand by
donating books and learning materials to the Takuapa Senanuku School. Around 400
pupils study tourism and economics at this institute.
Globally active – globally committed. It is only natural for us as a global player to

concern ourselves with the needs of people at the locations where we are actively
involved. We want to make an active contribution to improving the quality of life of
the people in our destinations.
Asia
Vicente Ferrer The TUI España destination agency has sponsored the Vincente Ferrer Foundation
for many years. The foundation was set up to enable the villagers of Anantapur,
located in one of the poorest and most deprived regions in India, to support them-
selves by helping them with economic, social and cultural projects. TUI España sup-
ports the foundation with flights for delegations visiting Anantapur, arranging spon-
sorships for children on behalf of Spanish families, and reporting on the progress of
the work conducted by the organisation.
www.fundacionvicenteferrer.org
World Cup auction Six original World Cup footballs cruised around the world on Hapag-Lloyd container
ships before being signed and then auctioned amongst the Hapag-Lloyd employees.
The Euro 1 658 proceeds were doubled up by the company management and are to
be used by the children’s aid organisation Plan International to acquire tables, chairs,
blackboards and computers for the Guan Zhuang Center Primary School in Jiao Jia,
China.
Seeing clearly in Sri Lanka Forgotten spectacles are regularly handed in at TUIfly’s central left luggage depart-
ment. If these glasses are not reclaimed by their owners, they are collected by staff
and flown to Sri Lanka several times a year, where they are handed out to the needy
in cooperation with the local Lions Club. New users have so far been found in this
way for 600 spectacles.

Social commitment
Central/South America
Fighting poverty In cooperation with the Dutch aid organisation Cordaid, TUI Nederland is fighting
poverty in the Dominican Republic. The joint self-help project to strengthen local
handicraft production is aimed at improving the incomes of local inhabitants. The
project is designed to boost the production and sales of local products to raise
incomes in general and invigorate the local job market. The marketing activities are
underpinned by customer flyers, outlets for the products in the retail areas in the
hotels, and integration within the local excursion programmes. Local production is
also strengthened by implementing further training measures and the coordinated
organisation of the producers to ensure compliance with the necessary qualitative
and quantitative standards – which also helps establish their competitiveness against
the widely distributed goods from the Far East.
Another project in the Dominican Republic is supported by the local destination

Internet for all agency TUI Dominicana, and involves setting up an internet library in Puerto Plata.
Training rooms for children and adults are being built and equipped here in coopera-
tion with the local aid organisation Fundation Patria. This facility enables a broad
section of the local population to gain access to a PC and the internet. The project is
financed by the excursions undertaken by customers because one US dollar per per-
son per excursion flows into the project. One tour was also modified to allow a short
stop off at the facility. This enables customers to learn about the aid project which
they themselves support by participating in the excursion, as well as demonstrating
to the inhabitants of Puerto Plata the active and long-term support from which they
all benefit.
Where dreams come true: The Dominican Republic Education And Mentoring
DREAM (DREAM) project is supported by Thomson through a wide range of activities at the
destination. DREAM is a charitable organisation which enables people in small rural
schools in particular to gain proper qualifications thanks to donations, non-cash
contributions, mentors and training programmes for teachers. Further support is
provided when needed to upgrade the facilities, e.g. libraries, classrooms and sani-
tary facilities.
Europe
“Holidays educate“ is the slogan under which TUI Deutschland and the Riu hotel
company support a joint aid project on the Cape Verde Islands. 2 Euros per person
for every holiday booking in the four-star Riu Funana Club Hotel on Sal island are
donated to the Kim Barosa Junior and Middle School in Santa Maria. The money is
used to modernise the school buildings and purchase teaching materials. The first
measures were the construction of new class rooms and renovation of the school
canteen and teachers’ room. The long-term aim is to improve the teaching conditions
Holidays educate: Riu Funana on the Cape for the 450 pupils.
Verde Islands (“Least Developed Coun-
try”) where tourism funds a local school

Social commitment
With Tabaluga to Majorca. Peter Maffay and his dragon chum Tabaluga support
needy children: the Peter Maffay Foundation and the Tabaluga Children’s Founda-
tion help children and young people traumatised by violence, war or abuse, as well as
children affected by serious illness or handicaps. Children in the care of the organi-
sation have enjoyed a range of care and therapy facilities in Bavaria since 2000. The
Peter Maffay Foundation opened a holiday home on Majorca in summer 2003. The
children and their carers have been able to combine therapy and holiday fun since
then at the Finca C’an Llompart in Pollenca. In an exchange programme, Majorcan
Help for needy children children in need of care are also able to spend their holidays at the Tabaluga Village
in Peißenberg (Bavaria). Their safe outward and return travel has been looked after
by TUI AG which has arranged the flights between Majorca and Munich right from
the start of the project for the carers and the children in their charge. TUI involve-
ment here helps traumatised children and young people gain a new outlook on life
and new prospects on the basis of this international exchange programme.

New outlook The “Kids for Freedom“ (K4F) set sail for the fourth time in succession in July 2006.
Around 60 children and young people from seven countries enjoyed a week-long
cruise on a sailing ship in the Turkish Aegean – a chance to gain a sense of com-
munity and chart a new course for the future. TUI AG and Magic Life sponsor the
pedagogical initiative which provides children and young people from difficult social
backgrounds with a pleasant experience, active support in leading their lives, and
useful contacts. TUI sponsored K4F right from the start and amongst other things
arranges the flights for the German children taking part in the cruise, and finances
the big going-home party at the end of the event.
Horizons The destination agency of the English tour operator Thomson supports the “Hori-
zons de l’enfant au Sahel“ orphanage in Tunisia which looks after babies and small
children up to the age of 2 years. Two carers have been financed so far with the
help of weekly prize games and customers’ donations. The donors have also helped
upgrade a dialysis unit at the childrens’ ward of a local hospital by funding medical
equipment.
Cultural heritage protection
The “World of TUI Thomson Malta Heritage and Environment“ fund was launched
in 1998 by a TUI UK destination manager. The aim of the fund is to protect and
preserve the historic cultural heritage of the island of Malta in coordination with lo-
cal authorities through joint projects. Schools and social projects in various regions
are also sponsored. The fund is financed in various ways including donations from
selected excursions to important heritage sites arranged by Thomson for holiday-
makers in Malta.

Social commitment
Doing good in Majorca TUI became the name sponsor in 2004 for the first “International TUI Marathon
Palma de Majorca“ and has itself arranged the event since 2005. Around 4 000 run-
ners lined up at the start in 2006. The aim is to attract 5 000 runners in 2007. TUI’s
commitment here is undertaken for many reasons: to promote sport for all and
strengthen health awareness; boost Majorca as a destination; and arrange an attrac-
tive sporting event (with a broad accompanying programme at the venue and along
the route) – all for the benefit of the Majorcan inhabitants, runners and tourists. TUI
also uses the event as a platform for its staff loyalty and motivation programme – by
supporting a special category for the second time since 2006: the TUI In-house Eu-
ropean Half Marathon Championships on Majorca. The Majorcan tourism association
awarded TUI AG an honorary citation from the Formento del Turismo de Mallorca
for the “Best tourism promotion initiative“ for the Balearic Islands.
Africa
The TUI subsidiary TUIfly has already made two flights to Sudan on behalf of the
German Red Cross carrying over 41 tons of aid to the country. The first flight in 2005
transported artificial limbs and baby food. The transport the following year mainly
involved medical supplies such as first aid boxes, ultrasonic equipment, and an ob-
stetric unit. Each of the flights represents a donation of Euro 35 000 for kerosene,
and take-off and landing fees. The pilots and flight assistants make their own major
contribution by working for free.
Aid for Sudan
The TUI España destination agency has supported the Campaner Foundation aid or-
ganisation for many years in its work to cure children affected by Noma. The founda-
tion also organises educational and prevention campaigns to stop the spread of the
Fighting Noma disease. Noma is an infectious disease which usually affects malnourished children
and can cause serious deformities, particularly in the face.
AIDS prevention TUI AG has worked closely for many years with the development aid organisation
“Deutsche Stiftung Weltbevölkerung“ (DSW) which has its headquarters in Hanover
and is internationally active in sex education projects. To commemorate DSW’s 15th
anniversary, TUI donated Euro 12 000 and sponsorsed two youth clubs in Kenya. The
clubs educate young people on how to avoid unwanted pregnancies and how to pro-
tect themselves from AIDS. TUI also procured furniture, office materials and games
to equip the club.

Social commitment
Let the sun shine! The staff at the destination agency of the UK tour operator Thomson working in
Egypt collected enough money from a range of campaigns amongst customers and
staff to help build a kindergarten run by the Sunshine Orphanage Luxor charity. The
company has cooperated with this organisation for many years and enabled many
orphans to live a life of dignity and gain school qualifications.
Flex Travel, a subsidiary of TUI Suisse, is the first tour operator in Switzerland to use
the “Fair Trade in Tourism South Africa“ quality label to highlight selected hotels in
its current South Africa brochure. The quality label promotes and supports fair and
responsible business practises by tourism businesses in South Africa. These respect
the human rights, culture and environment in the area, and buy services under fair
working conditions.
Magic School The team at the Magic Life Club Africana Imperial in Tunisia provides unbureau-
cratic support for the neighbouring “Ecole Chabi“ primary school. The buildings had
become dilapidated because of financial shortages. The water and electrical instal-
lations in particular were in need of thorough renovation, as was the school garden.
The necessary renewal was carried out together with the 120 pupils who planted
trees, renovated, and spruced up the school garden. The school is now visited by
Magic Life staff every month to carry out any necessary work. Pupils are also invited
to the club four times a year to find out in a playful way lots of useful information
about environmental protection.

Social commitment
Globally active – globally committed
Globalisation brings people and markets closer together. We accept

our responsibilities as a “global corporate citizen“ of doing what we
can worldwide.
Global projects
6 villages for 2006 “Join in to make children’s eyes smile”: This was the slogan on big shop window
posters in more than 300 First travel agencies, Hapag-Lloyd travel agencies and TUI
travel centres throughout Germany, inviting customers to join TUI in supporting or-
phaned and abandoned children in SOS children’s villages. The travel agencies – part
of TUI Leisure Travel (TLT) – were partners in the “6 villages for 2006“ campaign
– the official charity campaign of the 2006 World Cup. The aim was to use the dona-
tions collected by the end of the World Cup in summer 2006 to help build six new
villages for 800 children in Brazil, Mexico, Nigeria, South Africa, Ukraine and Vietnam.
Almost Euro 20 000 from donations and the raffling of holidays was collected for this
worthwhile purpose.
Charts for children Hapag-Lloyd Cruises has a long tradition of auctioning maritime maps during the
cruises of its MS Europa luxury cruise liner. The maps of the route of the relevant
cruise, marked with all of the most important events during the cruise, and signed
and stamped by the captain, are drawn up by the off duty ship’s officers, and auc-
tioned amongst the customers. More than Euro 1.8 million in donations has been
collected in this way since 1993 on behalf of 8 SOS children’s villages. These villages
are located in Salvador, Brazil, India, Chile, Philippines (2 villages), Vietnam, Domini-
can Republic and Uruguay. This commitment was honoured by the presentation of
an SOS children’s village Medal of Honour.
Group-wide fight against child TUI companies across the Group are involved worldwide in fighting child prostitution.
prostitution This is mostly done in cooperation with the international children’s rights organisa-
tion ECPAT (End Child Prostitution, Child Pornography and Trafficking of Children for
Sexual Purposes). ECPAT has developed a code of conduct for the tourism indus-
try based on the UN Declaration of Human Rights and the UN Convention on the
Rights of Children. This code was signed directly with the aid organisation by TUI
Nordic, TUI Nederland and TUI UK. TUI Deutschland, TUI Austria and the Belgian
airline Jetair also comply with the statutes of the code as associate members of
DRV (Deutscher Reiseverband – German Tour Operators Association), ÖRV (Aus-
trian Tour Operators Association) and ABTO (Association of Belgian Tour Operators)
respectively. The French company Nouvelles Frontières is committed in an analo-
gous way to the charter of the French Tourism Ministry (“Des enterprises francaises
s’engangent a lutter pour un tourisme respecteux des droits de l’enfant en France
et à l’international”). Other companies such as TUI Suisse and Gebeco support
ECPAT’s objectives although they have not signed the code.

Social commitment
Contents of the code of conduct:

Preparation and distribution of an explanatory brochure (only in Germany)
Informing and raising the awareness of staff
Incorporating clauses in contracts with providers
Customer information
Integral part of staff training
Incorporation in corporate philosophy
Annual reporting
Customers are informed about TUI’s commitment by way of relevant details in bro-
chures, customer information, websites, in-flight magazines, catalogues, flyers and
some in-flight videos. Training courses for staff at company locations and destina-
tions raise awareness and helps break down taboos. All of the Group companies
involved have incorporated relevant clauses in their hotel contracts utterly forbidding
any tolerance or support for child prostitution.
As a partner of the French organisation “Tourism for Development”, the tour opera-
tor Nouvelles Frontières supports a range of development aid projects in Kenya,
Tanzania, Morocco, Brazil, Cambodia and the Dominican Republic. The micro-financ-
Improving quality of life worldwide ing projects implemented by TFD in cooperation with non-governmental organisa-
tions (NGOs) are just one of many projects including water treatment, support for
smallholders, the construction of houses for refugees, fighting the spread of deserts,
training orphans and renovating kindergartens.
Born Free Thomsonfly has cooperated with Born Free since 1995, a charity concerned with the
protection of wild animal held in captivity around the world. Passengers and staff
have donated around 2.5 million Pounds Sterling since the beginning of this cam-
paign.
TUI companies supported the RTL Donation Marathon for the third time in a row.
The success of the Donation Marathon was helped by the voluntary contributions
of around 1 000 Group staff. The call centre taking the donation calls from viewers
lies at the very heart of the benefit event, and is organised by TUI, which also made
holidays available which were raffled amongst the donors. Additional donations were
collected by a wide range of events held at Group companies. The money collected
by the RTL Donation Marathon helps children’s aid projects around the world.

Social commitment
Work on behalf of human rights
The “Guidelines for TUI Group employees TUI AG and all of its Group companies acknowledge their responsibility and are com-
regarding dealings with business partners, mitted to observing and complying with human rights when undertaking their busi-
staff, shareholders and the general pub- ness activities.
lic“ (cf. p.31) stipulate basic and binding
rules of conduct and regulations, and the As an affiliate member of the United Nations World Tourism Organisation (UNWTO),
job-related consequences each and every TUI has officially pledged to honour the UNWTO Global Code of Ethics for Tourism.
employee should expect to suffer in the With the mandate of the United Nations General Assembly, the UNWTO plays a key
event of contravening the above. They role in promoting and developing the type of tourism which makes a contribution to
apply equally to all employees, executive economic development, international understanding, peace, prosperity, and general
employees and the members of the man- observance and compliance with human rights, and the basic freedom of all people
agement within the TUI Group. independent of their race, sex, language or religion.
All TUI Group staff have access to the In its preamble to the Global Code of Ethics for Tourism, UNWTO refers to the
guidelines and they apply to all companies following instruments in particular:
in Germany and abroad in which TUI AG Universal Declaration of Human Rights of 10 December 1948
has a direct or indirect majority holding International Covenant on Economic, Social and Cultural Rights of 16 December
and subsidiaries where TUI AG exercises 1966
corporate management. International Covenant on Civil and Political Rights of 16 December 1966
Conventions and recommendations adopted by the International Labour Organiza-
Our employees respect the dignity, the tion [ILO] in the area of collective conventions, prohibition of forced labour and child
privacy and the personal rights of each in- labour, defence of the rights of indigenous peoples, and equal treatment and non-
dividual. They work together with women discrimination in the work place
and men of different nationality, culture,
religion and skin colour. Any different The principles of the Global Code of Ethics for Tourism in detail:
treatment of employees related to gender, 1. Tourism’s contribution to mutual understanding and respect between
race, skin colour, handicap, origin, religion, peoples and societies
age or sexual orientation is absolutely 2. Tourism as a vehicle for individual and collective fulfilment
prohibited. Our employees are open and 3. Tourism, a factor of sustainable development
honest and stand by their obligations. 4. Tourism, a user of the cultural heritage of mankind and a contributor
They are reliable and fair partners and to its enhancement
only make promises they can keep. 5. Tourism, a beneficial activity for host countries and communities
This applies to our work with those inside 6. Obligations of stakeholders in tourism development
the company as well as to business deal- 7. Right to tourism
ings with external partners. 8. Liberty of tourist movements
9. Rights of the workers and entrepreneurs in the tourism industry
10. Implementation of the principles of the Global Code of Ethics for Tourism

Product responsibility
and consumer protection
Sustainable product development
Innovative marketing concepts
Education and quality assurance

Product development
focused on sustainability
and future-compatibility is one of the key tasks of mod-
ern company management, which optimises environmental
and social aspects as well as the economic factors. This is
achieved in the Group in interdisciplinary teams comprising
product management, product development and product in-
novation staff.

Sustainable product development

in Tourism
One of the key tasks of modern company management is product
development focused on sustainability and future-compatibility,
which optimises environmental and social aspects as well as the
economic factors. This is achieved in the Group in interdisciplinary
teams comprising product management, product development and
product innovation staff.
Volume business optimisation

Environmental market research. Studies instigated by TUI Group Corporate Envi-
ronmental Management and TUI Market Research confirm that customers continue
to be sensitive to environmental protection issues. The survey conducted by TUI
Market Research asked guests: “Which aspects are important when you select your
holiday?“ The most frequent answers included:
Cleanliness, hygiene in the country (80.9 % of TUI guests)

Unspoiled countryside (77.7 % of TUI guests
Minimal environmental pollution (64.5 % of TUI guests)
TUI Deutschland’s whole product line is therefore continuously analysed to assess

its environmental compatibility.
Annual environmental ranking of all TUI hotels. Every contractual hotel should im-
plement high environmental standards to protect the future of its holiday region and
contribute to the holiday satisfaction of TUI customers. To ensure that this is prop-
erly implemented, the environmental measures of all TUI hotels have been surveyed
annually since 1992 via the TUI Environment Checklist. The environmental perform-
ance of each hotel is ranked by a two-phase scoring system:
Evaluation of environmental measures/minimum environmental standards.

Hotels receive a specific number of points for environmental measures stipulated in
the TUI Environment Checklist. The minimum objective of each contractual hotel is to
maintain the defined minimum environmental standards. These include the following
aspects:
Environmental policy on display for the hotel guests

A dedicated environment officer
At least four implemented water saving measures
At least two implemented energy saving measures
Regular measurement of resource consumption
Evaluating customer environmental satisfaction. In addition to the information col-

lected by the Environment Checklist, the satisfaction of hotel guests with the environ-
mental measures implemented at their hotel is evaluated on an annual basis. Customer
questionnaires issued by TUI Market Research are handed to every customer in their
TUI Environmental Checklist for Hotels travel documents and ask: “How would you assess the measures implemented by your
holiday hotel to reduce environmental impact?“ Customers issue scores from 1 = “very
good“ to 5 = “very bad”. The survey results are evaluated annually. The average score
for TUI hotels in 2006 was 2.25. Every hotel receiving above average scores for their
environmental performance is given bonus points. The total score for the environmen-
tal performance of each hotel is then calculated from the environmental performance
score and the bonus points for customer satisfaction. This generates the annual envi-
ronmental ranking of all TUI contractual hotels around the world.

Awards for outstanding global environmental performance. The 100 hotels top-
ping these global rankings – awarded the highest number of points for their environ-
mentally-compatible and forward looking hotel management – receive the TUI En-
vironment Champion Award. The best 10 hotels worldwide receive the Environment
Champion in Gold. The objectivity of the environmental ranking evaluation method
and the selection of TUI Environment Champions was inspected and approved by an
independent expert as part of ISO 14001 certification.
Support for contractual partners. TUI not only demands high environmental
standards, it also actively supports its hotel partners in achieving forward looking so-
lutions. TUI set up the forum www.tui-ecohotel.de to promote the active exchange
of ideas and information. This website provides TUI contractual partners with de-
tailed information and help for further developing their environmental management
systems. It also assists the cross-border exchange of best practice examples. Hotel-
iers can also enter their latest environmental measures in an interactive Environment
Checklist. TUI responds quickly to inform the hoteliers whether these measures
conform with TUI’s minimum environmental standards.
TUI EcoResort award. TUI Hotels & Resorts and TUI AG Group Corporate Environ-
mental Management cooperated to create the in-house quality label “EcoResort”. It
hallmarks hotels and club complexes within the TUI Hotels & Resorts portfolio which
fulfil the defined “EcoResort“ criteria:
1. Experience nature
Experience nature and the environment at first hand. EcoResorts offer their guests
the opportunity of experiencing nature close up – either in the hotel’s own inviting
gardens or in nearby outstanding natural countryside.
2. Health and quality

Holidays in EcoResorts equates with relaxation and feeling good. Special emphasis
is placed on obviating stress, activities for promoting health and ecological quality.
For instance local and regional products from ecological farming are the preferred
choice.
3. Commitment to sustainable development

EcoResorts cooperate with nature conservation organisations, are involved in cul-
tural and social projects and sensitise staff in the holiday country to environmental
issues.
4. High level of ecological efficiency

The environmental protection in EcoResorts is at a high level and guarantees careful
use of resources without compromising comfort. It includes for instance waste and
waste water management, water and energy saving measures as well as often the
use of renewable energy.

5. Certified environmental protection

The environmental management system of the EcoResorts are checked by inde-
pendent, accredited specialists and certified in accordance with a recognised national
or international environmental standard, such as ISO 14001.
Thomson Green Medal award. Thomson (TUI UK) launched its Green Medal in
2006 as an internal quality label for high environmental and social standards. 4 500
hotels have already been checked on the basis of over 100 criteria. These include
measures for environmentally-compatible hotel management, and benefits for
the host country and its inhabitants. Other criteria include the purchase of local
products, the creation of new jobs, and the training and development of local staff.
Thomson awarded the highest possible status “Green Medal Winner“ to two hotels
in 2006. 14 other hotels won the marginally less stringent Green Medal status.
Promoting sustainable consumption patterns

Promoting sustainable consumption patterns – combined with the protection and
enhancement of holiday quality – is one of the main objectives of sustainable tour-
ism development today: sustainable holidays should no longer be a small niche prod-
uct for a few particularly environmentally and socially committed tourists. The aim is
to create a positive image for sustainability aspects and to make them appealing to
the broadest possible circle of customers. This means that sustainable holiday prod-
ucts – for instance featuring particularly intense experiences – have to set them-
selves apart from other products. This will make it possible to permanently create
broader acceptance for sustainable holidays amongst holidaymakers.
Product labelling for better informed consumer choice. Holidaymakers will only
incorporate sustainability aspects in their holiday choices to a greater degree in
future if they are supplied with information which is credible and convincing. Hotels
with outstanding environmental and social performances are therefore labelled and
highlighted in the TUI Deutschland brochures as EcoResort and TUI Environment
Champions, whilst Thomson (TUI UK) labels such hotels with the Green Medal. The
TUI Deutschland catalogues also provide customers with additional information on
“Nature and Environment“ in each holiday region. The “Holiday and environmental
compatibility“ page in all of the German-language TUI brochures helps consumers
specifically with their choice of holidays by publishing a transparent declaration on
environmental criteria for hotels, destinations and modes of transport. TUI Group
Corporate Environmental Management is also available before and after the holiday
to answer customer enquiries concerning the environment. The department also
works closely together with Customer Service.
Nouvelles Frontières also began the publication of sustainable development and

environmental protection information in its brochures in 2005. This raises the aware-
ness of holidaymakers for sustainable holiday products and supports better-in-
formed holiday choices.

Specific target group marketing of sustainable holiday products

INVENT project – Innovative marketing concepts for sustainable tourism pro-
ducts. Sustainable holidays need to be marketed in a more focused way at specific
target groups. This is the conclusion of a research project conducted by INVENT,
funded by the German Ministry for Education and Research (BMBF). Scientists
from the Institut für sozial-ökologische Forschung (ISOE) GmbH (Institute for
Socio-Ecological Research), the Tourism Management department of the University
of Lüneburg, and project partners from the tourism and transport industry (AM-
EROPA-REISEN GmbH, Deutsche Bahn AG and LTU-Touristik GmbH) cooperated
INVENT – sustainability dream destina- under the overall management of Öko-Institut e.V. to develop marketing strategies
tion. Innovative marketing concepts for aimed at minimising environmental impact and avoiding social conflict. TUI Group
sustainable tourism products Corporate Environmental Management provided the project with technical support.
The main focus of the work was a detailed analysis of the expectations and needs
of mass market holidaymakers. The Institut für sozial-ökologische Forschung (ISOE)
GmbH conducted a representative survey of over 2000 holidaymakers for this pur-
pose. These findings identified seven different types of holidaymakers as new target
groups for marketing.
TUI Market Research also carried out in-depth analysis on the expectations and
needs of holidaymakers, and the lifestyles and holiday styles of various target
groups. This enables sustainable holiday products such as close-to-nature tours,
meet-the-locals tours and discovery tours to be tailored more closely to the needs of
the various target groups:
Global Discoverer as a separate sub-brand. The TUI Deutschland GmbH bro-

chure concept for the 2007 summer season underwent major restructuring in
2006. The heart of this repositioning involves the introduction of three sub-brands
– the new TUI holiday worlds. Product development is completely oriented to the
personal holiday motives of the customers. And the question: “What do you want
to experience on your holiday?“ matches the product even more closely to the per-
sonal needs and holiday motives of customers.
The new “Global Discoverer“ TUI sub-brand (Weltentdecker) puts together a

comprehensive range for the first time for holidaymakers who want to discover,
experience and learn more about foreign countries, people and cultures. A “Glo-
bal Discoverer“ is a TUI customer type who carries out detailed research before
booking, and enjoys “continuous learning”. Such customers are looking for travel
products with a great deal of flexibility – which is why the modular programme
was considerably broadened. The number of customised tours was also increased,
Global Discoverer as a separate sub-brand and can now accommodate private groups of two or more.

Target-group specific close-to-nature mailing. Target-group specific mailing

campaigns about the range of TUI close-to-nature products inform customer seg-
ments particularly interested in environment-oriented holiday products and close-
to-nature holidays. This also involves the specific marketing of TUI Environment
Champion hotels.
Close-to-nature holiday internet platform. TUI Deutschland’s close-to-nature

holiday products are bundled on the internet. Customers looking for holidays of
this type in the 2007 summer season can choose from over 200 close-to-nature
holidays from the TUI country brochures and special brochures.
Sustainable holiday products

An attractive and varied range of cycling and hiking holidays, meet-the-locals holi-
days or active participation in research projects help to attract new customer seg-
ments for more sustainable holidays.
Sustainable holiday products from TUI Holiday destination: How the locals live in host countries and meet-the-locals
tour operators: Gebeco, Dr. Tigges, TUI excursions. “Gebeco Länder erleben“ (Gebeco Country Discovery) and “Dr. Tigges“
France, OFT Reisen, Thomson, Pollman’s are brands operated by the discovery and educational tour operator Gebeco, whose
name stands for its corporate philosophy – “Gebeco – Gesellschaft für internation-
ale Begegnung und Cooperation“ (International encounters and cooperation compa-
ny). The company specialises in holidays giving participants an intensive insight into
the holiday country, experiencing foreign cultures, meeting locals, and understanding
their traditions and customs.
More holidays have been developed for 2007 which enable holidaymakers to experi-
ence in more depth the day-to-day lives of local inhabitants in the destination countries.
Gebeco’s “Hongkong faces“ tour for instance brings holidaymakers face-to-face with the
inhabitants of this dynamic city. Holidays are thus transformed into a medium for inter-
cultural understanding and learning. In addition to classic country tours, TUI France also
arranges special meet-the-locals holidays with its product “Les Circuits authentiques”.
Close-to-nature and culture holidays are developed in cooperation with National
Geographic, and include visits to otherwise inaccessible beauty spots and cultural
treasures. The tours are accompanied by National Geographic experts.
For the first time in summer 2007, TUI’s OFT Reisen tour operator brand includes Nile
cruises on the traditional Nile sailing ships, the Dahabeyas. Small groups of holiday-
makers will be able to sail up the Nile in this way in an environmentally-compatible
and much more thrilling way than is possible on the countless conventional cruise
ships plying the busy river. Holidaymakers on the Dahabeyas are given a more intense
insight into life on the river, its people and the culture in the backwaters away from
the main tourist flows. All Jeep Safaris and Bedouin dinner excursions are organised
by the English tour operator in cooperation with the local Bedouin community in the
Sinai desert. This gives tourists a greater insight into the life and survival tactics of the
desert nomads.

Responsibility: “Local business in the The Kenyan destination agency Pollman’s also arranges excursions to Msorongo vil-
community in Kenya” lage at the foot of the Taita Hills to give interested holidaymakers a better feel for
the cultural traditions, special customs and lifestyles of local inhabitants.
Language skills: the basis for intercultural discourse. Even basic language skills
enable holidaymakers to break the ice and get to know the local inhabitants bet-
ter. The discovery and educational tour operator Gebeco is developing more tours
in which the acquisition of language skills is an integral part of the holiday product.
In the Dr. Tigges educational tour “Spanish and Quechua – day-to-day life on the
Peruvian plateau“ holidaymakers are first taught a few basic language skills in Span-
ish and Quechua. The subsequent tours of Indian communities give holidaymak-
ers a more intense insight into the everyday lives of the local people, the culture of
the Andean inhabitants, and an opportunity to talk to them personally. Dr. Tigges
language education tours enable customers to find out more about the history of a
language and its cultural means of expression. As well as learning about the struc-
ture of a language, holidaymakers also acquire basic language skills that they can put
into practise during the tour. The Dr. Tigges language educational tour “Arabic: Key
to Syrian culture“ was awarded the Golden Palm 2006 by GEO SAISON as the best
discovery tour.
Holidays to UNESCO World Cultural and Natural Heritage Sites. According to the
UNESCO definition, world heritage sites are “Witnesses of past cultures and unique
natural landscapes whose disappearance would be an irreparable loss for the whole
of humanity. Protecting them is the task of the international community.”
Tourism can be a risk as well as an opportunity for the conservation of world herit-
age sites. The UNESCO World Heritage Centre (WHC) has therefore implemented a
“World Heritage Tourism Programme“ since 1991. The aim is to protect world herit-
TUI España employees doing volun- age sites in the long term through sustainable tourism use and invalorisation.
tary work in the world natural heritage TUI supports this objective. TUI tour operator brands give TUI holidaymakers
national park “Las Cañadas del Teide”, worldwide the opportunity of undertaking round trips and excursions to numerous
Tenerife/Canary Islands world cultural heritage sites and world natural heritage sites. The world heritage sites
are highlighted in the tour descriptions. The “Nature and Environment“ pages in all
German-language TUI brochures also provide customers with information on the
UNESCO world heritage programme and the cultural and natural world heritage sites
in the destination country. This publicises the UNESCO world heritage programme
and raises the awareness of holidaymakers for the need to protect our common
world cultural and natural heritage.

Special theme brochures: Gebeco, Dr. Tig- Close-to-nature and fitness. The “Gebeco Country Discovery“ product range has
ges, TUI Deutschland, Nouvelles included a special brochure on cycling and hiking holidays since summer 2006. These
Frontières, Headwater products enable holidaymakers to actively explore and discover holiday countries on
foot or by bike. The classic tour is the hiking or cycle tour of the Great Wall of China.
TUI Market Research has discovered that there are two different sportingly active
target groups in the holiday market: recreational sportsmen and women and holiday
sportsmen and women. The new TUI Sports brochure is focused on these target
groups. Special attention here is given to professional and competent guiding and
safety. TUI’s new “Hiking and Biking“ brochure is primarily aimed at active holiday-
makers. Combining holidays with exercise is the most important priority for this cus-
tomer group. The product line is designed in cooperation with experienced partners
such as the Dutch bicycle manufacturer Koga Miyata and the Alpine School Inns-
bruck (ASI). Both are trend-setters in the sporting holidays market and guarantee
competence and quality.
The “TUI Global Discoverer Short Breaks“ brochure for summer 2007 includes 31
new close-to-nature short breaks marketed under “Fitness and Adventures”. In addi-
tion to classic cycling and hiking holidays, other products for holidaymakers interest-
ed in exercise include Nordic Walking days, mountain biking, canoe trips and sailing.
Nouvelles Frontières has two special brochures for close-to-nature holidays: “Rando
& Trek“ for hiking and trekking holidays around the world, and the new “Aventure“
brochure for summer 2007 which includes outdoor sports such as canoe touring and
Nordic Walking.
The English tour operator affiliate Headwater is a special tour operator exclusively
arranging active outdoor holidays such as hiking, cycling and canoeing.
Preventative health care measures during holidays. In addition to personal wellbe-

ing, another aspect of increasing importance for holidays is preventative health care.
TUI’s “Vital“ brochure first issued in summer 2006 not only includes relaxation to wind
down, but also active health improvement programmes, and in particular a preventa-
tive health programme developed in cooperation with the DAK and KHH medical insur-
ance companies, and considerably broadened for summer 2007. TUI Vital holidaymak-
ers can now participate in 50 subsidised preventative programmes in 34 hotels.
ROBINSON Clubs also increasingly provide their customers with opportunities for com-
bining their holidays with preventative health measures. The new “ROBINSON WellFit
Academy“ is run by highly qualified experts who introduce participants for a week to
“healthy back“ exercises and “Pilates”. Holidays are therefore used as opportunities to
TUI Vital is evolving into a health specialist take the first steps towards preventative health care in a relaxed environment condu-
cive to learning. This forms a good basis for putting what has been learnt into practise
and incorporating preventative health measures into people’s everyday lives.

Special product lines for each age of life. TUI Deutschland has developed product
lines especially adapted to the different requirements of each age of life. The back-
ground to this is that 45 per cent of customers are older than 50, and the number of
tourists aged between 70 and 80 is set to double by 2020. “Enjoying life together“ is
TUI’s motto for Best Agers in its “Club Elan“ product line featuring culture & educa-
tion as well as exercise & health. TUI also has special Vital Holiday catalogues.
Background: The demographic changes affecting society are one of the big issues on
the sustainability agenda concerning policy-makers, business and society. It challeng-
es our competence in many areas: innovation, generational equality and social cohe-
sion. Companies can play an active part in dialogue with the general public to push
forward the necessary objective and subjective changes. In addition to some uncer-
tainty and risk factors, demographic change can also be seen as a major opportunity
for business. The changing needs of older societies, combined with innovative lifestyle
models for Best Agers, create a rising demand for new products and services, and
modify markets. Businesses are hoping to successfully bind the customers to them-
selves and their brands, and present attractive products for people in the third phase
Club Elan product line for older tar- of life. And to ensure the positive future-orientation of their own products, companies
get groups responding to demographic have to know how the economy will be affected by demographic change, in other
change: “Business motor: Best Agers“ words, the direction in which consumption, savings, interest rates, salaries and public
– mature citizens as consumers finances are heading in the long term.
Risks and opportunities of demographic The “Best Agers“ target group opens up big opportunities for the tourism sector be-
change cause they have a great deal of spare time and spend a large proportion of their dis-
posable income on leisure activities. There are also different customer types amongst
Best Agers ranging from “less active“ to “sports holiday”. TUI participated in the dia-
logue paper “Business and demographic change“ published by the corporate platform
econsense – Sustainable Development Forum of German Business.
“econsense in dialogue“ is special publication 104 published by “political ecology”
“TUI Family Fly & Car“ and “TUI Family Clubs“ brochures are specifically aimed at
families. “TUI Baadingoo Kids Clubs”, “SOLINO-Kids Clubs“ and “TUI Family Clubs“
provide a range of special entertainment and supervision offers.
TUI hotels and contractual partners are evaluated and developed especially for fam-
ily-friendly holidays on the basis of over 50 criteria. Special safety regulations for in-
stance are stipulated and regularly inspected in all of the facilities designed specially
for families.
econsense “in dialogue”

Environmentally-compatible holidays in ecologically sensitive areas. Cruise liners

are able to visit unspoilt areas which are otherwise inaccessible but which also fre-
quently host extremely sensitive habitats. Right from the start of product develop-
ment, Hapag-Lloyd Cruises therefore expressly and carefully takes into consideration
all of the regulations and stipulations for the planned routes, disembarking points
and excursion destinations.
Hapag-Lloyd Cruises is a member of the “International Association of Antarc-

tica Tour Operators (IAATO)“ and provides all passengers before they start their
cruise with information developed by IAATO on proper behaviour for visitors to the
Antarctic. Experts on board give lectures to raise the awareness of passengers for
these very sensitive ecosystems. Hapag-Lloyd is committed to using state-of-the-
art ships with the highest technical standards with the aim of implementing active
environmental protection. Heavy oil consumption and emissions are reduced as far
Environmentally-aware holidays with as possible by using ultramodern engines. All Hapag-Lloyd cruise liners use TBT-free
Hapag-Lloyd Cruises underwater paint. Onboard biological sewage works and state-of-the-art incinera-
tion systems minimise environmental impact.
Holidaymakers actively involved in coral protection. Marine scientist for a few

days: a dream which comes true for ROBINSON scuba divers. Customers and em-
ployees of the ROBINSON Club Soma Bay (Egypt) had an opportunity in two project
weeks in summer 2007 of seeing coral reefs with the eyes of a scientist and to
become actively involved in coral protection. Under the expert guidance of a marine
scientist from the protection initiative “Reef Check”, participants learnt a great deal
about the fascinating species diversity on coral reefs, as well as the risks they face,
and protection measures.
During their joint “Reef Check“ dives, the team of scientists and TUI customers on
one occasion counted the number of groupers and lobsters – sensitive indicators
for the health of a reef. The data was evaluated in situ by the team and forwarded
straight to the “Reef Check“ head office in Los Angeles. The data was then incorpo-
rated in the reports on the global status of coral reefs.
Diving for handicapped customers. Colourful swarms of fishes, coral reefs and
creepy underwater wrecks: TUI also makes it possible for handicapped people to
discover the fascinating world of scuba diving. In its “TUI Sports Diving“ brochure,
TUI makes available for the first time in 2007 special handicapped diving courses
in Sharm El Sheikh. Specially trained diving instructors from the Handicap Scuba
Association (HSA) enable handicapped people such as paraplegics, amputees, and
blind or deaf people, to experience the weightlessness of the underwater world. In
addition to ten hours of theory and training in the pool, the courses also include four
open water dives. All participants stay over night in the Camel Dive Club in Na’ama
Bay which is equipped with wheelchair-compatible rooms.
Diving product line

Consumer protection and information

through education and quality assurance
Information for interested members of the public

The “17th Reisepavillon – Marketplace for alternative travel“ took place in Hanover
in February 2007. The world’s largest trade fair for sustainable tourism opened
under the patronage of Prof Klaus Töpfer. On a shared stand with the cooperation
partners United Nations Environment Programme/Convention on Migratory Species
(Bonn Convention – UNEP/CMS) and Europarc Federation (European Charter for
Sustainable Tourism in Protected Areas), staff from the corporate centre Group Cor-
porate Environmental Management / Sustainable Development of TUI AG, and TUI
Dr Dr Wolf Michael Iwand, TUI AG, talks Deutschland’s Quality and Environment Department informed the trade visitors and
with the former German Environment interested members of the public through a range of presentations and info-material
Minister and UNEP Director General Prof on the stand. A great deal of information was provided on the “Year of the Dolphin
Dr Klaus Töpfer, and Anke Biedenkapp, 2007“ initiative to protect this endangered marine mammal.
Stattreisen Hannover, at the “Reisepavil-
lon“ consumer trade fair for sustainable Information for TUI customers and employees
tourism. TUI’s information policy on specific sustainable development topics are primarily
aimed at transparency and quality assurance in the Tourism and Cruises segments:
Product labelling for informed consumer choice. The provision of credible and
transparent information enables customers to incorporate sustainability aspects in
their travel choices. The range of information available is discussed in detail in the
“Sustainable product development in tourism“ chapter.
Considerations on holidays in Myanmar – tourism with open eyes

Controversial issues are tackled in special Holidays can raise questions. Particularly when the government of a destination is
statements when required, such as this accused of violating fundamental human rights. Instituting a travel boycott has been
example from TUI Suisse: discussed around the world for many years. The Nobel peace prize laureate Aung
San Suu Kyi advocates a boycott on tourism in her home country. This gives rise to
uncertainty: should one travel to the country, and if yes, in what form and with what
attitude. The decision to travel must be well considered. Holidays in Myanmar are
challenging. The experience is unforgettable: encounters with the local inhabitants
are emotional. Foreign visitors bestow a great deal of hope on the local inhabitants,
and provides an income for their families. Exchanging opinions with holiday reps,
hotel staff, restaurant staff etc., helps break down prejudice. The traveller should be
well aware that Myanmar is run by a military dictatorship. Freedom of opinion and
More information at: direct contact with tourists, and the freedom of movement of the inhabitants can be
www.fairunterwegs.ch restricted or risky. We primarily work with independent, private and non-governmen-
www.respect.at tal partners. We therefore support sustainable and just development. Via our local
www.tourism-watch.de representatives, we also nurture contacts with the political opposition who have no
www.amnesty.ch objection to limited quality tourism. On the basis of our many years of experience,
and the feedback from our customers, we are convinced: the journey is worthwhile.
You decide.

Catalogue page “Holidays and environmental compatibility“

in TUI brochures
This page is published in the brochures

issued by TUI Deutschland, TUI
Suisse, TUI Austria, TUI Poland and
ROBINSON.

Quality assurance: Staff as multipliers and go-betweens on issues

of sustainability
The TUI expert network formed by Environmental and Sustainability Coordinators

has met once a year since 2004 at the “CoCoS“ Conference in Hanover (Coordina-
tors’ Conference for Environmental Management and Sustainable Development).
74 participants from 39 TUI Group companies from 17 countries participated in the
conference in September 2006 to push ahead the joint sustainability strategy and
integrate it further within Group business processes.
An “Environmental Management/Sustainable Development“ section was incorpo-

CoCoS 2006: TUI Environmental and rated in TUI’s Group-wide intranet portal “InTUItion“ to inform all staff worldwide
Sustainability Coordinators from the on the Group regulations and about the Group’s main environmental and sustain-
whole World of TUI meet in Hanover ability activities. The Document Centre holds relevant material for downloading. The
“Experts Corner“ gives access to instructions and practical examples from across the
Group. This makes it easier for the TUI Environmental and Sustainability Coordi-
nators to optimise environmental and sustainability management within their own
areas of responsibility.
The corporate centre Group Corporate Environmental Management/Sustainable

Development, works together with TUI Deutschland to inform trainees in Hanover of
the Group’s environmental and sustainability activities. Several trainees every year
also undertake an extended period of training at TUI AG’s Group Corporate Environ-
TUI Intranet Portal “INTUITION“ with mental Management/Sustainable Development Departments, or at TUI Deutschland.
global reach for all environmental and
sustainability aspects New members voted on to the workers’ councils in all Group companies have been
invited since 2003 to take part in special inauguration seminars to inform them about
the Group’s environmental and sustainability activities. Articles covering environmen-
tal and sustainability aspects have also been published in each issue of the “TUIti-
mes“ staff newspaper since 2003. Several articles on sustainability and environmen-
tal issues involving shipping have been published in the “Hapag-Lloyd News“ staff
magazine. TUI Deutschland sends out a company-wide quality and environmental
newsletter to interested members of staff three times a year by e-mail. “TUI Green
Days“ take place at regular intervals at TUI Deutschland and TUI AG. This involves
presenting information on successful environmental protection activities in Hanover
and around the world, and supporting the transfer of private experience and con-
duct to employees’ own workplaces – and vice versa. In cooperation with TUI Deut-
schland, World of TUI’s holiday rep organisation in over 70 countries – TUI Service
– trains its holiday reps in important aspects, including environmental protection, as
part of its “permanent employee training“ (PET).

Imprint
Imprint

Imprint
Imprint and contacts
TUI AG Group Corporate Environmental Management/Sustainable Development

Karl-Wiechert-Allee 4
30625 Hanover
Germany
In-house competence project “Sustain- Project management

ability reporting”: the TUI Sustainability Mila Dahle, mila.dahle@tui.com
Reporting 2006/2007 was independently
conceived and elaborated by TUI AG Editing
employees. Mike Brauner
Mila Dahle
Dr Heinz Huesmann
Dr Dr Wolf Michael Iwand
Dr Alexa von Dossow
Translation from German for con- Support staff at corporate centre TUI AG Group Corporate
venience only. In case of dispute the Environmental Management/Sustainable Development
original version prevails. Katja Hoer
Inga Meese
Kerstin Sobania
Ramona Thies
Group HR
Dr Lars Kutschke
Kristina Ohm
Group HR Development
Birgit Kohlrausch
Editor-in-chief
Dr Dr Wolf Michael Iwand
Telephone: +49 (0) 511 566 2201

Fax: +49 (0) 511 566 2222
E-mail: environment@tui.com
www.tui-sustainability.com
www.tui-environment.com
Editorial deadline: 30 June 2007
Layout and production

www.add-wise.de
Michael Kalde

© Pixelio.de
TUI Destination Tenerife: The “Las Cañadas del Teide“ (Tenerife/Canary Islands) was adopted as a
UNESCO World Natural Heritage Site in June 2007. TUI systematically supported the application
over many years and refers to the UNESCO Cultural and Natural World Heritage Site programme
in the destination countries in the German-language brochures, and specifically in the section on
“Nature and Environment”. TUI tour operator brands arrange numerous round trips and excursions
to many world cultural and natural heritage sites.
At the annual DRV conference (German Travel Association) in November 2006, TUI presented in
detail the importance of sustainable development as an indispensable success factor for holiday des-
tinations, and used “Destination Tenerife“ as a case study. The work in cooperation with Destination
Tenerife is one of TUI’s best practice examples of strategic destination development

TUI Environmental Report

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TUI Environmental Report

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Travel. Transport. Worldwide.

Managing sustainably in the TUI Group

Sustainable development underpinned by Corporate Social

Strategic management processes

Environmental management system

 TUI Sustainability Reporting 2006/2007

Social responsibility towards our employees

Product responsibility and consumer protection

Internet-based environmental and

Editorial deadline: 30.06.2007

TUI Sustainability Reporting 2006/2007 

“One of the foundations of sustainable com-

“TUI’s companies and our Group are in the

 TUI Sustainability Reporting 2006/2007

“Corporate changes have a major influence

“Hapag-Lloyd has set itself the target

TUI Sustainability Reporting 2006/2007 

Good governance and transparency

 TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007 

Internal and external reporting

Internal environmental and sustainability reporting

External reporting as an integral part of Group reporting

 TUI Sustainability Reporting 2006/2007

Target conflicts: challenges of the Group-wide collection of environmental and

TUI Sustainability Reporting 2006/2007 

Evaluation by external stakeholders

Positioning in influential sustainability indices

Background: Indices enable sustainability-oriented investors to invest intelligently

Credit ratings. Ratings published by independent rating agencies are an impor-

TUI’s financial strength is evaluated at regular intervals by the rating agencies

10 TUI Sustainability Reporting 2006/2007

Group economic indicators

Earnings before interest, tax, depreciation and amortisation (EBITDA)

Earnings by divisions (EBITA)

Underlying earnings by divisions (underlying EBITA)

Net profit for the year € million - 847 496 n. m.

Equity and liabilities

Equity ratio % 23.1 28.4 -18.7

Cash flow from operating activities € million 467 965 - 51.6

Capital expenditure € million 750 1 138 - 34.1

Net debt € million 3 211 3 807 - 15.7

TUI Sustainability Reporting 2006/2007 11

Group environmental indicators

Selected Group-wide environmental indicators

Absolute environmental indicators

12 TUI Sustainability Reporting 2006/2007

Operating business indicators

The operating business indicators represent the environmentally-relevant business

TUI Sustainability Reporting 2006/2007 13

Group employee figures

Changes in headcount and personnel structure

14 TUI Sustainability Reporting 2006/2007

Central operations. The number of employees in central functions declined by 56.5

TUI Sustainability Reporting 2006/2007 15

Personnel costs (in € million)

Part-time employee ratio

Female employee ratio

16 TUI Sustainability Reporting 2006/2007

TUI AG and First Choice Holidays PLC published a brochure on the

First Choice’s sustainability reporting is published under “Environ-

TUI Sustainability Reporting 2006/2007 17

Value chain assets

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007

TUI Sustainability Reporting 2006/2007