Clinique La Prairie CORPORATE
SOCIAL RESPONSIBILITY
Guidelines for Clinique La Prairie’s Resort
Q4 2024
Introduction
Since 2022, Clinique La Prairie SA has been working on improving its Corporate Social Responsibility (CSR). This commitment to raising ecological awareness through its development was established by the Top Decision-Making Board. To ensure a better future for the next generations, we created these CSR guidelines, which are intended for all new resort construction projects. This document should be reviewed with great attention.
The following document is divided into three sections. The first is an introductory chapter aimed at showing partners how sustainability is embedded in daily operations and aligned with our vision of longevity. The second chapter is the most important, as it outlines concrete actions to address each aspect of sustainability. A smaller final chapter will present the reporting and evaluation system.
The "Guidelines" section outlines actions that should be implemented during both the construction and operational phases. The CSR department of Clinique La Prairie SA expects that actions are either developed or planned. If any guideline is deemed unfeasible due to legal, practical, or other reasons, the CSR team of Clinique La Prairie SA should receive a detailed justification.
For each proposed activity, we specify which department should have responsibility for it. This will be included in the "person in charge" section.
Vision of Sustainability a CLP
As longevity experts, we need to give crucial attention to the well-being of our environment, as it plays a key role in our health. We want our partner to design each space in a way that strengthens the vital connection between environmental well-being and human health.
“Healthier life in a healthier environment” – this is the vision of sustainability we believe in. This vision must guide both our daily operations and our overall development strategy
Commitment to sustainability
Guidelines
To follow our vision and respect our commitment, we ask our partner to establish Corporate social Responsibility in their business through four focus areas that represent the foundations of CSR at Clinique La Prairie SA.
1. Environment:
In our opinion, it is crucial to work in developing responsible practices that reduce our impact on the environment. To do so, we ask our partner to work on carbon neutrality, resources efficiency and circular economy. Here are the following actions that are asked to be done for those three purposes
1.1.CARBON NEUTRALITY
Objective: Strive for carbon neutrality in the whole activity.
1.1.1. Do a GHG analysis of the whole Resort
How: Calculate CO2 emission equivalents of the resort activities respecting the following emission factors
Scope 1-2:
Healing and cooling
Fuel
Electricity
Scope 3:
Purchase goods
F&B
Transport Waste
Business trip
Employee commute
Standardized Unit: Emissions must be expressed in tons of carbon dioxide equivalent (tCO₂e), using the 100-year GWPs defined by the IPCC AR6
When: The first GHG emissions protocol needs to be done in second year after the opening and needs to be reevaluated every 2 years until 2035. the
Deliverable: The GHG protocol and the data collection are shared with the CSR Department of Clinique La Prairie
Person in charge: CSR Specialist for data collection and for collaboration with third party for CO2 analysis
1.1.2. Do a decarbonization roadmap
How: For each problematical scope, set some reduction targets with clear KPI with:
Concrete action, Ex: decrease 2 degrees of the swimming pool
Concrete CO2e reduction target, Ex: reduce 1 ton of CO2e per year
Concrete timeline, Ex: Before 2025 Q2
When: The decarbonization roadmap needs to be created during the year following the first GHG analysis protocol and needs to be reevaluated after each new analysis
Deliverable: Decarbonization roadmap with CO2 reduction prevision is shared with the CSR department of CLP
Person in charge: CSR Specialist w/ involved departments.
Advice: Work with SBTI to set feasible goals and concrete reduction actions
1.2.RESOURCE EFFICIENCY *
Objective: Enhance resource efficiency by minimizing water usage and maximizing energy conservation across facilities.
*Specifical Construction Handbook: The resources management strategy is included in the Construction Handbook. Please follow this extra document to ensure resource efficiency (annex 1)
1.2.1. Monitor resource consumption
How: Install an intelligent system to have a precise monitoring system for energy and water consumption.
When: The monitoring system should be installed in the construction phasis or during the first following the opening.
Deliverable: Annual report that represents:
Consumption per year in litter (Water) and in KWH (Energy) and do the CO2e conversion
Evolution of the consumption during the day and during the year
Division of consumption per building - mandatory
Division of consumption per activity, floor - if possible
Person in charge: CSR Specialist w/ Technical Manager
1.2.2. Use Renewable Energy or Revalorized Energy
How: Connect the building to a clever energy system such as:
Solar panels
Hydraulic electricity
Distance hitting system from a third-party industry (water, combustion hitting)
Technological system that reaches energy performance and efficiency (heat recovery)
When: The energy system should be installed at the construction phase of the project and needs to follow the Sustainable Construction Handbook. For any other building that is constructed before 2024, a renovation project to reach renewable energy system needs to be planned, validate and finished before 2035.
Deliverable: Energy suppliers’ certification with resource tracking or sharing the renovation plan
Person in charge: Technical Manager
1.2.3. Reach a recognized sustainable certification - Bonus
How: Summit to Leed, Well or any similar certification that received the validation form the CLP CSR Department. The highest level of certification needs to be targeted.
*Specifical Construction Handbook can be followed to reach the highest sustainable construction basis.
When: Include the certification in the project construction planification or do the first audits in the two years from the opening
Deliverable: Leed or other certification reporting
Person in charge: CSR Specialist in charge of collaboration w/ third party and data collection w/Technical Manager and Operational Manager
1.3. Circular economy
Objective: Foster a circular economy through sustainable waste management and prioritization of recyclable and biodegradable materials.
*Specifical Waste Management Guideline: An additional waste management document is shared to respect this demand. Please use the templates included in this document to respond to the CSR Department needs (annex 2).
1.3.1. Include waste monitoring in your daily activity
How: Collect the weight of each type of waste, respecting the division of the waste storing system.
When: If possible, collect the amount of waste each month, and provide a whole report each year from year 1 after the opening.
Deliverable: Complete Table 1 and Table 2 of Specifical Waste Management Guideline and report every year based on the guidelines, annex 2.
Person in charge: CSR Specialist.
1.3.2. Install a strong waste storing system
How: implement the storing respecting the 6 types of waste required by CLP, if the structure is in line with the local authority. In case of unfeasibility, ask the CSR team to validate your own procedure.
When: validate the waste management system in the Resort construction phase
Deliverable: Provide a waste management planification to the CSR Specialist before the opening of the Resort.
Person in charge: CSR Specialist for coordination, managers for operations.
1.3.3. Set some 3R objective in the daily operational work
How: Implement some clear goal in operations that could contribute to the Reduce, Reuse or Recycle steps (3R) with clear KPI with:
Concrete action: Ex: Decrease single use item in the F&B sector
Concrete reduction target, Ex: - 10% of single use cups
Ex: Before 2025 Q4
When: Some improvement goals for each R (Reduce, Reuse and Recycle) need to be set up in the year following the first GHG analysis protocol and needs to be reevaluated after each new analysis.
Deliverable: 3R objective communication each year and update in the end of the year
Advice: In any operational decision, prioritize reusable material to avoid waste.
Person in charge: CSR Specialist w/ departments involved
2. Social :
We want Clinique La Prairie to be part of the local economy and act for the social development of its position. We believe that any resort needs to be aware of its employees, its community and its economic environment to have a positive social impact.
2.1. Community impact
Objective: Support community development through active engagement and contributions to local well-being initiatives.
2.1.1. Develop a collaboration with a social or environmental entity in link with the business
How: Select a non-lucrative organization, a foundation or any entity related that has a positive impact on the local community or environmental conservation and build some synergy you can build together.
Examples:
Transform employee working day into volunteering day for the NGO
Offer a donation for a social or environmental project for each employee anniversary
Donate non-used material to an NGO that needs it
Support a student project that has a positive impact on society or the environment
When: Develop a cooperation plan by the end of the year after the opening.
Deliverable: Deliver a contract or a certificate that proves collaboration with a recognized organization
Person in charge: CSR Specialist w/ HR
2.1.2. Offer the possibility to local business and local academical community to join the business
How: Include some students academical internships or academical project with local schools.
When: Implementation of intern positions in the workforce plan and preselect some potential local partner schools.
Deliverable: Provide a workforce plan
Person in charge: HR department.
2.1.3. Implement an internal activity that includes employees in ESG thematic
How: Organize an activity during paid time (at least 1 hour every 6 months) to explain what ESG goals are and what the vision we believe in Clinique La Prairie is
When: The session is included in the onboarding Then some new sessions need to be organized every 6 months.
Deliverable: PDF explaining the activity (CSR Department can help with that activity)
Person in charge: HR w/ CSR Specialist.
2.2. Employee well-being, diversity and inclusion
Objective: Prioritize employee well-being by fostering an inclusive and supportive work environment, promoting health and professional development.
2.2.1. Provide a Workforce report
How: Develop and share a comprehensive report detailing workforce demographics (gender, nationality, area of living), percentage of working, time of employment and turnover per department.
When: Annually, at the end of Q2 in the second year of the opening
Deliverable: PDF Report based on quantitative data
Person in charge: HR department.
2.2.2 Receive an official recognition of excellence or wellbeing at work
How: Implement best practices for employee well-being, diversity, and inclusion; apply for relevant certifications or awards.
When: Within the next 12 months.
Deliverable: Certification or award acknowledging excellence in well-being and inclusion
Person in charge: HR department.
2.2.3 Offer some employee benefits that follows our vision of health and promote sustainable lifestyles
How: Offer local privileges to employees, such as:
Financial participation in public transportation costs.
Discounts for fitness memberships.
Reductions for subscriptions to local fruit and vegetable baskets from farmers.
When: Initiatives to be implemented within the next 6 months; recognition targeted within the next 12 months.
Deliverable: Short description of each initiative with collaboration certificate attached.
Person in charge: HR department.
3. Longevity Lifestyle:
Longevity being our area of expertise, we want to integrate sustainability in our holistic approach to health. For each pillar, it is important to have visible action of sustainable practices.
3.1. Medical Pillar
Objective: Advance innovative medical practices that prioritize patient outcomes while respecting ecological principles
3.1.1 Privilege machines or systems that promote sustainability
How: Prioritize machines that have one or more of the following criteria:
Efficient Energy Consumption
With a long-life cycle
With a renovation system.
That generates a small amount of waste
That can be taken back and valorized by supplier if it is not usable anymore.
With ISO norm 141001 or appropriate norm
When: Before buying the product, a sustainable evaluation needs to be done.
Deliverable: For each purchase.
Person in charge: Innovation Manager w/ Medical Pillar Manager and w/Purchase Manager
3.1.2 Be attentive to medical waste storage
How: Refers to 1.3. objective and documentation. Install a strong intermediate waste area next to the medical departments to ensure right medical, incinerable, chemical, pharmaceutical and recyclable storage.
When: Waste storage logistic plan needs to be done before the opening, as soon as the building map is ready.
Deliverable: Logistic plan for medical waste management
Person in charge: Medical Pillar Manager w/ Quality Manager w/ Security Manager and CSR Specialist
3.2 Movement Pillar
Objective: Leverage the local landscape to encourage movement and outdoor wellness activities and foster knowledge of local nature
3.2.1. Implement some outdoor activity that promote conservation of the territory.
How: Present the landscape that is surrounding the Resort by using one or more of the following suggestions
Communicate about the local natural patrimony. Ex: Natural Conservation Park, UNESCO site, Protected area
Inform guests about any conservation or natural local initiatives Ex: natural restauration project, local specie conservation project….
Use natural landscape attractivity for outdoor activity and suggest green activities. Ex: walk until a panoramic view, organise paddle in the water, suggest bike tour in nature
When: During the first year of opening.
Deliverable: Present a short storytelling description under at least 2 outdoor activity proposals.
Person in charge: Fitness Manager w/ program Managers
3.2.2. Propose some zero waste practices during outdoor activity
How: Use 0 waste content for food or drinks
Ex: Branded bottle for water drinking, Reusable lunchboxes, home maid snacks
If the 0 Waste option is not possible, avoid plastic packaging and choose plant-based, glass or paper instead.
When: During the first year of opening.
Deliverable: Provide an outdoor plan with snacks proposals included.
Person in charge: Fitness Manager w/ F&B Manager
3.2.3. Offer some low carbon activities
How: Offer at least two activities such as
Biking (or e-biking)
Paddling
Walking
Outdoor meditation
When: During the first year of opening.
Deliverable: Provide an outdoor plan with activities details included.
Person in charge: Fitness Manager w/ program Manager.
3.3. Wellness Pillar
Objective: Establish ethical wellness partnerships that align with sustainability values and enhance client care
3.3.1: Be aware of La Prairie SA CSR strategy and communication
How: All SPA employees need to follow the short sustainability strategy of La Prairie e-learning.
When: Before opening and in the first 3 months of new arrivals
Deliverable: Report on participants
Manager: SPA Manager.
3.3.1. Target non plastic items for the Guest’s amenities
How: Provide bamboo items with paper packaging for dry amenities
When: During first amenities purchases
Deliverable: Sampling of the dry amenities collection with technical sheets.
Person in Charge: HK Manager
3.4. Nutrition Pillar
Objective: Promote responsible nutrition through sustainable sourcing and balanced, environmentally friendly cuisine offerings.
3.4.1. Monitor F&B purchases by quality and sourcing
How: Provide a F&B listing of at least 80% of products.
When: Before the opening of the Resort, during supplier and product selection.
Deliverable: Excel list of F%B purchasing with quality (Bio, local, fairtrade…) and sourcing.
Person in charge: F&B Manager.
3.4.2. Communicate the ecological impact of having a qualitative, local and plant-based nutrition
How: All Nutrition and F&B employees need to follow the “Sustainable Nutrition” e-learning.
When: Before the opening and the first 3 months of new arrivals.
Deliverable: Report on participant from the F&B and Nutritionist managers
Person in charge: F&B Manager w/ Nutritionist Manager.
4. Ethical Business:
CLP needs to ensure that they create a responsible business avoiding non tolerable working conditions.
4.1. Transparent governance
Objective: hold transparent governance to ensure accountability and ethical decision-making at all organizational levels.
4.1.1. Sign our Supplier’s Code of Conduct - mandatory
How: The new partner needs to sign the CLP Supplier’s Code of Conduct signed by our CEO and CFO.
When: At the final phasis of collaboration signature.
Deliverable: Document signed and returned to CSR Specialist
Person in charge: CEO or Chairman of the Resort.
4.1.2. 4.1.2. Create or reuse our Code of Conduct for each supplier – validated by CLP Montreux
How: The new partner creates an official propre Code of Conduct signed by their CEO and CFO and ask each strategical supplier to return this document signed by their CEO.
When: During the first year of opening.
Deliverable: List of strategical suppliers with each Code of Conduct signed.
Person in charge: Purchasing Manager w/ CEO, w/CFO and w/ Legal Manager.
4.2. Responsible sourcing.
Objective: Commit to responsible sourcing by working with suppliers who share sustainability and ethical standards.
4.1.1. Monitor purchases for each activity
How: Elevate strategical suppliers for each activity and highlight ecological certifications or strategy.
When: From opening and for each new strategic supplier.
Deliverable: List of strategical suppliers, list of certifications.
Person in charge: Purchasing Manager.
4.1.2. Prioritize sustainable purchases
How: From equivalent quality and price, choose the sustainable sourced product.
When: For each purchase
Person in Charge: Purchasing Manager.
Accountability
Accountability is a cornerstone of our commitment to transparency and excellence. This chapter outlines the responsibilities and expectations for all stakeholders involved, ensuring that our shared objectives are met with diligence and integrity.
Reporting
The following file consolidates several documentation requests that must be sent to the CSR Specialist on both an ad-hoc and regular basis. The company commits to making every effort to meet deadlines and ensure the quality of reporting, which is critically important for monitoring the CSR performance of our brand.
Improvement
This document represents an initial version as of Q1 2025. It will evolve over time, and any changes will be communicated by the CSR Specialist.