“SMARTLAND – Smart Destinations in the Land of Venice, Mission 2026” is part of the Regional Innovative Networks referred to in Regional Regional Law no. 13/2014 and is a system of companies and public and private entities operating in multiple sectors of the economy and tourism. The common objective of all the companies in its supply chain is to update and innovate their strategic business models also through the use of technologies and the digital development of processes and products to present themselves on the national and international market through current and innovative tourism experiences and services. The initiative aims to update and innovate strategic business models in the tourism sector through supporting the digital transformation and networking of participating enterprises within the Veneto Digital Business Ecosystem. Additionally, it aims to create new value chains and foster interaction among multiple parties in the tourism supply chain. This will enable companies in the tourism sector to leverage data-driven insights for operational decision-making. Generate new experiential/transformative products and services by intersecting tourism with traditional sectors such as agriculture and manufacturing. Ultimate goals will be to increase competitiveness, foster the formulation of new strategies and business models, and promote integration between enterprises. In addition, the integration and social inclusion processes, considering the needs of specific populations of tourists, is one of the main values of the initiative. The initiative specifically focuses on the digitalization and technology-driven innovation in multiple sectors of the economy and tourism in the Veneto region, utilizing data analysis, digital channels, and next-generation technologies to provide timely information and support operational decision-making. The Target Population includes all activities in the tourism supply chain, namely lodging, catering, art, culture, manufacturing, agribusiness, brokerage, carriers, rental and information services, insurance, banking, shopping, event organizers, ICT, territory promotion organizations (DMOs, DMCs), etc. The problem/gap addressed is adapting business models and experiences in response to technological advancements and changing tourist expectations. The main results of the initiative are: Creation of new value chains and improved interaction among stakeholders in the tourism supply chain. Paradigm shift from a “package” to an “algorithm” approach in tourism destinations. Integration of digitalization and technology-driven decision support systems for businesses. Generation of new experiential and transformative products/services at the intersection of tourism with traditional sectors. Enhanced competitiveness, new strategies, and business models in the tourism sector. Promotion of integration and social inclusion processes for a better quality of life. Foster integration and social inclusion processes, considering the needs of differently-abled and elderly people.

Started as a campaign in 2015, Venezia Autentica evolved into a social enterprise officially established in Venice in 2017. Its core objective revolves around reshaping the impact of tourism on the city itself. Venezia Autentica’s mission is to halt the exodus of the Venetian residents by proposing an alternative to mass tourism in Venice, making it easy for travelers to enjoy a more meaningful & authentic experience of the city while making a positive impact on the local community, environment, and economy. This will improve the quality of tourism and the relationship between locals and visitors, subsequently enhancing the quality of life in Venice. The initiative focuses specifically on addressing key issues in Venice caused by mass tourism. Its target population includes the Venetians, who are at risk of losing their businesses and cultural heritage due to the dominance of foreign investors. The intervention aims to change the perception of Venice as a mere theme park or museum by promoting the city as a living community. The organization utilizes communication and education to influence how people see and impact Venice, with engaging and authentic content shaping the collective perception of the city. Through their online platform, they provide practical tools and information for sustainable travel, empowering both visitors and local businesses, particularly small and medium enterprises. Venezia Autentica also curates and certifies local businesses that make a positive impact on the community, culture, and environment, contributing to a more circular and sustainable economy. This intervention is primarily implemented in the city of Venice, Italy, which serves as a pilot location for their efforts to transform the impact and experience of tourism. The main results from the implementation of the initiative are: Increased awareness and understanding of the real Venice among a wide audience. Increased support for Venice and the Venetians, leading to positive impacts on the local economy and community. Support and promotion of local businesses, contributing to a more circular and sustainable economy. Improved quality of tourism and the relationship between locals and visitors, enhancing the quality of life in Venice.

The Verona Garda Bike Business Network was established with the goal of supporting and promoting cycling tourism on the shores of Lake Garda. It has been established in 2012 and continues to operate with renewed commitment and new businesses joining. They have implemented projects for the three-year periods of 2016-2019, and 2020-2023. Their objectives include encouraging the use of bicycles and alternative mobility, promoting sustainable land use, and boosting tourism throughout the year. They aim to enhance bicycle routes and itineraries, disseminate information through maps and thematic apps, and sponsor events and initiatives to increase visibility and awareness of bicycle tourism as a source of economic development. The Network focuses on the Verona area of lower Lake Garda and target both local residents and foreign tourists visiting the territory who are interested in discovering the culture, history, food and wine peculiarities, beauty, and fun offered by the area while riding a bike. The network addresses the need to promote biking and expand the tourist offer in the region. They have implemented mechanisms such as maps, thematic apps, and sponsorship of events to provide information on cycle-tourist routes and engage stakeholders. The practice takes place in the Veronese and Garda territory, which offers a rich heritage of artistic, cultural, tourist, and enogastronomic resources. The network has enhanced the visibility and awareness of the Veronese area as a cycling tourism destination. The collaboration with Bianchi, a renowned bicycle company, has resulted in the creation of a 98-kilometer route for e-bikes, offering a unique cycling experience. The network has distributed maps free of charge in the area, featuring the “Celeste Bianchi” route. They have also installed bike battery recharging columns along the route, providing convenience for tourists. The collaboration between the network, Bianchi, the Veneto Consortium, and Garba has led to the development of a comprehensive map featuring 600 kilometers of cycling tourism routes. These outcomes have contributed to the promotion of cycling tourism internationally and the economic development for the city of Verona and nearby.

The sustainability journey of the Tarvisio Tourist Promotion Consortium began in 2020 and aims to promote sustainable tourism and the preservation of cultural and natural heritage in the Tarvisio area. Its objectives include maximizing positive impact and minimizing negative effects in tourism on people and on the environment. The intervention focuses on a sustainable tourism development and the recognition of Tarvisio as an eco-sustainable destination. The target population includes residents and tourists in the Tarvisio-Nassfeld-Pressegger. The practice addresses the need to monitor and manage the impacts of tourism on the territory. Mechanisms and tools are likely in place to report and address sustainability issues and gather feedback, such as the implementation of a questionnaire survey. The expected outcomes/results include: Awarded Sustainable Tourism Destination Certificate according to GSTC international standards. Recognition as the second eco-sustainable destination in Italy. Implementation of initiatives such as the No Borders Festival, promoting the correlation between live music and cultural/natural aspects. Encouragement of sustainable mobility through the promotion of the Alpe Adria Cycle Route and Alpe Adria Trail. The On Tour project focusing on making accommodation facilities in the destination more sustainable. Contribution to the enhancement of products from the area’s alpine pastures through the MADE project.

The Portuguese Hospitality Association (AHP) (the country’s largest hotel body) with support from Turismo de Portugal. Hotel refurbishment and equipment replacement programmes in Portugal generate many thousands of materials every year that are of good quality but no longer needed and become waste. Meanwhile, across the country there are charitable and other institutions that could benefit from such items. The HOSPES programme is AHP’s Corporate Social Responsibility and Environmental Sustainability programme. Its purpose is to encourage its hotel members to implement socially responsible and environmentally sustainable practices as well as to reduce waste and promote the circular economy. During the economic crisis in late 2012, AHP set up a project to match used hotel mattresses in good condition and available for donation, with social action projects that needed them. Donations were soon expanded to include furniture, kitchen and electrical equipment and linen, and the programme has grown annually, for example: Goods donated in emergency situations include those left homeless by fires in Portugal in 2017, and in 2019 to Dombe Hospital in Mozambique following Cyclone Idai Network-wide collection of used oils, electrical equipment, end-of-life textiles and paper waste for recycling. AHP is paid for these items, which generates revenue to fund social action projects in Portugal and overseas Other sustainability activities, such as inclusive employment and a corporate vol unteering programme have been developed. AHP members participating in the HOSPES programmes are awarded “We Share” Social Responsibility and “We Care” Environmental Sustainability ‘stamps’ to recognise their activities under these strands of the scheme. Regarding the results of the programme, since it started the network has grown from the first 10 participating hotels who joined in 2013 to 130 in 2020 and by 2020, AHP had facilitated donations by hotels of 228,885 used goods to around 100 social welfare institutions. The programme has so far saved over 669 million litres of water and eliminated over 57 tons of waste in relation to donated/reused textile goods. In just one month during the COVID-19 pandemic, hotels donated more than 100,000 linen, bedding items and toiletry items to the Field Hospital at the Universi ty Stadium in Lisbon and other support centres working with vulnerable members of the community. Also 46 hotels received ‘We care’ and ‘We share’ stamps when they were first created in 2015. This has grown every year, with a total of 154 being awarded in 2019.

Hotel group Marriott International in cooperation with food waste technology providers Leanpath and Winn. Marriott International’s Serve 360 strategy sets out a commitment to creating positive and sustainable impact wherever the company does business and comprises four pillars: Nurture Our World Empower Through Opportunity Welcome All and Advance Human Rights and Sustain Responsible Operations The latter pillar includes a goal to reduce the corporation’s environmental footprint across its portfolio. Food waste, which accounts for 8-10% of all global greenhouse gas emissions, has been identified as a key issue to address. Marriott International’s sustainability commitments include cutting waste to landfill by 45% and food waste by 50% by 2025, from a 2016 baseline. Its approach to waste management is based on a circular economy approach, with food ordering and preparation systems designed to reduce and recycle waste as efficiently and cost-effectively as possible. Food waste reduction technology was piloted in a number of properties (for example in Scotland, Spain and Dubai) to identify key waste production areas, pinpoint the causes and develop actions to address the issue, in order to produce resources and training tools for its global portfolio. The technology introduced uses a built-in scale, camera, touch screen interface and automated food waste tracking. Kitchen teams photograph the buffet layout and the food waste generated. This information is uploaded to a platform and analysed to produce insights on the reasons for waste, such as portion sizes being too large; or perhaps quality or presentational issues. Practical recommendations are then given to the catering staff on how to avoid wastage and reduce food spend. The programme is supported with back of house communications, such as food waste reduction posters in 14 languages. Staff behaviour change is motivated, and results achieved faster, by encouraging them to find creative ways to cut food waste and by setting reduction targets for specific food items. Alongside operational changes, Marriott International is also involved in food-waste related social action and educational programmes, such as a pilot project in Puerto Rico with Nilus, a food distribution channel connecting food producers, distributors, community kitchens and social bodies. A digital ‘food rescue’ programme has been designed to minimise food waste, whilst creating affordable, healthy food markets for people on low incomes. On the basis of the pilot programme and the learning gained, a suite of internal resources and training tools have now been prepared to bring awareness and education to hotels globally. The pilot system in 10 hotels in Europe resulted in a 64% reduction in food waste over four months in 2019. Food waste tracking has enabled trends to be identified and ac tion taken to change practices. For example, the staff canteen in Alfonso XIII Hotel in Seville, Spain, addressed over-preparation of portions by cooking to order and stop ping using a holding oven – reducing food waste by over 3 tonnes across a year. In the Sheraton Grand Hotel and Spa Edinburgh, food waste was decreased by 58% in terms of weight and 64% by value – as well as saving labour effort in preparing and cooking the food. Grosvenor House in Dubai reduced its food waste by 72%.

The Accessible Routes System (SIA) in Porto not only focuses on improving accessibility for residents with disabilities but also plays a crucial role in achieving tourism goals and objectives. By implementing SIA, Porto aims to enhance the overall tourist experience for individuals with disabilities, making the city more inclusive and welcoming. The primary objective of SIA in the context of tourism is to attract and accommodate a broader range of visitors, including those with mobility challenges. By providing accessible routes, Porto aims to create an environment where tourists with disabilities can explore the city’s attractions, landmarks, and cultural sites without limitations. Another goal is to promote Porto as an accessible tourism destination. By highlighting the availability of SIA and showcasing the city’s commitment to accessibility, Porto aims to position itself as a preferred choice for travelers with disabilities. This approach not only increases tourism revenue but also fosters a positive image of Porto as an inclusive and socially responsible city. Furthermore, SIA supports the objective of diversifying the tourism market by tapping into the growing segment of accessible tourism. As this market continues to expand, Porto recognizes the potential economic benefits of catering to travelers with disabilities and their unique needs. Overall, by prioritizing accessibility through the implementation of SIA, Porto strives to achieve its tourism goals of attracting a broader range of visitors, promoting inclusivity, and tapping into the accessible tourism market. The interventions related to tourism for the Accessible Routes System (SIA) in Porto primarily revolve around enhancing the overall tourist experience for individuals with disabilities. The focus is on making Porto an accessible and inclusive destination, ensuring that tourists with mobility challenges can fully enjoy the city’s attractions and amenities. The interventions include: 1. Accessible Infrastructure: SIA focuses on improving the physical accessibility of tourist sites, accommodations, and public spaces. This involves implementing wheelchair ramps, accessible restrooms, tactile pavements, and other necessary features to facilitate easy movement and navigation for individuals with disabilities. 2. Information and Communication: SIA emphasizes the provision of accessible information and communication channels. This includes offering accessible tourism brochures, maps, and online resources that provide details about accessible routes, tourist attractions, transportation options, and services available to individuals with disabilities. 3. Training and Awareness: SIA promotes training and awareness initiatives among tourism industry stakeholders, including tour guides, hotel staff, and transportation providers. The objective is to sensitize them about the needs of tourists with disabilities, promote inclusive attitudes, and enhance their ability to cater to diverse accessibility requirements. 4. Collaboration and Partnerships: SIA encourages collaboration between the tourism industry, disability organizations, and local authorities. This collaboration ensures that accessibility considerations are integrated into tourism planning, infrastructure development, and policy-making processes. 5. Promotion and Marketing: SIA focuses on promoting Porto as an accessible tourism destination. This involves marketing campaigns, participation in trade fairs and conferences, and collaborations with travel agencies specializing in accessible tourism. The goal is to raise awareness and attract individuals with disabilities to visit and experience Porto.

The Sustainable Restaurant Association (The SRA) aims to tackle the global issues facing the food system by creating a universally applicable and accessible way to define sustainability for restaurants. Their vision is to provide chefs and restaurateurs with the tools to improve their businesses, share their successes, and inspire customers with food that looks, tastes, and does good. The SRA’s intervention is centered around the Food Made Good Standard, which sets out the criteria for what ‘good’ looks like in the hospitality industry. It provides a framework for chefs and restaurateurs to enhance their business practices, enabling them to make sustainable choices, share their achievements, and serve food that not only tastes good but also contributes to positive environmental and social impact. The SRA was founded in 2008 and introduced the Food Made Good Sustainability Standard in 2010. It has since been continually evolving to meet the needs of the industry. In 2023, the standard was relaunched with updates, including a globally accessible and applicable framework and a user-friendly online platform. A main result of the initiative is that the Food Made Good Sustainability Standard has become widely recognized and utilized within the industry, empowering restaurants to adopt sustainable practices. The SRA serves as a sustainability partner and judge for prominent industry awards, including The World’s 50 Best Restaurants and the UK’s National Restaurant Awards, further promoting sustainability across the sector. By implementing the Food Made Good Standard, restaurants have the opportunity to improve their environmental performance, enhance their social impact, and showcase their commitment to sustainability.