1

Implementation of an EMS in a Hotel

Environmental Management Systems

2

Step 1 - Assemble the team

• Management Representative• Co-ordinator• Operations (see next slide)• Finance• Legal• Marketing / Sales

Operations Action Teams

• Appointed representative of Front of House Housekeeping Food & Beverage Conference & Meeting Engineering and Maintenance Sales and Marketing Personnel Financial Control Purchasing

3

Step 2 - Initial Review-where are we now ?

• Four key areaslegislative complianceevaluation and registration ofsignificant environmental aspects and impactsexamination of all existingenvironmental management practicesassessment of feedback from any previous

incidents

4

Step 3 - Environmental Policy• The Environmental Policy Document must

be documented and understood at all levels commit to complying with the law be publicly available commit to prevention of pollution and

improve environmental performance provide for the setting of environmental

objectives relevant to the operations of the hotel

5

Step 4 - organisation and personnel

• Definition of organisation responsibilities necessary to provide resources initiate action identify problems recommend solutions verify implementation of solutions control further activities act in emergencies

6

Step 5 - register of regulations

• Need to establish and maintain procedures to record all legislative, regulatory and other policy

requirements regarding environmental aspects of• activities• services

7

Step 6 - Register of environmental aspects

• Need to evaluate and assess environmental aspects - direct and indirect controlled and uncontrolled emissions controlled and uncontrolled discharges solid and other waste land contamination

8

Step 6 - Register of environmental aspects II

use of land, resources and energy noise, odour, dust, vibration and visual impact effects on specific parts of the environment beneficial impacts

9

Step 6 IIIAssessment of significance

• “The organisation shall ensure that the (environmental) aspects related to these significant impacts are

• considered in setting its environmental objectives”

• Clause 4.3.1 ISO 14001

Departmental environmental impacts

front of house housekeeping food & beverage conference & meeting engineering & maintenance back of house

sales & marketing personnel & administration financial control purchasing community & socio-

economic programmes grounds & externals

There is potential for improvement in environmental There is potential for improvement in environmental performance in every department of the hotelperformance in every department of the hotel

Front of House

• Energy blocking off and grouping rooms light controlling key cards environmental information in guest packs

• Water environmental information in guest packs

• Waste electronic internal information to reduce paper usage reuse of paper recycle toner cartridges

Housekeeping• Energy

check room temperatures watch for malfunctioning fans, aircon, heating etc use cold water instead of hot wherever possible

• Water use minimum quantities during cleaning notify maintenance immediately of any leaks

• Waste reuse linen unsuitable for its original purpose use dispensers instead of sachets use cleaning materials in the recommended concentrations and

dispose of containers properly

Food and Beverage

• EnergyAppropriate lighting levels in restaurants and barsBeverages coolers not sited in cellars

• Water ‘Dead man’ valves on sluicing hosesDish and glass washers correctly maintained

• WasteSegregation of glass, tin, plastics and paperMenu planning to reduce waste food

Conference and Meeting

• Energy Appropriate lighting in public areasHVAC maintained and controlled

• Water Maintenance of all water outlets in washrooms

• Waste Reuse of non-confidential papersSegregation of paper for recycling

Engineering and Maintenance

• Energy All HVAC fully maintained with controls correctly setLow energy lighting wherever appropriateSensors in all low non-public traffic areas

• Water Planned preventative maintenance and rapid response to leaks

• Waste Care of used oils, lubricants, paints and solvents

Back of House

• Energy Sensors in low traffic areas Switch off and save policy• Water Prestel taps in washrooms ‘Hippos’ in flush cisterns Report leaking taps• Waste Recycling schemes for plastic cups, cans, bottles etc

Sales and Marketing

• Energy Control of lighting in office areasLow energy computersSwitch off and save policy

• Waste Careful planning of brochure production runs

Personnel and Administration

• Energy Control of lighting in office areas

• Waste Control of use of paper, toners, etc.

Training is biggest contribution

Financial Control

• Energy Monitoring, measuring and controlling consumption

• Water Monitoring, measuring and controlling consumption

• WasteMonitoring, measuring and controlling food wasteMonitoring landfill and carrier returns

Purchasing

• Energy

• Water

• Waste

Community and Socio-economic Programmes

• Energy Distribution of excess and which cannot be stored

• Water Inclusion on water treatment

• Waste Excess estates compost for agriculture & horticultureUse of non-confidential documents for schools and other social

projects

10

Assessment of significanceone approach:-

Identify Aspects

Set Criteria

Define Scope

Assess SignificanceSignificantAspects

11

Step 7 - Environmental objectives and targets

• There is a need to set targets and objectives

12

Step 8 - management programme

Targets and objectives

SpecificMeasurableAgreedRealisticTrackable

0

20

40

60

80

100

1stQtr

3rdQtr

East

West

North

13

Step 9 - manuals and documentation

• establish and maintain manual relating to environmental policy, objectives, targets and

programmes key roles and responsibilities interaction between thesystems’ elements documentation

14

Step 10 - operational control

• control activities, particular attention to documented work instruction procedures regarding suppliers monitoring and control of effluent & waste

streams etc.. performance criteria

15

Step 10 - operational control II

• procedures to establish compliance with programmes, targets or instructions identify and document verification information

and procedures establish and document acceptance criteria assess validity of previous verification

information

16

Step 11 Training(where most operations fail)

• for senior management in policy formulation and resource allocation

• for auditors• for specialists• managers in EMS• awareness training

for employees

17

Step 11 - training II

• train administrative and operational personnel cascade the information, using administrative

and operations managers talk with suppliers, contractors and customers

18

Training needs analysis -typical approach….Auditing Awareness Instrument EMS

BriefingCEO

Executive

Supervisors

LineOperatorsDesignEngineers

19

Step 12 - records

system is required to confirm that the system works and compliance can be demonstrated

‘‘When you can measure what you are speaking about and When you can measure what you are speaking about and express it in numbers, you know something about it. express it in numbers, you know something about it. When you cannot express it in numbers, your knowledge When you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind.’is of a meagre and unsatisfactory kind.’

Lord Kelvin Lord Kelvin

PhysicistPhysicist

20

Step 13 - audits

• when the system is in place and working properly an audit is needed to determine environmental management activities conform to the programme the system is effective inrelation to the policy

21

Internal Auditing• audit schedule• audit procedure• checklists• audit reports • follow-up and corrective action

22

Step 14 - Environmental Management Review

• management team meets to review the system including audit results

23

Step 15 - apply for assessment

• select a certification body which has– detailed practical experience– an empathetic approach– a structured approach– skilled experienced assessors

We recognise that our activities impact on the countries in which we operate. We are committed to protecting the environment through continual improvement of our environmental performance and prevention of pollution. All our businesses take into account the effects their activities have on the environment.

Hilton InternationalHilton International

Environmental Sustainability Policy We, at Starwood Hotels & Resorts Worldwide, Inc., believe that economic growth and the well-being of society are inextricably tied to the health of the environment. Accordingly, we embrace our responsibility for environmental stewardship and are committed to integrating leading environmental practices and sustainability principles into our core business strategy.Through collaboration with our hotel owners, franchisees, suppliers and business partners, we will actively work to reduce the environmental impact of our business activities and to continually improve and innovate on practices aimed at:•conserving natural resources, •minimizing waste and pollution, •enhancing indoor environmental quality, •establishing and reporting on key environmental performance indicators, and •raising environmental awareness among our associates, guests and communities. We acknowledge that, in many ways, we, like the global community we serve, are only in the early stages of developing and implementing the many changes that will be necessary to achieve these vital goals. Nonetheless, we strongly believe that our efforts to support a healthy environment serve the interests of both current and future generations and constitute the foundation for enduring success.

Marriott• Marriott’s Environmentally Conscious Hospitality Operations program (ECHO)

focuses on water and energy conservation, clean air initiatives, wildlife preservation, "reduce-reuse-recycle" waste management, and clean-up campaigns.

• Water and Energy Conservation Marriott was named an ENERGY STAR® Partner of the Year by the US Environmental Protection Agency in 2005 and 2006. Climate Leaders Marriott is the first hospitality management company to join the EPA's Climate Leaders program and is on track to reduce its greenhouse gas emissions by nearly one-fifth over the ten year period from 2000 to 2010--approaching one million tons of climate warming gases. Tourism Partnership Marriott is a member of Tourism Partnership, a global program of the Prince of Wales International Business Leaders Forum which works with travel and tourism industry leaders to have a positive impact on environmental, social, and economic issues.

• Energy consumption, and the associated CO2 emissions, is our biggest environmental issue and we have energy-efficiency programmes in place to help reduce our global impact. In 2003, 22% of our electricity for UK hotels, health clubs and offices was taken from renewable sources. It is now at 100%.

• Using water efficiently is another key aspect of our environmental programmes. Where possible Hilton International installs water saving fixtures in its new and refurbished hotel rooms and combined with other measures in specific hotel operations, a reduction in hotel water usage is being observed.

• We strive to minimise the waste we produce, and where that is not possible we aim to reuse or recycle. Our divisions manage their own waste contracts and with the aim to reduce the quantities going to landfill or incineration, are continually looking for innovative ways of reusing and recycling.

• The group has established social, ethical and environmental criteria for procurement and are working with our suppliers to integrate them into our supply chain.

• We are working to understand the environmental issues associated with all our operations and to incorporate environmental management into everyday business practice.

• Not only do we wish to comply with the relevant environmental legislation, laws and codes of practice in the countries in which we operate, we are also measuring our performance and working towards setting improvement targets for all our business units.

• Our employees, suppliers, contractors and partners are key to helping us minimise our impacts.

Accor Group• History of the charter Introduced in 1,500 Group

establishments in 1998, this first Accor Hotels Environment Charter was made up of 15 actions to be implemented in the hotels by the end of 2000. The Charter has already included waste management and recycling, control of water and energy consumption, local involvement and employee training and awareness-raising.

• The Hotel Environment Charter was adopted since then in Australia, New Zealand, Asia, Latin America. Adaptations were done for sub-Saharan Africa and North America.

The Charter was posted in the hotels that had implemented a minimum of ten actions in favour of the environment.

Marriott• The Centerpiece of Marriott’s Five-Point Environmental Strategy

Clearing forests causes more carbon emissions than all the world’s cars, trains, trucks and SUVs combined. That’s why the centerpiece of Marriott International’s long-term environmental strategy is helping protect 1.4 million acres (589,000 hectares) of endangered rainforest in the Juma Sustainable Development Reserve in partnership with the state of Amazonas in Brazil. Through this pioneering effort, Marriott and its customers will fund an environmental management plan administered by the newly created Amazonas Sustainable Foundation, which will monitor and enforce protection of the Juma reserve. The project will support employment, education and healthcare for the approximately 400 people who live there. The Foundation is seeking certification for the forest from TUV Sud, an independent accredited environmental auditing firm, under the internationally recognized Climate, Community and Biodiversity (CCB) standards.

Marriott’s five-point environmental strategy was developed in collaboration with Conservation International, a global conservation organization. In addition to rainforest preservation, Marriott's strategy calls for reduction of water, waste and energy consumption; greening its supply chain; building greener hotels; and engaging employees and guests to take action.

Accor Group

Intercontinental Hotels• Environmental initiatives• We have a wide range of environmental responsibilities and a unique opportunity to lead the

world’s hospitality industry in environmental innovation. • As we pursue our strategic growth and continue to develop our environmental practice, we aim to

minimise our negative effects on the environment. We are committed to providing updated information to stakeholders on:

• developments in global environmental policy; • how we establish management responsibility and accountability for environmental performance; • how we evaluate and manage our hotels’ environmental footprint; • new projects and developments; and • performance benchmarking against best practice.• In 2006 we improved data collection and reporting to increase our energy efficiency. Our hotels

already take steps to conserve resources, including energy and water, and to manage waste and recycling effectively. In 2007, we intend to benchmark these achievements across our business so that we can set clear targets for improvement.

• We are a founder member of the International Hotels Environment Initiative (IHEI) and have worked closely with others in the industry to produce the Sustainable Hotel Siting, Design & Construction Guidelines, launched by The Prince of Wales’ International Business Leaders’ Forum. We continue to refine and improve this effort and are complementing this work with better and more comprehensive employee training on how to manage hotels in an environmentally responsible way.