handbook to achieve the iso 14001 certification in the hotel industry tanjabgler

Handbook to achieve the

ISO 14001 Certification

in the Hotel Industry

Author: Advisor: Tanja Bügler Prof. Dr. Peter Tromm Mühleweg 1 University Lecturer, Project Manager 8413 Neftenbach [email protected] +41 81 286 39 77 [email protected] +41 79 575 41 69 Co-Advisor/External Principal: Orlando Gehrig Director Economic Policy, hotelleriesuisse [email protected] +41 31 370 42 02 August, 12 2011

http://www.google.ch/imgres?q=hotelleriesuisse&hl=de&sa=X&biw=1280&bih=695&tbm=isch&tbnid=NoWNHnc-K5nmPM:&imgrefurl=http://transport.netvision.ch/gastrosuisse/Prototyp/1_Verband/4_Tochterges%20&%20Partner/Logos%20Partner/&docid=FaS_x-jzOWF68M&w=3295&h=999&ei=Jj0wTqWjBor2sgbYofHqDw&zoom=1

Handbook to achieve the

ISO 14001 Certification

in the Hotel Industry

A Thesis presented to the Department of Bachelor Studies of the University of Applied Sciences HTW Chur

in partial fulfillment of the requirements for the degree of Bachelor of Science in Tourism and in acknowledgment

of the mentorship of Prof. Dr. Peter Tromm as Advisor to this Thesis

By

Tanja Bügler

III

Handbook to achieve the ISO 14001 Certification in the Hotel Industry

Abstract

Purpose

Due to the fact that the negative influences on the earth’s ecosystems, caused by human

activities, are getting deteriorated, it is high time to think about strategies to conserve the

environment. Since the hotel industry constitutes a considerable part of the world’s industry,

it is quite sensible to aim for sustainable hotel development. Therefore, the overall goal of

this thesis is to develop a handbook which enables hotels to achieve certification according

to the ISO 14001 environmental management system requirements.

Design, Methodology and Approach

In order to understand the components of the aspired handbook, the literature review deals

with the Swiss hotel industry, environmental sustainability in the hotel industry, environmental

management systems in general and the specific requirements of ISO 14001. Based on the

theory of the literature review, the first version of the handbook is going to be developed. To

guarantee the practical application and the fulfillment of the ISO 14001 requirements, the first

version of the handbook is subjected to empirical research. After the analysis and evaluation

of the results of this empirical research, a revised and improved handbook is demonstrated.

At the very end, recommendations concerning future research are presented.

Findings

The developed handbook fulfils the ISO 14001 requirements and is generally perceived as a

fundamental tool with future potential in supporting the hotels in achieving the ISO 14001

certification. Due to the vast extent of the ISO 14001 requirements and the differences of the

hotels according to location, operations, age, size, etc., the handbook developed within this

thesis functions as a preliminary model. Further research has to be done in order to convert

this basic guiding tool into a ready-to-use solution.

Research Limitations and Implications

As this thesis is written in collaboration with hotelleriesuisse and has the intention to develop

a handbook to achieve the ISO 14001 certification in the hotel industry, only aspects with are

either relevant for the Swiss hotel industry or the ISO 14001 norm are taken into closer

consideration. Moreover, not the benefits of environmental management systems are

debated within this thesis, but the subject matter includes the implementation process of

such systems in the hotel industry.

Originality and Value

Since no handbook describing the implementation process of the ISO 14001 environmental

management system, specifically for the hotel industry, is already existing, all the relevant

information have to be newly collated and combined. The outcome of this thesis is therefore,

a case sui generis and of importance for the hotel industry.

Keywords

Environmental management system, environmental sustainability, hotel industry, handbook,

ISO 14001

IV


Acknowledgment

At this point, the author would like to express her gratitude to all those, who have supported

her in writing this bachelor thesis. Special thanks go to her internal advisor, Prof. Dr. Peter

Tromm, who was affluently helpful and offered beneficial suggestions and representations.

Thanks are also due to the external advisor, Orlando Gehrig from hotelleriesuisse, without

whom the subject of this thesis would not have been identified. Moreover, the author thanks

all the interview partners, whose knowledge and insights were invaluable.

The author also wishes to express her love and gratitude to her family and friends for their

endless motivation and understanding during the development of this thesis.

V


Table of Contents

List of Illustrations .................................................................................................. IX

List of Tables ............................................................................................................ X

List of Abbreviations ............................................................................................. XIII

1 Introduction ..................................................................................................... 14

1.1 Research Problem ............................................................................................. 14

1.1.1 Context ...................................................................................................14

1.1.2 Problem Statement .................................................................................14

1.1.3 Research Objectives ..............................................................................15

1.1.4 Importance of the Study .........................................................................15

1.2 Research Scope ................................................................................................. 15

1.3 Research Design ................................................................................................ 15

2 Literature Review ............................................................................................ 17

2.1 The Swiss Hotel Industry .................................................................................... 17

2.1.1 Definition ................................................................................................17

2.1.2 Hotel Typologies.....................................................................................18

2.1.3 Operating Equipment .............................................................................22

2.1.4 Operational and Organizational Structure ...............................................23

2.2 Environmental Sustainability in the Hotel Industry .............................................. 24

2.2.1 Definition ................................................................................................24

2.2.2 Environmental Dimensions of a Hotel .....................................................24

2.2.3 Swiss Environmental Legislations ..........................................................28

2.3 Environmental Management System .................................................................. 29

2.3.1 Definition ................................................................................................29

2.3.2 Environmental Management in the Hotel Industry ..................................30

2.3.3 Existing Environmental Management Systems .......................................30

2.4 Detailed Analysis of ISO 14001 .......................................................................... 36

2.4.1 ISO 14001 Requirements .......................................................................36

2.4.2 Plan-Do-Check-Act Cycle .......................................................................40

2.4.3 Certification ............................................................................................42

VI


3 First Concept of the Handbook to achieve the ISO 14001 Certification

in the Hotel Industry ....................................................................................... 43

3.1 Explanatory Notes .............................................................................................. 43

3.2 Development of the First Version of the Handbook ............................................ 44

3.2.1 Set up .....................................................................................................44

3.2.2 Plan ........................................................................................................45

3.2.3 Do ..........................................................................................................46

3.2.4 Check .....................................................................................................48

3.2.5 Act ..........................................................................................................49

3.3 Statements to Test ............................................................................................. 49

4 Empirical Research ......................................................................................... 50

4.1 Data Collection ................................................................................................... 50

4.2 Data Evaluation .................................................................................................. 51

5 Results ............................................................................................................. 52

5.1 Design of the Handbook ..................................................................................... 52

5.1.1 Comprehensibility and Arrangement of the Handbook’s Structure ..........52

5.1.2 Comprehensibility and Arrangement of the Programs’ Structure ............52

5.1.3 Fulfillment of the ISO 14001 Requirements ............................................52

5.2 Content of the Handbook ................................................................................... 53

5.2.1 Applicability of the Handbook in the Hotel Industry .................................53

5.2.2 Choice of the Departments .....................................................................53

5.2.3 Choice of the Environmental Dimensions ...............................................53

5.2.4 Initial Environmental Review ..................................................................54

5.2.5 Evaluation of the Relevance of the Environmental Aspects ....................54

5.2.6 Identification of Legal and other Requirements .......................................55

5.2.7 Objectives, Targets and Programs .........................................................55

5.2.8 Documentation .......................................................................................56

5.2.9 Identification of Potential Emergencies ...................................................57

5.3 Further Comments ............................................................................................. 57

5.3.1 Positive Aspects of the Handbook ..........................................................57

5.3.2 Necessary Improvements .......................................................................57

5.3.3 Missing Issues ........................................................................................58

5.3.4 Future Potential of the Handbook ...........................................................58

VII


6 Discussion ....................................................................................................... 59

6.1 Affirmations ........................................................................................................ 59

6.1.1 Collation and Allocation of the Affirmations.............................................59

6.1.2 Summary of the Affirmations ..................................................................62

6.2 Criticisms ........................................................................................................... 62

6.2.1 Collation and Allocation of the Criticisms ................................................62

6.2.2 Summary of the Criticisms ......................................................................68

6.3 Contradictions .................................................................................................... 69

7 Revision of the Handbook to achieve the ISO 14001 Certification in

the Hotel Industry ............................................................................................ 71

7.1 Selection of the Realized Criticisms and Contradictions ..................................... 71

7.1.1 Realized and Rejected Contradictions ....................................................71

7.1.2 Realized and Rejected Criticisms ...........................................................73

7.2 Revised Handbook ............................................................................................. 75

7.2.1 Estimation of a Budget ...........................................................................75

7.2.2 Step 1: Management Commitment .........................................................76

7.2.3 Step 2: Initial Environmental Review ......................................................76

7.2.4 Step 3: Environmental Aspects ...............................................................81

7.2.5 Step 4: Legal and Other Requirements ..................................................83

7.2.6 Step 6: Objectives Targets and Programs ..............................................84

7.2.7 Step 7: Resources, Roles, Responsibilities and Authority .......................89

7.2.8 Step 12: Operational Control ..................................................................90

7.2.9 Step 13: Emergency Preparedness and Response ................................90

7.2.10 Step 20: External Certification ................................................................91

7.2.11 Overview of the Steps ............................................................................91

7.2.12 Separation of the Information Part and the Tasks ...................................92

8 Conclusion ....................................................................................................... 96

8.1 Theoretical and Practical Implications ................................................................ 96

8.2 Limitations .......................................................................................................... 96

8.3 Recommendations for Future Research ............................................................. 97

References .......................................................................................................... XCIX

Appendices ............................................................................................................. CV

Appendix A: Quantity of Hotels labeled by a Specialization Category in 2011 ............ CV

Appendix B: Buildings and Structures of a Hotel ....................................................... CVI

Appendix C: Services rendered by Employees......................................................... CVII

VIII


Appendix D: Catering Departments ......................................................................... CVIII

Appendix E: Extract from the Swiss BKP .................................................................. CIX

Appendix F: Operational Work Processes ................................................................ CXI

Appendix G: Organizational Structure of a Hotel ...................................................... CXII

Appendix H: Organizational Structure of a Department ........................................... CXIII

Appendix I: The ISO 14000 Family ....................................................................... CXIV

Appendix J: First Version of the Handbook to achieve the ISO 14001

Certification in the Hotel Industry ....................................................... CXVI

Appendix K: Transliterated Expert Interviews ........................................................ CLXV

Thesis Author’s Attestation ........................................................................... CLXXIV

IX


List of Illustrations

Illustration 1: Research Design (own illustration) 16

Illustration 2: Model of the Environmental Management System (own

illustration according to Europäisches Komitee für Normung,

2003) (Europäisches Komitee für Normung, 2003) 36

Illustration 3: Plan-Do-Check-Act Cycle (own illustration according to

Europäisches Komitee für Normung, 2003; International

Organization for Standardization, Environmental Management

System (EMS): Principles and Elements, 1998 and Sheldon &

Yoxon, 2002) 40

Illustration 4: Information Sign (Förderverein Stadtbibliothek Marzahn-

Hellersdorf) 43

Illustration 5: Task Sign (ArtistsValley, LLC, 2008-2011) 43

Illustration 6: Help Sign (Linuxtopia) 43

Illustration 7: Data Flow of the Empirical Research (own illustration) 50

Illustration 8: Added Preparation of a Budget (own illustration) 75

Illustration 9: Revised Management Commitment (own illustration) 76

Illustration 10: Revised Initial Environmental Review (own illustration) 80

Illustration 11: Revised Environmental Aspects (own illustration) 82

Illustration 12: Revised Legal and Other Requirements (own illustration) 84

Illustration 13: Revised Targets and Programs (own illustration) 88

Illustration 14 Revised Roles, Responsibilities and Authority (own illustration) 90

Illustration 15: Revised Documentation (own illustration) 90

Illustration 16: Revised Emergency Preparedness and Response (own

illustration) 90

Illustration 17: Added External Certification (own illustration) 91

Illustration 18: Added Overview of the Steps (own illustration) 91

Illustration 19: Separation of the Information Part and the Tasks (own illustration)

95

Illustration 20: Operational Work Processes in a Hotel (own illustration

according to Gewald, 2001) (Gewald, 2001) CXI

Illustration 21: Organizational Structure of a Hotel (own illustration according to

Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008) CXII

Illustration 22: Organizational Structure of a Department (own illustration

according to Hänssler, Die Aufbauorganisation von

Hotelbetrieben, 2008 CXIII

Illustration 23: Plan-Do-Check-Act Cycle (own illustration) CXVI

Illustration 24 Management Commitment (own illustration according to Edwards,

Planning the Project, 2001) CXVII

Illustration 25: Environmental Policy Crowne Plaza Zurich (own illustration

according Crowne Plaza Zurich) CXXVI

Illustration 26: Organization Chart (own illustration according to Dyllick-

Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss

ISO 14001, 1997) CLIII

X


List of Tables

Table 1: Size of Swiss Hotels in 2009 (own illustration according to

Schweizer Tourismus Verband (STV), 2010) (Schweizer

Tourismus Verband (STV), 2010) 22

Table 2: Cold and Hot Water Supply in the Hotel Industry (own illustration

according to Kirk, Water Management, 1996 and Lin-Heng et al.,

2010) 24

Table 3: Swiss Environmental Legislations (own illustration according to

Bundesamt für Umwelt BAFU, 2009) 28

Table 4: EMAS Process Steps (own illustration according to Engel, EG-

Öko-Audit-Verordnung, 2010; Verordnung (EG) Nr. 1221/ 2009

des Europäischen Parlaments und des Rates, 2009 and

Geschäftsstelle des Umweltgutachterausschusses, 2010) 32

Table 5: Differences ISO 14001/ EMAS (own illustration according to

Engel, Vergleich und Gesamtwürdigung der

Umweltmanagementsysteme, 2010 and Wellge, 2009) 34

Table 6: Departments of a Hotel (own illustration) 44

Table 7: Areas of a Hotel (own illustration) 45

Table 8: Statements to Test (own illustration) 49

Table 9: Interview Partners and Statements to Test (own illustration) 51

Table 10: Acronyms of the Results (own illustration) 52

Table 11: Collation of the Affirmations (own illustration according to Berger,

2011; Gruber, 2011; Häberlin, 2011; Kläy, 2011 and Rizzi, 2011) 60

Table 12: Allocation of the Affirmations (own illustration) 61

Table 13: Collocation of the Criticisms (own illustration according to Berger,

2011; Gruber, 2011; Häberlin, 2011; Kläy, 2011 and Rizzi, 2011) 66

Table 14: Allocation of the Criticisms (own illustration) 67

Table 15: Contradictions (own illustration) 69

Table 16: Realized Contradictions (own illustration) 71

Table 17: Realized Criticisms (own illustration) 73

Table 18: Quantity of Hotels labeled by a Specialization Category in 2011

(own illustration according to Swisshotels) (Swisshotels) CV

Table 19: Buildings and Structure of a Hotel (own illustration according to

Hänssler, Leistungen und Leistungserstellung in der Hotellerie,

2000; Rutherford, 2002 and Walker, 2002) CVI

Table 20: Services rendered by Employees (own illustration according to

Hänssler, Leistungen und Leistungserstellung in der Hotellerie,

2000; Rutherford, 2002 and Walker, 2002) CVII

Table 21: Catering Departments (own illustration according to Hänssler,

Leistungen und Leistungserstellung in der Hotellerie, 2000;

Rutherford, 2002 and Walker, 2002) CVIII

Table 22: The ISO 14000 Family (own illustration according to International

Organization for Standardization, ISO Standards, 2011) CXV

Table 23: The Hotel’s Total Water Consumption (own illustration according

to Sustainable Business Associates, 2008) CXVIII

XI


Table 24: Water Consumption per Department (own illustration according

to Sustainable Business Associates, 2008) CXVIII

Table 25: Energy Consumption per Department (own illustration according

to Sustainable Business Associates, 2008) CXIX

Table 26: The Hotel’s Total Energy Consumption (own illustration

according to Sustainable Business Associates, 2008) CXIX

Table 27: Energy Figures Converter (own illustration according to

Sustainable Business Associates, 2008) CXX

Table 28: Wastes per Department (own illustration according to


Table 29: The Hotel’s Total Wastes (own illustration according to


Table 30: Overview of Purchasing (own illustration according to

Sustainable Business Associates, 2008) CXXI

Table 31: Overview of Emissions (own illustration according to Sustainable

Business Associates, 2008) CXXI

Table 32: Relevance Calculation (own illustration according to Edwards,

Policy and Planning, 2001) CXXII

Table 33: Water Aspects (own illustration according to Sustainable

Business Associates, 2008) CXXIII

Table 34: Energy Aspects (own illustration according to Sustainable


Table 35: Wastes Aspects (own illustration according to Sustainable


Table 36: Purchasing Aspects (own illustration according to Sustainable


Table 37: Emissions Aspects (own illustration according to Sustainable

Business Associates, 2008) CXXIV

Table 38: Legal and Other Requirements (own illustration according to

Dyllick-Brenzigner, 1997) CXXV

Table 39: Water Targets (own illustration) CXXVIII

Table 40: Energy Targets (own illustration) CXXVIII

Table 41: Wastes Targets (own illustration) CXXVIII

Table 42: Purchasing Targets I (own illustration) CXXVIII

Table 43: Purchasing Targets II (own illustration) CXXIX

Table 44: Purchasing Targets III (own illustration) CXXIX

Table 45: Emissions Targets (own illustration) CXXIX

Table 46: Legal and Other Requirements Targets (own illustration) CXXX

Table 47: Water Program (own illustration according to Sustainable

Business Associates, 2008; The Center for Environmental

Leadership in Business/ Tour Operators Initiative for Sustainable

Tourism Development) CXXXIV

Table 48: Energy Program (own illustration according to Energie Schweiz,

2010; Lauber IWISA AG, 2010; Sustainable Business Associates,

2008 and The Center for Environmental Leadership in Business/

Tour Operators Initiative for Sustainable Tourism Development) CXLI

XII


Table 49: Wastes Program (own illustration according to Sustainable

Business Associates, 2008) CXLIV

Table 50: Purchasing Program (own illustration according to Kirk, Materials

and Waste Management, 1996 and Sustainable Business

Associates, 2008) CXLVIII

Table 51: Emissions Program (own illustration according to Sustainable

Business Associates, 2008 and Zein et al., 2008) CL

Table 52: Water Monitoring (own illustration according to Dyllick-Brenzigner

et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001,

1997) CLVII

Table 53: Energy Monitoring (own illustration according to Dyllick-


ISO 14001, 1997) CLVII

Table 54: Wastes Monitoring (own illustration according to Dyllick-


ISO 14001, 1997) CLVIII

Table 55: Purchasing Monitoring I (own illustration according to Dyllick-


ISO 14001, 1997) CLVIII

Table 56: Purchasing Monitoring II (own illustration according to Dyllick-


ISO 14001, 1997) CLVIII

Table 57: Purchasing Monitoring III (own illustration according to Dyllick-


ISO 14001, 1997) CLIX

Table 58: Emissions Monitoring (own illustration according to Dyllick-


ISO 14001, 1997) CLIX

Table 59: Legal and Other Requirements Monitoring (own illustration) CLX

Table 60: Water Corrective Actions (own illustration) CLXI

Table 61: Energy Corrective Actions (own illustration) CLXI

Table 62: Wastes Corrective Actions (own illustration) CLXI

Table 63: Purchasing Corrective Actions I (own illustration) CLXI

Table 64: Purchasing Corrective Actions II (own illustration) CLXII

Table 65: Purchasing Corrective Actions III (own illustration) CLXII

Table 66: Emissions Corrective Actions (own illustration) CLXII

Table 67: Legal and Other Requirements Corrective Actions (own

illustration) CLXII

Table 68: Acronyms of the transliterated Expert Interviews (own illustration) CLXV

XIII


List of Abbreviations

BAFU Bundesamt für Umwelt

BKP Baukostenplan

EMAS Eco- Management and Audit Scheme

EMS Environmental Management System

FF&E Furniture, Fixtures & Equipment

hotelleriesuisse Swiss Hotel Association

LOHAS Lifestyle of Health and Sustainability

NOGA Nomenclature Générale des Activités Économiques

PDCA Plan, Do, Check and Act

SAQ Schweizerische Arbeitsgemeinschaft für Qualitätsmanagement

SQS Schweizerische Vereinigung für Qualitäts- und Management- Systeme

TC Technical Committee

UMS Umweltmanagementsystem

UNCD United Nations Conference on Environment and Development

UNCTAD United Nations Conference on Trade and Development

UNEP United Nations Environment Program

VOC Volatile Organic Compounds

WHO World Health Organization

WTO World Trade Organization

Introduction 14


1 Introduction

1.1 Research Problem

1.1.1 Context

Since tourism is the largest industry in the world, it is responsible for a big share of the

negative influences on the earth’s ecosystems caused by humans. The hotel industry forms

the biggest sector of the tourism industry. Therefore, it is sensible to bring forward

sustainable development in the hotel industry. Sustainability is an integrative approach and

includes the environmental, economic and social dimension. In the case of a hotel,

environmental sustainability means to minimize the environmental impacts on the flora, fauna,

air, water, land and natural resources. Social sustainability asks for the maximization of the

social well-being of all stakeholders and reaches from issues like public health to good

working conditions. Since all organizations in the private sector aim for profit, the economic

dimension is similar important than the other two. It has become clear, that improvements in

the environmental and social dimension can help to strengthen the economic situation of an

organization. The profit of an organization can be increased by saving costs with water or

energy conservation practices or the good working conditions can enhance the staff

motivation and productivity, to only name a few. (Sloan et al., Sustainable Development in

the Hospitality Industry, 2009) Besides sustainable profit maximization through savings, the

implementation of sustainability standards can also allure customers. The sustainable

operation of an organization and the offering of sustainable products, positively impacts the

buying behavior of certain consumer groups. (Prexl, 2010) One such a consumer group is

called LOHAS (Lifestyle of Health and Sustainability) and accounts for approximately 10 to

30% of the Swiss consumers, dependent on the type of product or service offered

(Wüstenhagen, 2009). Voluntary sustainability tools include amongst others, codes of

conduct, best practices, management systems, lables and performance indicators (Burzis,

2010). A systematic approach to enhance environmental sustainability forms the

implementation of environmental management systems (EMS) (Aminatuzuhariah, 2007) like

the ISO 14001 standard.

1.1.2 Problem Statement

As described above, environmental standards are crucial for the hotel industry, but the

implementation of these is often too difficult and involving. Environmental management

systems are effective but complex at the same time and hotel managers are no specialists in

this field. Furthermore, such management systems are construed for all kinds of

organizations and little research has been done on how the implementation in the hotel

industry may look like. Every hotel is different, according to size, classification or services

offered. This makes it even more difficult to find an implementation guideline appropriate for

all hotels. As a consequence, not many hotels have an environmental management system

in place, to not mention the low certification rate. The general question arising is, what is

exactly needed to simplify the implementation of environmental management systems like

the ISO 14001 standard in the hotel industry.

Introduction 15


1.1.3 Research Objectives

The principal purpose of this thesis is to create a handbook which supports hotels in

implementing the ISO 14001 certification.

The handbook itself should:

suite to all hotels regardless their size, classification or services offered

function as a supportive tool for the hotels in order to achieve the ISO 14001

certification

present a guideline according to the ISO 14001 requirements

be understandable and simplified

be specific to the hotel industry

1.1.4 Importance of the Study

A lot of research has been done in evaluating the importance and effectiveness of

environmental management systems. Although, environmental management systems are an

adequate tool to improve the environmental performance of an organization, no guideline

which supports especially the hotel industry in implementing such a system has yet been

created. The handbook, which is the outcome of this thesis, explains and simplifies exactly

this implementation process of the ISO 14001 standard in the hotel industry. As then,

achieving the ISO 14001 certification becomes manageable for the hotel industry, more

hotels will be certified in the future. The wider choice of environmentally friendly hotels does

not only positively affect the potential guests, but also strengthens the Swiss hotel industry

as a whole. Another beneficial effect of this thesis is to turn the buzz word sustainability into

a long-term engagement. Therefore, the accurate moment to develop hand-tight processes

and to appeal ISO 14001 to the hotel industry is right now. Moreover, it is high time to

support hotels, who are already interested in environmental aspects, before they lose

courage.

1.2 Research Scope

The overall goal of this thesis is to develop a handbook to achieve the ISO 14001

certification in the Swiss hotel industry. Therefore, only aspects which are either relevant for

the Swiss hotel industry or the ISO 14001 standard are taken into closer consideration. As a

result, only sustainability issues which are crucial for Switzerland and related to the

environmental dimension are discussed. Furthermore, the thesis does not describe the

benefits of having an environmental management system in place, nor does it deliver a

quality or sustainability measuring tool, but concentrates on the support hotels need when

choosing to implement such a management system.

1.3 Research Design

Since the purpose of the handbook is to achieve the ISO 14001 certification in the hotel

industry, it is crucial to understand the Swiss hotel industry, environmental sustainability in

the hotel industry, environmental management systems and the ISO 14001 requirements.

Therefore, exactly these four elements are discussed in the literature review, which forms the

basis of the first version of the handbook to achieve the ISO 14001 certification in the hotel

industry. The next chapter 'First Concept of the Handbook to achieve the ISO 14001

Certification in the Hotel Industry' gives general information concerning the first version of the

Introduction 16


handbook, explains step by step how it was developed and indicates issues which need to

be further examined. The chapter 'Empirical Research' states why empirical research is

needed, how it is carried out and in what way the obtained information is applied. The

sections 'Results' and 'Discussion' are aimed to analyze and debate the findings of the

empirical research in order to create a revised and improved handbook in chapter 'Revised

Handbook to achieve the ISO 14001 Certification in the Hotel Industry'. The 'Conclusion' in

the end states the practical and theoretical implications, limitations and the recommendations

for future research.

The illustration below visualizes the flow of information and data in this thesis from the

literature review to the conclusion.

Illustration 1: Research Design (own illustration)

(Sloan, Legrand, & Chen, Energy Efficiency, 2009) (Sloan, Legrand, & Chen, Sustainable

Development in the Hospitality Industry, 2009)

Conclusion

Revised Handbook

Discussion

Results

Empirical Research

First Version of the Handbook

Literature Review

Literature Review 17


2 Literature Review

The literature review is divided into five main chapters. The first chapter, the Swiss hotel

industry, gives insights into how the hotel industry is generally defined, what types of hotels

exist and what kind of operational equipment is needed in a hotel. Furthermore, the chapter

discusses the operational and organizational structure of hotels. The following chapter deals

with the environmental sustainability in the hotel industry and therefore presents a selection

of environmental dimensions relevant in the hotel industry and the Swiss environmental

legislations. The two best know environmental management systems including a comparison

of these and the application in the hotel industry are demonstrated in the third chapter. The

last chapter explains in detail the requirements of the environmental management system

ISO 14001 and its certification process.

2.1 The Swiss Hotel Industry

2.1.1 Definition

The hotel industry is defined as the entirety of the hotels (Duden Verlag, 1999).

In Switzerland, no standardized or protected definition of hotels exists (Pasche, 2009).

Referred to Christian Laesser and Thomas Bieger 'Was ist ein Hotel? Beitrag zu einer

adaptierten Definition von Hotel' a hotel is an establishment for the accommodation of guests

who stay overnight consisting of at least five keys (lockable spheres) and a minimal service

offer including key- and information service as well as cleaning of the keys. Minimum five and

more than 50 percent of the keys are available for transient guests, whereat transient means

that the offer can be booked by days, weeks or up to a length of maximally three month.

(Laesser & Bieger, 2008).

Concerning the attempts of hotel definitions in Switzerland, this chapter differentiates

between the industry approach of hotelleriesuisse and the legal definition fundament of

NOGA (Nomenclature Générale des Activités économiques) (Laesser & Bieger, 2008).

Industry Approach of hotelleriesuisse

Hotelleriesuisse differentiates between three categories of hotels: (1) fully serviced hotels

and bed and breakfasts, (2) star categories, and (3) specialization categories (Laesser, Was

ist ein Hotel? Beitrag zu einer adaptierten Definition von Hotel, 2009). Fully served hotels are

establishments with at least five rooms and consist of facilities for accommodation and

catering of the guests. They are characterized by the living- and residence standard and the

degree of services which are according to the star categories and the specialization

categories. In comparison, bed and breakfasts are hotels which are not endued with

restaurants. (Laesser & Bieger, 2008) The terms star categories and specialization

categories are explained in chapter '2.1.2 Hotel Typologies'.

Legal Fundament of NOGA

NOGA categorizes the accommodation industry into (1) hotels, guesthouses and pensions,

(2) holiday accommodations and similar businesses, (3) camping sites and (4) other

accommodations (Bundesamt für Statistik, 2008).



The accommodation types, hotel, bed and breakfast, guesthouse and pension belong to the

hotel industry, while the others count to the non-hotel accommodation sector (Hänssler,

Betriebsarten und Betriebstypen des Gastgewerbes, 2000). As his thesis focuses on the

hotel industry, only the first category 'hotels, guest houses and pensions' are taken into

consideration.

The category 'hotels, guesthouses and pensions with restaurant' covers hotels, resort hotels,

apart hotels, hotels with thermal bath, hotels with conference facilities, hotels with casinos,

motels, pensions, guesthouses and similar businesses, which posses five or more rooms

and provide additionally to the ordinary services also catering services. 'Hotels, guesthouses

and pension without restaurant' include hotels, bed and breakfasts and similar businesses,

which consist of five or more rooms but only serve breakfast supplementary to ordinary

services. (Bundesamt für Statistik, 2008)

2.1.2 Hotel Typologies

It is nearly impossible to outline the different types of hotels, as the transitions between the

types of business are floating and a certain hotel can conform to several types of business

(Seitz, 1997). According to Karl Heinz Hänssler 'Leistungen und Leistungserstellung in der

Hotellerie' the type of business of hotels can be structured according to quality of the offers,

scope of the performances and the size (Hänssler, Betriebsarten und Betriebstypen des

Gastgewerbes, 2000).

The subchapters 'Hotel Classification' and 'Size of Swiss Hotels' are based exclusively on

Swiss conditions, whereat the context of the other subchapters can be used internationally.

Hotel Classification

The Swiss hotel classification, which was introduced by hotelleriesuisse (Swiss Hotel

Association) in 1979, is internationally known as exemplary. It was the first private

classification system in a worldwide context and is still a case sui generis. It often forms the

basis of classification systems in other countries. As international quality requirements and

consumer needs in the hotel industry are constantly changing and increasing, the Swiss

hotel classification system is adapted in a five years circle. (Hotelsterne, Entwicklung und

Geschichte des Originals) (Hotelsterne)

Today, approximately 77 percent of the Swiss hotels are classified according to the Swiss

hotel classification (hotelleriesuisse, 2007).

The Swiss classification system consists of two dimensions: the star system and the

specialization categories (hotelleriesuisse, Jahrbuch der Schweizer Hotellerie 2010, 2010).

(hotelleriesuisse, 2010)

Star System

Hotels can be classified into five star categories: 1-star (simple), 2-stars (comfortable), 3-

stars (middle class), 4-stars (first class) and 5-stars (luxury). Since 2011, a sixth category

'Swiss Lodge' for the declaration of hotels without any stars is into force. Additionally, within

each category 'superior' can be reached if the hotel offers outstanding services. Bed and

breakfast hotels are only allowed to reach four stars plus superior instead of the five stars

plus superior. (Hotelstars, 2010)

In order to classify hotels, hotelleriesuisse worked out a criteria check list. This check list is

subdivided into six areas: building/ space on offer, furnishing/ equipment, services, leisure,

composition of offers and seminar rooms. In total, the check list consists of 270 different



criteria. A hotel fulfilling a criterion receives the amount of points the criterion is worth. In

order to get classified to the accordant star category, two rules have to be taken into

consideration. There are some criteria marked with a 'M' meaning this is a minimum criterion

and has to be achieved and, additionally to the minimum criteria, a hotel has to reach a

minimum amount of points. Hotels awarded with 'superior' reach the minimum amount of

points of the next higher category, but do not have to fulfill the minimum criteria of this. Bed

and breakfast hotels, which do not run a restaurant, are disadvantaged compared to fully

serviced hotels, as they are not able to collect points in certain fields (criteria 172-180).

Therefore, the minimum amount of points in each star category and superior is reduced by

20. (Hotelstars, 2010)

The detailed criteria catalog including the evaluation scale can be found on the homepage of

hotelleriesuisse.

By the year 2011, 87 hotels reached 5-star classification, 441 hotels 4-star classification, 944

hotels 3-star classification, 253 2-star classification, 42 hotels 1-star classification and 10

'Swiss Lodge' classification (Swisshotels).

Specialization Categories

The specialization categories provide supplementary information concerning the character,

target customers and infrastructure of a hotel (Hotelsterne, Spezialisierungskategorien).

Additional to the star system, classified Swiss hotels can apply for the following specialization

categories (hotelleriesuisse, Kriterienkataloge, Spezialisierungkategorien): 'Excellent Kitchen',

'Business Hotel', 'Design & Lifestyle Hotel', 'Health Hotel', 'Golf Hotel', 'Historic Hotel', 'Kids

Hotel', 'Congress Hotel', 'Country Guest House', 'Eco Hotel', 'Seminar Hotel', 'Tennis Hotel',

'Bike Hotel', 'Hiking Hotel', 'Wellness Hotel I', 'Wellness Hotel II', 'Unique' and 'International

Chain Hotel' (Hotelsterne, Spezialisierungskategorien). A hotel can be classified for

maximum three different specialization categories (hotelleriesuisse, Geschäftsbericht 2010,

2010). In order reach one of these specialization categories special requirements have to be

fulfilled (Hotelsterne, Spezialisierungskategorien). The 'Requirements for the specialization

categories' can be found on the homepage of Hotelsterne.

The number of hotels labeled with one of these specialization categories is shown in

'Appendix A: Quantity of Hotels labeled by a Specialization Category in 2011'. (Hotelsterne)

(hotelleriesuisse, 2010) (International Organization for Standardization, 2011)

Hotel Performances

The hotel industry can be seen as a part of the service industry. This means, the

performances of the hotel industry are services. The supply of services involves different

production factors as for example manpower, facilities or raw materials. The question is in

which constitution and scope these are used in order to provide a service. A considerable

characteristic of the hotel industry is that sometimes only the fact that a production factor is

available forms the performance. For instance, the hotel rooms are the production factors

and their usage through guests is already the service performed. Therefore, in comparison to

industrial manufacturing processes, the production and the product in the hotel industry

cannot always be examined separately. Since the basic functions of a hotel are

accommodation and catering of the guests, the service types of a hotel can be divided into

'Accommodation Performance', 'Catering Performance' and 'Other Performances'. (Hänssler,

Leistungen und Leistungserstellung in der Hotellerie, 2000)



Accommodation Performance

The accommodation performance is on the one hand, made up of buildings and structures

and on the other hand, of the services rendered by employees (Hänssler, Leistungen und

Leistungserstellung in der Hotellerie, 2000).

The buildings and structures consists in general of:

Guest rooms

Reception area

Circulation- and floor areas

Engineering- and operation rooms

Other areas

(Hänssler, Leistungen und Leistungserstellung in der Hotellerie, 2000) (Rutherford, 2002)

(Walker, 2002)

A detailed list of these buildings and structures can be found in 'Appendix B: Buldings and

Structures of a Hotel'.

The size of the space and the furnishing of these buildings and structures are either applied

to the needed space according to the number of guestrooms (Hänssler, Leistungen und

Leistungserstellung in der Hotellerie, 2000) or are specified by the hotelleriesuisse criteria

catalog (see chapter '2.1.2 Hotel Typologies').

Areas where services rendered by employees are needed are:

Reception

Housekeeping

Security

Other services

Purchasing department


(Walker, 2002)

A detailed list of these sevices can be found in 'Appendix C: Services rendered by

Employees'.

The number of employees is mainly dependent on the hotel classification, as for example a

5-star hotel has a higher employee to guest ratio then a 2-star hotel (Hänssler, Leistungen

und Leistungserstellung in der Hotellerie, 2000).

The extensiveness of these performances is again partly given by hotelleriesuisse criteria

catalog (see chapter '2.1.2 Hotel Typologies').



Catering Performance

The catering performance consists of the food and beverages including the catering services

a hotel is offering (Hänssler, Leistungen und Leistungserstellung in der Hotellerie, 2000).

The main departments are:

Restaurant

Kitchen

Bar

Café

Purchasing department

Banquet department

Material usage control

Stewarding

Room service

Bar and waiting personnel


(Walker, 2002)

A detailed list of these sevices departments can be found in 'Appendix D: Catering

Departments'.

The choice of food and beverages can either be decided by the hotel itself (Hänssler,

Leistungen und Leistungserstellung in der Hotellerie, 2000) or is given by the hotelleriesuisse

criteria catalog (see chapter '2.1.2 Hotel Typologies').

Other Performances

The other performances like the offering of conference rooms or swimming pools complete

the accommodation and catering performances (Hänssler, Leistungen und

Leistungserstellung in der Hotellerie, 2000).

Parts of additional performances have, according to the hotelleriesuisse criteria catalog (see

chapter '2.1.2 Hotel Typologies'), to be fulfilled by a hotel in order to comply with the

requirements for classification.

Hence, the single performances, which are in a relationship of dependence, form the total of

performances. Depending on which types of performances a hotel is offering and on how

these are designed and combined, the hotel represents a certain hotel category. (Hänssler,

Leistungen und Leistungserstellung in der Hotellerie, 2000)



Size of Swiss Hotels

In the year 2009, the sizes of the hotels in Switzerland looked as follows:

Size of hotel Amount of hotels In %

0 to 10 beds 797 16.4

11 to 20 beds 1090 22.4

21 to 50 beds 1613 33.1

51 to 100 beds 886 18.2

101 to 150 beds 258 5.3

151 to 200 beds 97 2.0

201 to 300 beds 76 1.6

301 and more beds 50 1.0

Table 1: Size of Swiss Hotels in 2009 (own illustration according to Schweizer Tourismus Verband (STV),

2010) (Schweizer Tourismus Verband (STV), 2010)

2.1.3 Operating Equipment

The operating equipment of a hotel consists of furniture, fixtures and equipment, whereat

furniture is movable and fixtures and equipment is immovable (Fidlschuster, 2007).

The Swiss BKP (Baukostenplan) is originally an investment accounting plan providing an

overview of the costs incurring when construction a building (BKP Baukostenplan). Although

the construction costs of a hotel are in the context of this thesis not in demand, the author

decided to consult this plan. By demonstrating an investment accounting plan, the Swiss

BKP also shows what furniture, fixtures and equipment is actually needed to run a hotel.

Relevant for this thesis are mainly:

Operating equipment:

Electricity

Heating, ventilation, air-conditioning, cooling devices

Sanitary

Transporation, storage

Construction

Surrounding:

Garden

Installations

Line, Pipes

Furniture and fixtures:

Furniture

Lightning

Textiles

Small inventory

Transporation

Consumable materials

(BKP Baukostenplan)

'Appendix E: Extract from the Swiss BKP' states a summary of the Swiss BKP corresponding

to the issues relevant for this thesis.



2.1.4 Operational and Organizational Structure

Operational Structure

The operational structure regulates the course of action of the processes in a hotel. The

compliance of the hotel performance is analyzed in terms of side by side and one after the

other duties. It is assumed that the task manager has to carry out different work processes in

order to fulfill the duties. The sensible connectivity of the task manager, work processes and

duties is called operational procedure. For this purpose, it has to be decided where, when

and which processes are performed by whom. The execution of an operational structure is

highly dependent on the size of the business; this means the bigger the business the higher

the necessity. The operational structure bases on studies in which the as-is state of certain

aspects of processes is examined. (Henschel, Die Ablauforganisation und ihr

Instrumentarium, 2008)

'Appendix F: Operational Work Processes' shows the operational work processes in a hotel

according to an overnight stay of a guest.

The gained information help to make the work processes more efficient (Henschel, Die

Ablauforganisation und ihr Instrumentarium, 2008).

Organizational Structure

Organizational structure means to allocate manpower and operating resources in order to

compile the hotel performances. The goals are to reach the business objectives and to

operate as efficient as possible. This organizational structure administrates the duties of the

hotel and creates structures as well as a hierarchical decomposition. Thus, the duties of the

hotel take the center stage and are in a next step combined to positions which are in turn,

merged to departments. The positions and departments form organizational units which are

differently connected with each other. (Henschel, Die Aufbauorganisation und ihr

Instrumentarium, 2008)

The organizational structure of a hotel can be illustrated by an organization chart. The most

famous organizational forms are the functional organization (specialization according to

performance), divisional organization (specialization according to objects) and matrix

organization (specialization according to performance and objects). (Hänssler, Die

Aufbauorganisation von Hotelbetrieben, 2008)

To illustrate a hotel’s organizational structure it is reasonable to not only represent the

departments and communication lines, but also to highlight the positions including job

descriptions. (Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008)

In general, the organization structure of a hotel is dependent on the size of the business,

performance spectrum, quality standards, technological standards and strategic

considerations (Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008).

'Appendix G: Organizational Structure of a Hotel' presents a classic organizational structure

of a 300 room hotel. Furthermore, all the single departments can again be broken down as

exemplarily shown in 'Appendix H: Organizational Structure of a Department'.



2.2 Environmental Sustainability in the Hotel Industry

2.2.1 Definition

The Brundtland Report defines sustainability as “development that meets the needs of the

present without compromising the ability of future generations to meet their own needs”

(World Commission on Environment and Development, 1987). As already mentionend in

chapter '1. Introduction', sustainability consists of the three pillars: economy, society and

environment. From the environmental perspective, it is important to conserve the physical

resources and to minimize negative impacts on the physical environment. (Kirk, Introduction,

1996) Therefore, environmental sustainability is dedicated to use and maintain the natural

resources in a carful way in order to not constrain future generation’s quality of life. (Andrews,

2009)

When looking at the environment from a system point of view, the environment means

everything lying outside of the system. The boundary between the system and the

environment controls the exchanges from the environment into the system and vice versa.

(Kirk, Introduction, 1996)

A system has three main components: inputs into the system, outputs from the system and

the system itself. The goal of a system is to convert inputs into outputs. In the case of a hotel

the system looks like following:

Inputs: customers, employees, food, raw materials, consumable supplies, energy,

water and capital

System: hotel including its production processes

Outputs: satisfied customers and employees, financial returns, wastes and pollution

(Kirk, Environmental Management, 1996)

Since a hotel needs on the one hand, huge amounts of food, raw materials, consumable

supplies, engery and water as inputs and on the other hand, generates negative outputs like

waste and pollution, the hotel system has a huge potential impact on the environment. (Kirk,

Environmental Management, 1996)

2.2.2 Environmental Dimensions of a Hotel

Water

Water is probably the most crucial resource of a hotel and forms a major purchasing cost.

Central water consumption areas are guestrooms, kitchen, laundries, cleaning and public

toilets. The water consumption of a hotel per guestroom per year lies between 60m3 and 220

m3. It depends on the facilities a hotel is providing and whether the hotel has already

established water conservation practices. (Lin-Heng et al., 2010) (Lin-Heng & Ofori, 2010)

The table below shows for what purposes a hotel can need cold and hot water supply:

Purpose

Cold water Drinking water, fire-fighting, cold rooms

Cold and hot water Bathrooms, kitchen, laundry, cleaning, toilets, heating, ventilation,

air-conditioning, pool

Table 2: Cold and Hot Water Supply in the Hotel Industry (own illustration according to Kirk, Water

Management, 1996 and Lin-Heng et al., 2010)

The temperature of hot water depends on where it is used. The ideal temperature for water

for example in the guestrooms is 50°C, in the laundry 40-80°C and in the kitchen 60°C. (Lin-

Heng et al., 2010) The heating, storage and supply method of hot water consumes a lot of



energy (Lin-Heng et al., 2010) (Kirk, Water Management, 1996). Therefore, the reduction in

hot water consumption also decreases the energy utilization (Lin-Heng et al., 2010).

Since hotels need huge quantities of water, they in turn, produce enormous amounts of

waste water. Waste water can be separated in to grey-water coming from washing machines,

sinks, showers, bath and roof runoffs, and black-water resulting from toilets and dishwashing.

(Lin-Heng et al., 2010) The disposal of this waste water is administrated by local regulations

and costs the hotel money (Kirk, Water Management, 1996).

There are a lot of ways how a hotel can reduce its water consumption. However, the core

principle is to do nothing on the expenses of the guests’ comfort. (Kirk, Water Management,

1996)

Sustainable water usage includes:

Conservation of water supplies and sources

Recycling of water as far as possible

Re-establishment of lost water sources

Reduction of irrigation losses

Repairing of pipe leakages

Re-usage of grey-water

Installation of water-saving devices

Avoidance of open taps

Monitoring of the water consumption

Investing in state-of-the-art technologies

Information of personnel about water conservation practices

Involvement of guests

(Webster, 2000) (Zein et al., 2008) (Zein, Wazner, & Meylan, 2008)

Energy

After payroll, energy forms the biggest share of a hotel’s operating costs. Energy in the form

of fossil fuel and electricity is for example needed for lighting, ventilation, heating, cooling,

cooking, hot water, catering and electronic appliances. The energy usage of a hotel is

depending on the type and size of the hotel, building, climate, geographic location, energy

sources, energy-efficiency of the appliances, facilities a hotel is providing, and services the

hotel is offering. (Kirk, Energy Management, 1996) (Lin-Heng et al., 2010) On average, 6% of

a hotel’s operating costs is used for the energy consumption in the guestrooms, 20% for

lightning and 15% for hot water (Sloan et al., Energy Efficiency, 2009).

A hotel can decrease energy consumption by various measures including:

Staff awareness training

Involvement of guests

Switching off equipment which is not in use

Monitoring the energy consumption

Regular maintenance of equipment in order to guarantee efficiency

Investments in the building and state-of-the-art equipment

Reviewing the mix of energy sources in use

Improvements in the lighting system

Minimization of energy losses

Recoverment of energy

(Kirk, Energy Management, 1996)) (Zein et al., 2008)



It is best to start with measures which give the greatest savings at the lowest cost, as these

will generate positive feedback and state a reason for more expansive investments.

Furthermore, the actions taken should never end in a perceived loss of comfort by the guests.

(Kirk, Energy Management, 1996)

Wastes

On the one hand, waste is a signal of inefficient use of resources, and on the other hand, the

disposal of waste costs money (Sloan et al., Waste Management, 2009). Hotels produce

huge amount of wastes including household waste, plastic, metal, glass, cloth, wood, organic

waste, oils, fat, packaging, old furniture and equipment, and paper. Additionally, they

generate hazardous waste as for example solvents, paint, flammable material, fertilizer,

chemicals, and batteries. (Lin-Heng et al., 2010) (Zein et al., 2008)

Instead of putting all this waste to the landfill, hotels can follow the strategy of :

Avoid (Sloan, Legrand, & Chen, Waste Management, 2009)

Reduce

Reuse

Recycle

Recover

(Kirk, Materials and Waste Management, 1996) (Lin-Heng et al., 2010)

By thorough purchasing, waste can partly be avoided and reduced in the first place. However,

some waste is always generated and should whenever possible be reused, even if it has a

lower value. Materials which cannot be reused should be collected and carried to a recyling

unit. There are still some materials left which have a high energy value or cannot be recylced

and should be brought to incinerator or used for own power generating purposes.

Concerning all the five processes, avoid, reduce, reuse, recycle and recover, legal

requirements have to be taken into consideration. (Kirk, Materials and Waste management,

1996) Additionally, waste reduction practices should not limit the customer satisfaction and

comfort (Sloan et al., Waste Management, 2009).

Purchasing

Hotels purchase large amounts of different products like food and beverages, laundry and

cleaning supplies, toiletries, office supplies, equipment and bedding. The purchase of some

products can have negative impacts on the environment. (Lin-Heng et al., 2010). Therefore,

the whole life cycle of the product from manufacturing, marketing, transportation, and use to

disposal have to be taken into account. (Zein et al., 2008) Furthermore, the purchasing

decision also influences the amount of waste produced, energy consumed and the potential

of water, air and soil pollution by the disposal or use of the product (Lin-Heng et al., 2010)

(Zein et al., 2008). When purchasing so called 'green' products, these environmental impacts

can be reduced (Zein et al., 2008). 'Green' products support recyclable, biodegradable, less

processed and non-toxic substances, are more durable, require less energy during

manufacturing and use, are manufactured in local and cleaner production processes and

need as little packaging as possible (Lin-Heng et al., 2010) (Zein et al., 2008). Hotels can

bring forward the use of 'green' products by advancing staff, supplier and guest awareness

(Zein et al., 2008).



Sustainable purchasing includes:

Buy what is actually needed

Buy good quality materials in order to decrease failing rate

Buy from local suppliers to reduce transportation

Buy in suitable quantities, as too little increases transportation and too much leads to

waste

Buy as energy-efficient products as possible

Buy products consisting of recycled material and in recycled packaging

Buy recyclable products in recyclable packaging

Rent instead of buying whenever possible

Prefer 'green' products

Avoid disposable products

Use as little packaging as possible

(Kirk, Materials and Waste management, 1996)

Emissions

A hotel, like most other businesses, contributes to the atmospheric pollution. The negative

emissions from a hotel consist of combustion gases from fossil fuels and gas-operated

boilers, generators and stoves, cooling liquid from air-conditioning and refridgeration

equipment, halons in fire extinguishers, vapors from cleaning solvents and road traffic

emissions. (Lin-Heng et al., 2010)

Hotels can reduce their atmospheric pollution by:

Maintenance of equipment

Cleaning of equipment

Replacing old equipment with state-of-the-art ones

Minimization of the use of atmospheric pollutants

(Zein et al., 2008)

Indoor Air Quality

A poor indoor air quality can have an impact on the health, coziness and well-being of the

employees and guests and may evoke headache, swims, breathing difficulties or allergic

reactions. The indoor air quality of a hotel is dependent on the emissions flowing into the

building from the outside and the ones produced within the building itself. The latter comes

from fuel gas which is needed by stoves and boilers, tobacco smoke, emissions from

copymachines and printers, microbic pollutants, pesticides, dust and other particles, radon

gas emissions from construction materials, volatile organic compounds (VOC) from cleaning

agents, paints and lacquer. (Lin-Heng et al., 2010)

In order to upgrade the quality of the air in buildings the following can be done:

Venting the building with fresh air by opening the windows or installing a

sophisticated ventilation system

Minimization the usage of products containing VOC (volatile organic compounds)

Investments in state-of-the-art equipment

Restriction of smoking in the building

Usage of a vaccum instead of a paper-bag cleaner to capture as many particles as

possible

(Chai-chen, 2000) (Lin-Heng et al., 2010)



Noise

High exposure to noise above 70 decibel can support sick headache, disturbed blood flow,

high blood pressure, abscesses, while a noise level of 130 decibel or higher can even be

responsible for serious damages to the ears. If the noise level in a hotel is too high, the

health of the guests is affected, the productivity of the employees is depleted and disputes

with neighbors and the community can arise. The areas which generate the most noise in a

hotel are the technical rooms, kitchens, laundries, driveways for the delivery of goods, waste

separation areas, parkings, bars, clubs, and the reception.

Noise can be managed and reduced by:

Separation of noise-sensitive areas, like guest rooms or meeting rooms, from noise-

generating areas

Implementation of noise audits

Investment in noise controlling facilities

(Lin-Heng et al., 2010)

2.2.3 Swiss Environmental Legislations

The Swiss environmental legislations which can be fundamental for the hotel industry are

divided into four different subjects: environmental conservation, water conservation, nature-

and cultural heritage protection, and climate. Each of these four subjects is based on a

separate main document which constitutes the federal law. Additionally, various regulations

and treaties are used to complete the legal foundation. (Bundesamt für Umwelt, 2009)

As a detailed analysis of the federal law, regulations and treaties is not appropriate for this

thesis, the author decided to only provide a tabular overview. Detailed information

concerning the federal laws, regulations and treaties can be found on the homepage of the

Swiss Federal Office for the Environment (BAFU).

Subject Legal foundation

Environmental Conservation Federal Law on Environmental Conservation

37 regulations

15 treaties

Water Conservation Federal Law on Water Conservation

2 regulations

9 treaties

Nature- and Cultural Heritage

Protection

Federal Law on Nature- and Cultural Heritage Protection

9 regulations

8 treaties

Climate Federal Law on C02

4 regulations

2 treaties

Table 3: Swiss Environmental Legislations (own illustration according to Bundesamt für Umwelt BAFU,

2009)



2.3 Environmental Management System

2.3.1 Definition

Environmental Management

Environmental management means to control the activities one might undertake, in order to

sustain physical resources and avoid polluting them. This is applicable to one’s daily life, but

normally it is in business where the environmental impact is greatest. (Edwards, Introduction

to Environmental Management, 2001)

Management System

The fundamental procedure of a management system can, according to Wellge (2009), be

divided into six core areas:

Definition of goals

Determination of need for action

Allocation of resouces

Planning and execution of measures

Control of success, evaluation of performance and definition of new goals

(Wellge, 2009)

Additionally, a management system consists of elements intrinsic to the field it focuses on. In

the case of a quality system this could be the evaluation of suppliers, while an environmental

system includes methods to evaluate environmental impacts or systems to respond to

emergencies. (Jackson, 1997)

Environmental Management System

In consideration of today’s environmental problems and on the basis of the quality

management system, environment concerning management models were developed. These

environmental management systems give businesses the possibility to continuously

decrease their environmental impacts. (Wellge, 2009).

An environmental mangement system is not limited to certain fields of a buisness, but has to

be seen as a vital element of the work of the management body. This means that all

departments of a business, functional areas and production lines, are part of the

development and implementation of such a system. The thorough composition of an

environmental policy is utmost important, as environmental management is based on the

freewill of a buisness and its self declared priorities concerning environmental aspects. As a

matter of course, external requirements have to be fulfiled as a minimal objective. (Dyllick-

Brenzinger et al., Umweltmanagementsysteme,1997) Especially requirements imposed by

the government are still perceived as threats by businesses, but an environmental

management system helps them to change their reactive behavior into a proactive one

(Engel, Einleitung, 2010). Furthermore, the implementation of such a system not only

enables to achieve the legal requirements, but motivates to voluntarily take over additional

duties concerning the environment (Wellge, 2009). Once the policy is written, an

environmental management system functions as an instrument to implement and realize this

defined environmental policy (Dyllick-Brenzinger et al., 1997). With the help of the right

allocation of resources, determination of responsibilities, and the constant optimization of

practices, procedures, and processes, environmental issues can be address with a certain

order and consistency (Haider, 2001).



2.3.2 Environmental Management in the Hotel Industry

Since 1990 the hotel industry has made great efforts towards sustainability by implementing

different tools on a voluntary basis. Voluntary environmental tools reach from codes of

conduct, best environmental practices, environmental management systems, eco-labels to

environmental performance indicators. (Burzis, 2010)

According to Ayuso, 2007, eco-labels and environmental management systems are among

the most used environmental tools in the hotel industry whereat the latter brought the

greatest success. (Ayuso, 2007)

The motivational drivers and the barriers for establishing an environmental management

system in the hotel industry vary from country to country and are dependent on the

characteristics of the businesses. (Burzis, 2010)

Potential motivations are:

Increased profitability (in example through costs savings)

Improved public image

Legal regulations

Personal commitment (in example to save natural resources and conserve the

environment)

Competitive edge

Governmental incentive (in example subsidies, tax benefits or penalties for non-

compliance)

Stakeholder satisfaction (in example guests and employees)

(Burzis, 2010)

Perceived barriers are:

High implementation costs

Lack of technology

Time consuming implementation process

High need for changes in the infrastructure (in example new electrical equipment)

Lack of human resources

Limited knowledge about environmental management systems

(Burzis, 2010)

2.3.3 Existing Environmental Management Systems

The only three management systems focusing exclusively on the ecological dimension of

sustainability are ISO 14001, EMAS and EcoStep. Additionally, these systems not only cover

Switzerland, but are internationally oriented. (Lucerne University of Applied Sciences and

Arts, 2011)

Due to the fact that ISO 14001 and EMAS are the two most famous environmental

management systems (Pischon, 1999 cit. in Wellge, 2009) and that EcoStep is completely

based on ISO 14001 (Lucerne University of Applied Sciences and Arts, 2011), the author

decided to only give insights into EMAS and the ISO 14000 series of standards. (Pischon,

1999)



EMAS

EMAS (Eco-Management and Audit Scheme) is a voluntary scheme for environmental

management and environmental auditing. It was introduced by the European Union in 1993.

The intention was to create a tool for companies and other organizations to support them in

improving their environmental performance. The actual legal foundation is the regulation No.

1221/ 2009 (EMAS III). (EMAS)

According to article 48 and 50 of EMAS III regulation, the scheme is revised correspondingly

to new operating experiences in the implementation procedure and to international

development. (Europäische Union, 2009)

EMAS is a performance oriented system. Businesses should not only fulfill the legal

requirements, but should continuously increase their environmental performance. It is

important to involve the employees in the processes, in order to guarantee that employees

identify with the environmental protection interest of the business. Furthermore, a business

applying for EMAS registration has to provide the public with an environmental statement

informing about resource- and energy consumption, emissions, waste and more. (EMAS)

(Wellge, 2009)

To reach EMAS validation, an environmental audit has to be carried out followed by

subsequent circular eco-audits. These eco-audits are administrated by governmental

licensed environmental verifiers, who inspect the internal documents and the environmental

statement of a business. The verifiers not only respect compliance with formal rules of EMAS,

but more important pay heed to real environmental performance. This includes conformance

with the legal environmental protection laws and the self-set objectives. A validated business

is part of a public register, receives a European wide registration number and is allowed to

use the official EMAS logo. (EMAS) The registration is valid for three years. An annual

assessment and actualization of the environmental statement ensures the continual

development of the environmental performance in the meantime (Geschäftsstelle des

Umweltgutachterausschusses, 2010). The quality of EMAS is supervised by the member

states of the European Union (EMAS).

Since the revision of EMAS I, all businesses which want to increase their environmental

performance are allowed to participate in EMAS, independet of their business activity. The

only prerequisit is to be located in the European Union or in a country with bilateral treaties

with the European Union. (Engel, Ansatz der Europäischen Gemeinschaft, 2010)

The EMAS III regulation consists of 52 articles and 8 annexes, and can be found in various

languages on the homepage of the European Commission.



According to article 4 of EMAS III regulation, the following standardized process steps have

to be observed in order to become EMAS validated:

Process

Steps

Explanation EMAS III

documents

Environmental

audit

Identification of all significant environmental

aspects and their impacts

Pay attention to legal environmental requirements

Analysis of strength and weaknesses

According to the

requirements of

EMAS annex I and

II number A.3.1

Environmental

management

system

Establishment of environmental policy, goals and

concrete measures

Implementation of a self-developed

environmental management system on the basis

of environmental audit and environmental policy

Arrangement of tasks and responsibilities

Setting of control- and early warning systems

Setting of documentation- and information

systems

All requirements of

EMAS annex II have

to be fulfilled.

Eco-audit Internal evaluation of environmental performance According to EMAS

annex II number

A.5.5 and III.

Envrionmental

statement

Description and definition of goals and

information for the public

According to EMAS

annex IV.

Auditing

through

verifier

Auditing of compliance of environmental audit,

environmental management system and eco-

audit with EMAS regulations

Evaluation of environmental performance

According to EMAS

annex VII.

Registration Application for registration number and

acceptance to public register

According to EMAS

annex VI.

Logo Utilization of the logo According to EMAS

annex V.

Table 4: EMAS Process Steps (own illustration according to Engel, EG-Öko-Audit-Verordnung, 2010;

Verordnung (EG) Nr. 1221/ 2009 des Europäischen Parlaments und des Rates, 2009 and

Geschäftsstelle des Umweltgutachterausschusses, 2010)

The ISO 14000 Series of Standards (Engel, EG-Öko-Audit-Verordnung, 2010)

The International Organization for Standardization (ISO) is a standards institution located in

Geneva, Switzerland. It was founded in 1947, as a private, nongovernmental, international

standards body. The goal is to bring forward international harmonization and development of

standards as for example paper sizes, film speed or quality and environmental standards.

(Theodore & Theodore, 2010) In total ISO has developed more than 18’000 different

standards (ISO Central Secretariat, 2009).

Although, it is a private institution, governments are welcomed to participate in the

development of standards. Even though, all standards developed by ISO are voluntary,

various governments have included the ISO standards into their regulations and

approximately 160 countries act as ISO members. (Theodore & Theodore, 2010)



Due to the United Nations Conference on Environment and Development (UNCED), which

took place in Rio de Janeiro in 1992, the subject sustainable development became a matter

of importance. (Theodore & Theodore, 2010)

ISO decided that it is not enough to only integrate environmental protection into the quality

management. Therefore, a completely new and independent from ISO 9000 quality

management system environmental management system was developed. For this purpose,

the “Technical Committee 207 Environmental Management” (TC 207) was set up. (Engel,

ISO 14000er Reihe, 2010) Business and government experts from 75 countries take actively

part in this technical committee and another 26 countries act as observers. Additionally, 41

international and regional organizations, including UNCTAD, UNEP, WHO and WTO, are

participating in TC 207. (International Organization for Standardization, Origins and ISO/TC

207, 2011) TC 207 consists of 6 sub groups responsible for environmental management

systems, environmental auditing and related environmental investigations, environmental

labeling, environmental performance evaluation, life cycle assessment, and greenhouse gas

management and related activities. (International Organization for Standardization, ISO

Standards, 2011) In the year 1996 the series of standards 'ISO 14000 – Environmental

Management Systems' was published for the first time, as a uniform worldwide

environmental management system. These series of standards support businesses in

obtaining environment oriented performances and in verifying these efforts. To improve

environmental protection, environment concerning impacts of the activities, products and

services of a business are analyzed and appropriate goals are set. The environmental efforts

are documented in the environmental policy. (Engel, Aussereuropäische Ansätze, 2010)

(Engel, ISO 14000er Reihe, 2010)

With the help of ISO 14000 businesses can not only lower their negative environmental

effects, but it supports them in meeting legal environmental requirements (Theodore &

Theodore, 2010). ISO 14000 is appropriate for all businesses in the trade-, manufacturing- or

service industry independent from their size (Dyllick-Brenzinger et al.,

Umweltmanagementsystem, 1997).

At the beginning of the implementation of the ISO 14000 standard, the management has to

define an appropriate environmental policy. This police must at least include dedication to

permanent improvement, prevention of pollution, and observation of legal environmental

requirements. The environmental policy has to be detailed enough, as concrete actions rely

on it afterwards. Furthermore, this policy must be accessible for the public and

communicated, implemented and complied with, within the business. Thereafter, a first

review of the activities, products and services of the business is carried out, in order to find

out about their interaction with the environment. The results of this review form the basis for

the strategic plan. Strategic planning can be compared with project management, as it also

includes scope, time, costs and responsibilities. The business then has to identify

environmental aspects which can be influenced or even controlled by the business.

Environmental objectives according to these aspects and to the legal environmental

requirements have to be set. An environmental objective is an overall goal and is still very

general. Therefore, specific targets consisting of quantified measurements have to define the

objectives. The objectives and targets are worked out by the business itself and are not

components of ISO 14000 standards. Last step is to take the strategic plan including the set

objectives and targets into action. Internal and external audits and reviews are needed, to on

the one hand, determine if the environmental management systems follows the ISO



requirements and on the other hand, to guarantee continual improvement. Environmental

management is never constant and adjustments have to be made regularly. (Theodore &

Theodore, 2010)

The series of standards ISO 14000 consist in total of 22 norms. 'Appendix I: The ISO 14000

Family' gives an overview of these norms including their numbers and titles.

All of these norms, except ISO 14001 'Environmental Management System – Requirements

with Guidance for Use', are descriptive guidance documents. This means that these

documents only act as assistance documents and do not have to be implemented or used in

order to get certified. A business can only get certified for ISO 14001 and not for the whole

ISO 14000 standards. (Cascio, 1996) Businesses fulfilling the ISO 14001 standard are

qualified for certification. The certification is carried out by third-party organizations and not

by ISO itself (Theodore & Theodore, 2010).

ISO 14001 is therefore the central document of the ISO 14000 standards. It provides

information about the structure and minimal requirements of environmental management

systems. Additionally, it forms the basis for the implementation, maintenance, auditing and

certification. (Dyllick-Brenzinger et al., Umweltmanagementsysteme, 1997)

The standard includes six requirement categories within section 4 of the ISO 14001

document: general requirements, environmental policy, planning, implementation and

operation, checking, and management review (Theodore & Theodore, 2010). This document

'Requirements for an Environmental Management System' ISO 14001 and the specific

definitions can be found on the homepage of the International Organization for

Standardization (ISO). Further explanations concerning these six requirement categories are

documented in chapter '2.4 Detailed Analysis of ISO 14001'.

Comparison

As EMAS III regulation is built on the requirements of ISO 14001 'Environmental

Management System – Requirements with Guidance for Use', the two environmental

management systems differ only little today. (Wellge, 2009)

The differences are shown in the following table:

ISO 14001 EMAS III

Goal Constant improvement in the

environmental management

system

Constant improvement in the

environmental management

system and the

environmental performance

Area of application Worldwide European Union and

associated countries

Test system Private Governmental

Test procedure Certification Validation and entry in public

register

Verification Certificate Participation document and

registration document

Publicity effectiveness Certificate and

environmental policy

Documents, EMAS Logo,

environmental policy,

environmental statement

Table 5: Differences ISO 14001/ EMAS (own illustration according to Engel, Vergleich und

Gesamtwürdigung der Umweltmanagementsysteme, 2010 and Wellge, 2009)



Although, both systems name improvements in environmental protection as their superior

goal, there are still discrepancies. While ISO 14001 only asks for continual enhancement of

the environmental management system itself, EMAS III goes a step further and requires

additionally advancements in environmental performance. (Engel, Vergleich und

Gesamtwürdigung der Umweltmanagementsysteme, 2010)

Due to the adoption of ISO 14001 'Environmental Management System – Requirements with

Guidance for Use' into EMAS III regulations, the two competing environmental management

systems are now connected with each other. This can be an advantage for businesses, as

they can implement the environmental management systems step-by-step. For instance,

they first certificate for ISO 14001 and decide in a next step, whether to use this fundament

for EMAS III participation or not. (Engel, Vergleich und Gesamtwürdigung der

Umweltmanagementsysteme, 2010)

The fact that ISO 14001 operates on a worldwide basis makes this environmental

management system much more attractive. A norm which is independent from countries or

regions is a huge advantage, since businesses today operate in a global context and

frontiers and national legislations become less important. Therefore, ISO 14001 outplays

EMAS III. (Engel, Vergleich und Gesamtwürdigung der Umweltmanagementsysteme, 2010)

Nevertheless, there are also disadvantages occurring if norms are applicable worldwide.

Businesses implementing ISO 14001 or EMAS III underlie different requirements varying

from country to country. For instance, a business in a developing country is facing much

lower legal environmental requirements and can position itself as highly environmentally

friendly, while businesses in industrial countries have to deal with stricter legal environmental

requirements and a market where a lot of the competitors have already adopted an

environmental management system. This is especially for ISO 14001 a big challenge, as the

worldwide differences are even higher than the ones which EMAS faces in the European

Union. (Engel, Vergleich und Gesamtwürdigung der Umweltmanagementsysteme, 2010)

The ISO 14000 series of standards benefit from the compatibility with the ISO 9000 series of

standards (quality management system) and their high awareness level. Businesses which

are ISO 9000 certified are already familiar with the basic structure of ISO 14001. Therefore,

the certification potential for ISO 14001 is higher than for EMAS III. (Engel, Vergleich und

Gesamtwürdigung der Umweltmanagementsysteme, 2010)

In general, it can be said that the number of participants are increasing for ISO 14001 and

constant to declining for EMAS III. (Engel, Zusammenfassung, 2010) By this year (2011)

approximately 5’000 businesses are EMAS validated while none of them is located in

Switzerland (Lucerne University of Applied Sciences and Arts, 2011) (EMAS, 2011). Until

2009 businesses holding an ISO 14001 certificate account for circa 223’000 thereof are

90’000 European businesses and 1’500 are located in Switzerland. (Lucerne University of

Applied Sciences and Arts, 2011) (ISO Central Secretariat, 2009) Furthermore,

approximately 30 hotels in Switzerland are ISO 14001 certified (SQS, 2011).



2.4 Detailed Analysis of ISO 14001

As a result of the subchapter 'Comparison', the author has decided that ISO 14001 is

superior to EMAS for the Swiss hotel industry.

2.4.1 ISO 14001 Requirements

The ISO 14001 norm is a management system consisting of five elements which are

arranged in series and connected with each other (see 'Illustration 2: Model of the

Environmental Management System') (Dyllick-Brenzigner et al., Aufbau und Gestalung eines

UMS gemäss ISO 14001, 1997).

Illustration 2: Model of the Environmental Management System (own illustration according to Europäisches

Komitee für Normung, 2003) (Europäisches Komitee für Normung, 2003)

General Requirements

The overall goal of ISO 14001 is to improve the environmental-oriented performances of a

business. The environmental management system provides a structured process, in order to

reach continual improvement. Through regular evaluations of the environmental

management system, enhanced environmental performance can be achieved. (Europäisches

Komitee für Normung, 2003)

A business without an existing environmental management system should first, through an

assessment, identify its environmental position. The goal is to use the environmental aspects

of a business as basis for the development of an environmental management system.

(Europäisches Komitee für Normung, 2003)

The assessment should include:

Determination of significant environmental aspects

Legal and other environmental requirements

Examination of existing environmental practices and actions

Evaluation of experiences of former emergency situations


A business has the flexibility to define its boundaries by itself and can realize ISO 14001 for

the whole business or only for certain operating units. For the environmental management

system all the activities, products and services of the business or operating units have to be



taken into consideration. The degree of details and complexity of the environmental

management system, the scope of documentation and the provided resources are

dependent on the size of the business and its activities. (Europäisches Komitee für Normung,

2003)

Environmental Policy

The environmental policy defines the intentions and the basic principles of a business

concerning their overall environmental performances (Engel, ISO 14000er Reihe, 2010). The

policy should include the management commitment to be in compliance with the legal and

other environmental requirements (Europäisches Komitee für Normung, 2003). Furthermore,

the policy serves to establish environmental-oriented objectives and targets and is therefore

the basis for the concrete action planning (Engel, ISO 14000er Reihe, 2010). The

environmental policy has to be clearly formulated so that it is understandable to internal and

external stakeholders and it has to be regularly adapted to changing conditions and

experiences (Europäisches Komitee für Normung, 2003). The environmental policy can be

seen as the driving force for the implementation and improvement of the environmental

management system. As a consequence, the environmental policy has to fit with the

environmental impacts of the businesses’ activities, products and services. The continual

improvement, which means to constantly enhance the environmental management system in

order to reach improvement in environmental performance, is vitally important. The

environmental policy has to be open to the employees, as the implementation occurs through

the single employees and it has to be publicly available. (Engel, ISO 14000er Reihe, 2010)

Planning

Environmental Aspects

The business has to develop a procedure in order to indentify environmental aspects and to

assess which of these are of significance. In order to do so, the actual and prospective

activities, products and services as well as abnormal and emergency situations have to be

taken into consideration. Additionally to environmental aspects which are directly controllable

by the business, aspects which can be influence by the business should be considered as

well. Changes in the environment, whether positive or negative, which are completely or

partly generated by environmental aspects are called environmental impacts. Therefore,

environmental aspects and impacts are in a cause and effect relationship. (Europäisches

Komitee für Normung, 2003)

Legal and Other Requirements

The business has to clarify which environmental laws and regulations are applicable to its

activities, products and services (Europäisches Komitee für Normung, 2003). These can

cover:

National and international legal requirements

Governmental and provincial legal requirements

Requirements of local administrations

Agreements with public authorities

Voluntary principles

Voluntary labels




Objectives, Targets and Programs

Based on the environmental policy, environmental aspects and impacts, legal context and

the business itself (Theodore & Theodore, 2010), the business defines environmental-

oriented objectives and targets which are specific and if possible measureable (Engel, ISO

14000er Reihe, 2010). A business should use the best available technique if it is

economically feasible, cost saving and appropriate (Europäisches Komitee für Normung,

2003). In order to reach the objectives and targets, the business develops programs

including responsibilities, resources, measurements and time frames (Engel, ISO 14000er

Reihe, 2010) (Theodore & Theodore, 2010).

Implementation and Operation

Resources, Roles, Responsibilities and Authority

The successful implementation of the environmental management system requires the

commitment of all employees of the business. Environmental-oriented tasks and

responsibilities should therefore, not be limited to the functions concerned with environmental

questions, but should involve all functions outside of the environmental protection. The

management of a business determines the environmental policy and ensures the realization

of the environmental management system throughout the whole business. As part of its

commitment, the top management authorizes a special environment agent, allocates

sufficient resources and defines key functions, as well as responsibilities. Furthermore, the

management informs all stakeholders working for or on behalf of the business about the

environmental management system. (Europäisches Komitee für Normung, 2003)

Competence, Training and Awareness

The management defines what knowledge, understanding and skills an employee

participating in an activity with an environmental impact should have. Knowledge,

understanding or skills are either already existing or are applied trough training, education or

practical experiences. Additionally, the business should ensure that the employees of the

contractors have the needed expertise or adequate education. (Europäisches Komitee für

Normung, 2003)

Communication

The business has to develop a procedure concerning internal and external communication

(Theodore & Theodore, 2010) including acceptance, documentation and response of

relevant information. Internal communication can consist of meetings of working groups,

circular letters, notice boards or intranet-websites. External communication can take place

with annual reports, circular letters or websites. (Europäisches Komitee für Normung, 2003)

Documentation

The documentation has to be detailed enough, in order to describe the environmental

management system and the interactions of the elements (Europäisches Komitee für

Normung, 2003). The documentation includes explanations concerning planning, operation

and control of the environmental management system and its compliance with the

environmental policy, objectives and targets (Theodore & Theodore, 2010).



Control of Documents

The documents have of course to be reviewed and updated, but the main focus is the

successful implementation of the environmental management system and the environmental-

oriented performances (Theodore & Theodore, 2010) (Europäisches Komitee für Normung,

2003).

Operational Control

The overall goal is to reach the objectives and targets of the environmental policy. Therefore,

the processes which are in connection with significant environmental aspects have to be

accurately operated, so that the environmental impacts can be monitored or reduced.


Emergency Preparedness and Response

Each business is responsible to develop an emergency plan and a course of action which is

tailored to their individual needs (Europäisches Komitee für Normung, 2003). Potential

emergencies have to be indentified and procedures how to alleviate them (Theodore &

Theodore, 2010).

Checking

Monitoring and Measurement

In order to enhance environmental performance, the business has to determine performance

measurements which quantify the significant environmental aspects (Europäisches Komitee

für Normung, 2003).

Evaluation of Compliance

The business has to demonstrate that they act in compliance with legal and other

environmental rules and regulations (Europäisches Komitee für Normung, 2003).

Nonconformity, Corrective Action and Preventive Action

First, the non-conformances should be identified through monitoring, audits and

communication. Second, corrective actions have to be initiated and monitored concerning

their effectiveness. Third, preventive actions should help to avoid non-conformances in the

future. (Theodore & Theodore, 2010)

Control of Records

A business has to keep their records up-to-date, as they either demonstrate the business’

compliance with the environmental management system or help to reach compliance by

analyzing the documentations (Theodore & Theodore, 2010). Environmental-oriented

records can include complaints, trainings, process observations, inspections, emergency

tests, communication and more (Europäisches Komitee für Normung, 2003).

Internal Audit

A procedure discussing the responsibilities and requirements for planning and conducting an

audit, the documentation of results, and the scope and frequency of audits should be

developed (Theodore & Theodore, 2010). An internal audit can be carried out by an

employee or by an external person. By all means, the person has to be competent, neutral

and objective. (Europäisches Komitee für Normung, 2003) The effectivenes of the



environmental management system is highly dependent on these internal audits. During the

audit, the concrete adaption needs in relation to the changed conditions are identified.

Management Review

The management of a business is claimed to review the environmental management system

to ensure its compliance and its effectiveness (Europäisches Komitee für Normung, 2003).

2.4.2 Plan-Do-Check-Act Cycle

The ISO 14001 norm is based on the management rule 'Plan-Do-Check-Act' (Europäisches

Komitee für Normung, 2003). This cycle constitutes a method for establishing an

environmental management system according to the requirements of ISO 14001. By

establishing this cycle, an organization is able to achieve continual improvements. (Cascio,

1996)

Illustration 3: Plan-Do-Check-Act Cycle (own illustration according to Europäisches Komitee für Normung, 2003;

International Organization for Standardization, Environmental Management System (EMS):

Principles and Elements, 1998 and Sheldon & Yoxon, 2002)

(Sheldon & Yoxon, 2002) (International Organization for Standardization, 1998)



By comparing ISO 14001 requirements and the Plan-Do-Check-Act Cycle it becomes clear

that the aspect 'General Requirements' of ISO 14001 Requirements is in some degree

similar to 'Commitment' and 'Initial Review' of the Plan-Do-Check-Act Cycle (International

Organization for Standardization, Environmental Management System (EMS): Principles and

Elements, 1998) (Europäisches Komitee für Normung, 2003). Since these aspects are not

totally consistent they are further explained.

Commitment

At the beginning of an environmental management system stands the commitment of the

management to enhance environmental management of the business’ activities, products

and services (International Organization for Standardization, Environmental Management

System (EMS): Principles and Elements, 1998). It is crucial to know that continual

improvement of environmental performance cannot happen parallel to day-to-day operations.

Therefore, dedication to environmental issues has to come from the management.

Additionally, it is much easier to achieve employees’ acceptance if management commitment

has been secured. (International Organization of Standardization, Environmental Managment

Systems: The ISO Approach, 1998) (International Organization for Standardization, 1998)

Initial Review

For businesses without an existing environmental management system an initial review is

highly recommended. The goal of an initial review is to find out about the business’

relationships and interactions of its activities, products and services with the environment and

to work out a data set in order to measure environmental enhancements. (International

Organization of Standardization, Environmental Managment Systems: The ISO Approach,

1998)

The initial review possibly covers the following:

Determination of the scope of the initial review itself

Determination of legal and other requirements

Determination of environmental aspects of the business’ activities, products and

services and prioritization of the significance of the environmental impacts

Estimation of the required resources to plan, implement and maintain the

environmental management system

Determination of potential emergencies

…

(International Organization for Standardization, Environmental Managment Systems: The

ISO Approach, 1998) (International Organization of Standardization, Environmental

Management System (EMS): Principles and Elements, 1998)

42


2.4.3 Certification

The certification takes place on a voluntary basis and serves as a success verification and

control. The certification is carried out by a specialist, who is entitled by the standardization

organization. (Engel, ISO 14000er Reihe, 2010) In Switzerland this is for example the

'Schweizerische Vereinigung für Qualitäts- und Management- Systeme' (Bundesamt für

Umwelt, Umweltmanagement: Normen und Zertifizierung). The ISO 14001 norm does not

include references regarding the certification process. Therefore, the certification is

conducted accoring to ISO 19011. The evaluation of the environmental management system

is a pure system auditing and ends with the delivery of the certificate. The certificate ensures

the conformity of the management system with the ISO 14001 norm. In general, a business

has to repeat the certification every three years. (Engel, ISO 14000er Reihe, 2010)

(Bundesamt für Umwelt)

(Dyllick-Brenzinger, Gilgen, Häfliger, & Wasmer, Aufbau und Gestaltung eines UMS gemäss

ISO 14001, 1997) (Dyllick-Brenzinger, Gilgen, Häfliger, & Wasmer,

Umweltmanagementsysteme, 1997)

(hotelleriesuisse)

First Concept of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry 43


3 First Concept of the Handbook to achieve the ISO

14001 Certification in the Hotel Industry

This chapter gives information to the first version of the handbook to achieve the ISO 14001

certification in the hotel industry and explains step by step how it was developed. In the end,

the issues which need to be further examined are stated in the subchapter '3.3 Statements to

Test'.

3.1 Explanatory Notes

The handbook as well as this chapter is structured according to the Plan-Do-Check-Act cycle

which has been mentioned before in chapter '2.4.2 Plan-Do-Check-Act Cycle'. Therefore, the

handbook is arranged by the supertitles set up, plan, do, check and act and the 19 bullet

points forming the steps. Each of these 19 steps is, in the handbook, divided into an

information part, followed by the task(s) which has (have) to be worked off, and where

appropriate and necessary some help is provided. The following illustrations signalize these

three parts:

Illustration 4: Information Sign (Förderverein Stadtbibliothek Marzahn-Hellersdorf)

Illustration 5: Task Sign (ArtistsValley, LLC, 2008-2011)

Illustration 6: Help Sign (Linuxtopia)

In order to develop a first version of the handbook, the author had to combine parts of the

literature review, reject things from the literature review and add new data. Whenever parts

are combined, rejected or added it is stated in this chapter. Objects which are transferred

one-to-one from the literature review into the first version of the handbook are not mentioned

again. The finished first version of the handbook can, due to its length, not be found in this

chapter but in 'Appendix J: First Version of the Handbook to achieve the ISO 14001

Certification in the Hotel Industry'. New data, which is not mentioned in the literature review,

is marked with the corresponding sources in the handbook.

By looking at the structure of the literature review, it becomes clear that this thesis focus on

the hotel industry, environmental sustainability and the processes of the ISO 14001

certification. Consequently, the first version of the handbook to achieve the ISO 14001

certification in the hotel industry puts emphasis on the same subjects. This means that the

steps 1, 2, 3, 5, 6, 14 and 16 are worked out in detail and offer clear solutions to the hotels,

as these steps ask for a combination of the subjects of the literature review. Whereat the

steps 4, 7, 8, 9, 10, 11, 12, 13, 15, 17, 18 and 19 deal only with parts of the literature review

and would demand further insights into other subject like for example communication,



documentation or employee training theory. Of course, these steps are part of the handbook

too, but mainly provide information and instructions and no ready-to-use concepts.

3.2 Development of the First Version of the Handbook

3.2.1 Set up

Management Commitment

The first part of the handbook consists of an example of a documented management

commitment, which has to be signed by the top management of the hotel and all the

department heads.

As an implication of chapter '2.1 The Swiss Hotel Industry' is can be said that a hotel might

have the following departments:

Department Details

Accommodation Bathroom, storage room, sleeping area,

working area, cosmetics area,

communication area, living area, catering

area

Reception Front office, lounges, recreation areas,

driveway

Housekeeping Cleaning, laundry, sewing, wardrobe

F&B Restaurant, bar, café, banquet, room

service,

Kitchen Kitchen, pastry, stewarding, staff canteen

Administration Accounting, purchase, storage, goods

receiving

Facility Management Sport facilities, leisure facilities, health

facilities, beauty facilities, congress facilities,

child care facilities, parking spaces,

boutiques

Sales Sales, Marketing, PR

HR Personnel

Engineering Electricity, heating, air-conditioning and

ventilation, plumbing, lightning, sewerage,

elevators, staircases, floors, corridors,

Table 6: Departments of a Hotel (own illustration)

Since this table only presents an excerpt of possible departments in a hotel and due to the

fact that the departments vary from hotel to hotel according to their size and services, the

author decided that it is not reasonable to include a list of possible departments within the

handbook. Additionally, it can be assumed that each hotel has already an organizational

structure (see chapter '2.1.4 Operational and Organizational Structure') which can directly be

applied.

Initial Environmental Review

The initial environmental review helps hotels with no existing environmental management

system to compile the information necessary for further steps in the handbook. Since water,

energy, wastes, purchasing and emissions are the most significant environmental



dimensions (Sloan et al., Sustainable Development in the Hospitality Industry, 2009), the

other two from chapter '2.2.2 Environmental Dimensions of a Hotel' are neglected. However,

if a hotel wants to take more environmental dimensions into consideration, they are free to do

so. The reviews consist of various tables which contain information about the hotel’s total

consumption or quantity, inform about the single areas or departments and state the use or

the source of water, energy, wastes, purchasing and emissions.

Out of chapter '2.1 The Swiss Hotel Industry' it appears that a hotel can possibly consist of

the following areas:

Area Details

Accommodation area Bathroom, storage room, sleeping area,

working area, cosmetics area,

communication area, living area, catering

area

Reception area Front office, lounges, recreation areas,

driveway

Circulation- and floor areas Corridors, floors, staircases, elevators

Engineering- and operation rooms Electricity, heating, air-conditioning and

ventilation, plumbing, lightning, laundry,

kitchen facilities, sewerage

Other areas Sport facilities, leisure facilities, health

facilities, beauty facilities, congress facilities,

child care facilities, parking spaces,

boutiques

Table 7: Areas of a Hotel (own illustration)

Like the table with the departments, this table is also not entirely perfect. Furthermore, the

available areas in a hotel differ according to the size and offers the hotel has. Therefore, no

list with possible areas and departments is included in the handbook.

3.2.2 Plan

Environmental Aspects

In order to detect environmental aspects which are relevant for further measures within the

handbook, the gained information from the 'Initial Environmental Review' has to be combined

with a rating system. This rating system is made up of three components, extent of

consumption or quantity, frequency of potential abnormal or emergency situations and

severity. All components are divided into levels with corresponding numbers. By multiplying

these three numbers, the relevance of the aspect can be identified.

Legal and Other Requirements

The ISO 14001 standard claims for compliance with all legal and other requirements. Since

the legal requirements which are of relevance differ between hotels according to their size

and services, and as the other requirements are absolutely individual, it is not possible to

provide a pre-assembled list of all legal and other requirements. Nevertheless, the author

created a table including the four most obvious Swiss environmental legislations, as well as

further hints of existing sources of the potentially relevant requirements. Furthermore, the

table asks for detailed information concerning the requirements which are of importance and

helps to discover whether the hotel is in compliance with these or not. If hotels do not have



the ability to identify their relevant legal and other requirements or have to deal with complex

cases, they are advised to call a consulting firm or legal advisor in.

Environmental Policy

Every hotel has to write its own environmental policy including the individual intentions and

principles concerning the environmental performance. For that reason, the handbook cannot

contain a generally accepted environmental policy. However, a hotel specific example and a

list with topics which can be integrated is, has a help, provided.

Objectives, Targets and Programs

The objectives procured in the handbook focus again on the five environmental dimensions

already mentioned before and can either be directly applied by the hotels if appropriate, or

taken as examples in order to work out individual ones. In any case, the hotels are advised to

define objectives regarding the compliance with legal and other regulations, as this is

mandatory within the ISO 14001 requirements.

So as to set targets concerning the defined objectives, the information from 'Step 3:

Environmental Aspects' have to be expanded by the distinctive targets the hotels want to

reach. Hotels which have directly applied the example objectives beforehand can use the

provided tables to do that. Whereat, hotels which have defined individual objectives need to

adjust these tables according to their needs. Anyway, it is the hotels’ own decision which

issues they want to look at and which not, except the ones concerning the legal and other

requirements which have to be taken into consideration. They are also informed that an

increase in the environmental effort is still possible afterwards.

In order to reach the targets, adequate programs have to be defined. The comprehensive

tables of the handbook, which are again structured according to five environmental

dimensions, may help to form effective programs. First, the hotels have to decide which

departments/ areas they have and which of these are actually affected by the environmental

effort. Second, they have to mark the actions they want to take and prioritize these with high,

medium or low in a third step. Furthermore, for each action, a responsible person, financial,

technological and/ or human resources, and a completion date has to be determined. If

hotels have departments/ areas where they want to improve the environmental performance

or further actions which are not mentioned in the tables, they can simply add them.

3.2.3 Do

Resources, Roles, Responsibilities and Authority

In 'Step 6: Objectives, Targets and Programs' the hotels had already to define which

resources are needed and in what amount to carry out each action. In order to successfully

implement the ISO 14001 standard, the management of the hotels is requested to ensure

that the right and sufficient resources are actually allocated and that future resource needs

are recognized and subjected.

To demonstrate the roles, responsibilities and authorities, the handbook suggests creating an

organization chart including job descriptions. Since this organization chart and the job

descriptions vary from hotel to hotel, the handbook cannot give clear instructions how to do

this. Nonetheless, assistance is offered with an example of an organization chart and a list of

potential contents of the job descriptions.



Competence, Training and Awareness

The employees of every hotel have different needs of training concerning environmental

knowledge and understanding. The hotels have to identify these needs of training, develop a

training plan, and document and evaluate the trainings. A catalog showing what employees

should typically be informed about might help the hotels to identify the training needs of their

employees.

Communication

Internal and external communication is utmost important, since it raises the awareness level

of the employees, and increases the transparency and credibility of the hotel. Therefore, the

handbook supports the hotels in developing an internal and external communication

procedure by presenting potential communication tools.

Documentation

The ISO 14001 standard calls for a detailed documentation of the environmental

management system including planning, operation and control. The author decided that it is

best if the hotels structure their documentation according to the 19 steps of the handbook

itself.

Control of Documents

The purpose of the documentation of the environmental management system is, among

other things, to facilitate the control whether the management system is successfully

implemented or not. Therefore, the handbook gives tips how to update, review and organize

the documentation on a regular basis.

Operational Control

Since the overall goal of the environmental management system is to continually improve the

environmental performance of a hotel, the set objectives and targets have to be met.

Consequently, it is of high importance to accurately implement the programs defined in 'Step

6: Objectives, Targets and Programs'. To control the execution, every action taken within the

programs has to be described and documented. As the list of actions to take in 'Step 6:

Objectives, Targets and Programs' is quiet voluminous and due to the fact that every hotel

arranged its programs individually, it is not possible to provide descriptions of all these

procedures in the handbook. But, reference points of what should be included in such a

description are listed.

Emergency Preparedness and Response

Hotels have to be able to react in emergency situations. As a result, potential emergencies

have to be identified and an emergency plan developed. Once again, it is impossible to

attach a ready-to-use solution in the handbook, since the potential emergencies depend on

the size of the hotel and the services it offers. A list with typical potential emergencies and

contents of emergency plans might help the hotels to better solve the tasks.



3.2.4 Check

Monitoring and Measurement

To ensure continual improvement of the environmental performance, performance

measurements which quantify the significant environmental aspects have to be determined.

For that purpose, the information from 'Step 6: Objectives, Targets and Programs' can be

upgraded with the actual measurement of the consumption or quantity of water, energy,

wastes, purchasing and emissions, and/ or what was individually enclosed by the hotels. In a

next step, the hotels can state whether an improvement/ reduction has taken place or not.

Organizational wise, the hotels have to fix the rhythm of the measurement and a responsible

person. Last but not least, this table calls for a new target.

Evaluation of Compliance

The evaluation of compliance with legal and other requirements functions identically as 'Step

14: Monitoring and Measurement'. The handbook comprises a table which claims again the

information from 'Step 6: Objectives, Targets and Programs' regarding the legal and other

requirements. Additionally, the hotels have to state whether they act in compliance with the

various regulations or not, and have again to determine the rhythm of the measurement and

a responsible person. If needed, a new need for action has to be defined.

Nonconformity, Corrective Action and Preventive Action

Since the nonconformity has already be identified in 'Step 14: Monitoring and Measurement'

and 'Step 15: Evaluation of Compliance', the hotels only have to copy all the issues which

have not reached the targets or are not in compliance with legal and other requirements into

the new tables. Supplementary, the hotels have to determine new actions to take from 'Step

6: Objectives, Targets and Programs' in order to reach the targets in the future.

Control of Records

The records help to prove the compliance of the implemented environmental management

system with the ISO 14001 standard or to reach the compliance. Therefore, the handbook

advises the hotels to continually up-date, analyze and improve their manual created in 'Step

10: Documentation'.

Internal Audit

The environmental management system has to be audited, so that the compliance with the

ISO 14001 requirements can be assessed, and that the system can continually be improved.

Since the separate ISO documents 14010, 14011 and 14012 deal with the internal audits

regarding what criteria an environmental auditor has to fulfill and how an environmental audit

has to be conducted, it is was, due to the scope of this thesis, not possible to go into details.

Therefore, the handbook only indicates roughly what has to be considered in an internal

audit and refers, for further information, to the ISO documents 14010, 14011 and 14012.



3.2.5 Act

Management Review

Since the management of the hotels is responsible for the environmental management

system, the handbook quotes what the management has to pay attention to. This includes

reviewing the objectives, targets and the environmental performance, checking the results

and audits, and evaluating the appropriateness of the environmental policy.

3.3 Statements to Test

Some issues of the fist version of the handbook to achieve the ISO 14001 certification in the

hotel industry need to be further investigated, in order to guarantee the practical application.

The table below shows the domains and their subjects which need to be more examined.

Domains Subjects

Practice Congruency with practical experiences

Ecology Totality of the environmental dimensions

Ecological reasonability of the measures

Hotel industry Comprehensibility

Clear arrangement

Applicability for all hotels regardless their size and services

offered

Technology Feasibility concerning the technological conditions

ISO 14001 requirements Fulfillment of the ISO 14001 requirements

Potential of achievement of the ISO 14001 certification

Table 8: Statements to Test (own illustration)

Empirical Research 50


4 Empirical Research

This chapter is dedicated to explain for what reasons an empirical research is needed, how it

is conducted and in what form the gained information is used. The illustration beneath

represents the data flow of this empirical research.

Illustration 7: Data Flow of the Empirical Research (own illustration)

4.1 Data Collection

As already mentioned in chapter '3.3 Statements to Test', some questions regarding the

practical application of the first version of the handbook to achieve the ISO 14001

certification in the hotel industry have still to be clarified. These open questions are, one the

one hand, related to real life and on the other hand, specific to the developed handbook (see

chapter '3.2 Development of the First Version of the Handbook'). As therefore, no theory can

offer valuable clues, empirical research is essential. The author resolved to clarify and verify

the open questions by conducting expert interviews.

Revised Handbook

Discussion

Results

Expert Interviews

Roland Berger

Simone Gruber

Sven Häberlin Urs Kläy Hubert Rizzi

Statements to Test

Practice Ecology Hotel Industry TechnologyISO 14001

Requirements

First Version of the Handbook

Empirical Research 51


The table stated below shows again the domains and subjects (shown in chapter '3.3

Statements to Test'), which need to be tested plus the selected interview partners and their

areas of activity.

Name of the Expert Activity Area Domains Subjects

Roland Berger Tune Management

and Training AG

Practice Congruency with practical

experiences

Simone Gruber Fachstelle für

Tourismus und

Nachhaltige

Entwicklung

Ecology Totality of the environmental

dimensions

Ecological reasonability of the

measures

Sven Häberlin Welcome hotels &

restaurants

Hotel

industry

Comprehensibility

Clear arrangement

Applicability for all hotels

regardless their size and

services offered

Urs Kläy Planungsberatung

für Hotelbau

Technology Feasibility concerning the

technological conditions

Hubert Rizzi SQS

(Schweizerische

Vereinigung für

Qualitäts- und

Management-

Systeme)

ISO 14001

requirements

Fulfillment of the ISO 14001

requirements

Potential of achievement of

the ISO 14001 certification

Table 9: Interview Partners and Statements to Test (own illustration)

Out of the table, it becomes clear that the experts and their areas of activity do principally

correspond with the domains and subjects which need to be tested. Nevertheless, the

interviews are carried out in an unstructured manner. This means, there are questions which

are posed to more than one expert. The expert interviews are carried out either face to face

or via e-mail.

4.2 Data Evaluation

The outcome of the expert interviews are written out in a paraphrased way in the chapter '5.

Results', while the transliterated expert interviews can be found in 'Appendix K:

Transliterated Expert Interviews'. The maintained information is debated in chapter '6.

Discussion', until at last the data is used to work out the revised handbook in chapter '7.

Revision of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry'.

Results 52


5 Results

The findings of the expert interviews are structured by the answers concerning the design,

and the content of the handbook and by general comments. Moreover, these three main

elements are divided into components the respective answers are referring to.

The table below shows the acronyms used in this chapter and states again the domains the

interview partners are assigned to.

Acronyms Name of the Expert Domains

B Roland Berger Practice

G Simone Gruber Ecology

H Sven Häberlin Hotel industry

K Urs Kläy Technology

R Hubert Rizzi ISO 14001 requirements

Table 10: Acronyms of the Results (own illustration)

5.1 Design of the Handbook

5.1.1 Comprehensibility and Arrangement of the Handbook’s Structure

B: - The practice asks for the separation of the information part, the help and the tasks in the

handbook. The centralization of all the tasks at the end of the handbook would form a

better auxiliary and working tool.

- Additionally, the handbook should include examples which are filled in. Considering that

the responsible person is mostly practice oriented, an applied exemplar would definitely

simplify the working procedures. (Berger, 2011)

H: - For the hotel industry, the constitution of the handbook, which is structured by supertitles,

steps, information, tasks and help, is comprehensible and clear. In general, the single

procedures are perspicuous. (Häberlin, 2011)

5.1.2 Comprehensibility and Arrangement of the Programs’ Structure

G: - The programs are in general well-arranged and comprehensible. The table form of the

programs is user-friendly and the arrangement of departments and the specific water,

energy, waste, purchasing and emission programs support the readability.

- However, the instruction how to use the programs is slightly confusing. Consequently, a

list of the tasks or a description in keywords is suggested. (Gruber, 2011)

5.1.3 Fulfillment of the ISO 14001 Requirements

R: - According to the ISO 14001 requirements, the cycle which is based on set up, plan, do,

check and act is understood and employed correctly.

- Furthermore, the 19 steps of the handbook are clearly following the ISO 14001

requirements and are therefore, regarding the titles, applied in the right form. (Rizzi,

2011)

Results 53


5.2 Content of the Handbook

5.2.1 Applicability of the Handbook in the Hotel Industry

B: - Theoretically, after slight changes, the handbook is feasible for the hotel industry.

- For small hotels, the implementation of ISO 14001 is too time-consuming, but they could

use certain parts, as for example the programs, of the handbook.

- In general, hotels can be convinced to implement the standard, if the potential to save

money is clearly visible. (Berger, 2011)

K: - The adaptability of this handbook is highly dependent on the hotel’s location, operations

and age. For example, the water supply differs from hotel to hotel, the average duration

of stay in a hotel influences whether the bed-linen is only changed on the guest’s

request or not, and new buildings have a totally different starting position than old

buildings.

- Additionally, the ownership structure plays a central role. The implementation of

environmental practices is much easier, if the owner and the operator of a hotel are the

same person. On the other hand, it is much more complicated, if different persons are

involved, like it is the case in chain hotels.

- Usually, the implementation of an environmental management system in small hotels is

not sensible. Since environmental protection is also possible and reasonable in the small

scale, of course, parts of the developed handbook can still be used.

- The employment structure of an organization is also a crucial factor. If, for example, a lot

of foreigners are employed, cultural and linguistic problems can occur. The perception

and understanding of environmental conservation varies from nation to nation, what

makes the implementation of environmental practices challenging. (Kläy, 2011)

5.2.2 Choice of the Departments

B: - It is sensible to leave the choice of the departments, where the hotels want to implement

environmental efforts, to the hotels themselves. Hence, a list of predetermined

departments is, in practice, not required. (Berger, 2011)

H: - It is adequate to let the hotels decide how they want to structure the departments, in

which environmental practices should be implemented, since an organizational structure

is in the hotels already existing and also varies from hotel to hotel. Therefore, the hotels

need no prearranged list of departments. Nevertheless, examples of typical departments

like reception, kitchen or cleaning would further explain what needs to be done.

(Häberlin, 2011)

5.2.3 Choice of the Environmental Dimensions

B: - The concentration on the environmental dimensions, water, energy, waste, emissions

and purchasing is not reasonable, since practical experiences show that the relevant

environmental dimensions are highly dependent on the organization itself.

- Furthermore, the ISO 14001 standard involves, nowadays, also health protection, what

in turn interfaces with job safety issues. Job safety includes for example the handling of

hazardous and harmful substances.

Results 54


- In addition, topics like traveling and electro smog move more and more into the centre of

attention.

- Nevertheless, no environmental dimension should be added or removed, but

examples should be stated. (Berger, 2011)

G: - According to the ecological domain, all dimensions are covered (Gruber, 2011).

K: - Hygiene and safety are also central topics. If, for example, the water temperature in the

pool is too low or too thigh, the problem with legionella bacteria or the risk of burning can

occur. (Kläy, 2011)

R: - On the basis of the current praxis, the dimensions relevant for the hotel industry are

identified. It is therefore sufficient for the ISO 14001 certification. (Rizzi, 2011)

5.2.4 Initial Environmental Review

Feasibility of the Review

B: - The tables of the initial environmental review can practically be filled in by the hotels

without any problems. (Berger, 2011)

H: - The hotels know by means of the invoices what amount of for example water or energy

has been used. Therefore, the hotels know their consumption either per month or per

quarter.

- Approximately 70% of the hotels cannot exactly assign for example the water

consumption in the kitchen; only hotel chains might have such measuring appliances.

- The tables in this step are, in general, sensible, but they could be reworked, so that the

consumption can also be stated by quarter and only needs to be assigned to

departments where possible. (Häberlin, 2011)

K: - Since not all hotels are equipped with the needed measuring appliances, the

consumption cannot be assigned to the single departments. From a technical

perspective, the installation of such measuring appliances is not everywhere possible.

(Kläy, 2011)

Totality of the Review

B: - To improve and simplify the initial environmental review, examples in the information part

are implicitly needed (Berger, 2011).

K: - The energy sources should be extended by district heating and alternative energy (Kläy,

2011).

5.2.5 Evaluation of the Relevance of the Environmental Aspects

K: - The evaluation criteria are well selected, but comparative figures have to be added.

Otherwise, the categorization into high, medium or low consumption is absolutely

subjective. (Kläy, 2011)

Results 55


R: - The approach, how the relevance is calculated is good. Also the chosen scale is

appropriate and often used in the practice.

- Normally, the relevant emissions are identified through an environment-relevance

analysis, input-output scheme or an eco-balance. The results vary from hotel to hotel,

dependent on whether they have, for example, a wellness area or not. (Rizzi, 2011)

5.2.6 Identification of Legal and other Requirements

H: - Most hotels are only informed about the laws concerning the food and job safety, since

these are regularly inspected. Other laws are, in general, not known and implemented,

unless it is revealed and the hotel has to pay for it.

- Although, the hotels are not able to fill in the tables in this step by themselves, the link to

external consultants is sufficient. (Häberlin, 2011)

K: - Hotels are, in general, not able to identify all the legal and other legislations by

themselves. The problem is that not only environmental laws are relevant. After installing,

for example, flow-regulators on all taps, the water pressure has still to comply with the

legal requirements. It is therefore, as mentioned in the handbook, advisable to consult

experts. (Kläy, 2011)

5.2.7 Objectives, Targets and Programs

Totality of the Objectives, Targets and Programs

G: - According to the ecological domain, the programs are thorough and all dimensions are

covered.

- The programs can be used to ecologically reflect and improve activities and actions.

- It is generally accepted that such catalogs are never terminatory, as the necessities and

requirements have to be customized for every single organization.

- Some actions in the programs are rather useless and subjective and should therefore be

removed. One is example is 'buy only what is really needed'.

- The lists of actions are very detailed and repetitive in different programs and

departments, like for example the information of employees about water conservation

practices. Categories which eliminate the crossovers are consequently worth

considering. An option proposed is to structure the programs according to the subjects

relevant for the employees, guests, operational equipment and investments. (Gruber,

2011

K: - The statement to use the best available technique is sensible, but examples of what the

best available technique is, is missing. Therefore, reference to a homepage or experts is

needed.

- The company technician is often unable to cope with measures concerning the hygiene

and safety, since it always includes consequences. If, for example, the water

temperature in the pool is too low or too thigh, the problem with legionella bacteria or the

risk of burning can occur.

- Since the energy and water is extremely expansive in peak periods, fleet management

systems which automatically switch off certain appliances in such periods are needed.

- It is not sufficient to only assign a responsible person to each action in the programs, but

the responsible person should also be controlled by someone. (Kläy, 2011)

Results 56


Feasibility of the Objectives, Targets and Programs

H: - The content of the programs is huge but feasible and gives hotels an overview of the

spectrum of potential actions.

- Another positive aspect is that the hotels do not have to fulfill all the actions, but can

compile a catalog which fits to their individual needs. Hence, also small hotels, which do

not want to get the ISO 14001 certification, can use the programs as a supportive tool to

enhance their environmental performance.

- Although, the actions are repetitive in each program and department, the structure of the

programs is sensible. A categorization according to actions instead of departments

would complicate the realization in the hotels. (Häberlin, 2011)

K: - The energy supply or the waste management is dependent on the contractual basis of

the suppliers and acceptors. Often, the suppliers ask for a certain quantity of energy or

waste which has to be purchased or returned. Otherwise, the organization slips into

another price category.

- Since good lightning positively affects the sales and bad lightning negatively affects

tripping hazards, what in turn is a safety problem, an expert has definitely to be called in.

(Kläy, 2011)

R: - The examples of the objectives are well chosen and feasible for the hotel industry.

- The created programs are interpreted correctly. (Rizzi, 2011)

5.2.8 Documentation

B: - In practice, the environmental management system according to ISO 14001 is not

documented by the 19 steps of the first version of the handbook, but situation analysis

and checklists are used. Out of these, specifications like environmental concepts or

environmental guidelines are developed. As records, the filled checklists and the

environmental auditing, which shows the temporal developments of the relevant

environmental aspects, is suggested. (Berger, 2011)

H: - Hotels which have already implemented the ISO 9000 standard will have no problems

with the documentation guideline of the handbook.

- Eventually, a link to a homepage showing an example of such a documentation would

simplify the task. In any case, the inclusion of such an example into the handbook is not

required, as the hotels would be demoralized by the amount of the pages they have to

work off. (Häberlin, 2011)

R: - According to the ISO 14001 requirements, the documentation approach, including the 19

steps of the handbook, is practicable (Rizzi, 2011).

Results 57


5.2.9 Identification of Potential Emergencies

H: - Actually, potential emergencies should already be documented by the hotels, but mostly

these emergency plans are not very detailed and more often than not incomplete.

- The provision of a list of potential emergencies would definitely simplify the identification

process. The industry solution for job safety has already developed such an emergency

plan. (Häberlin, 2011)

5.3 Further Comments

5.3.1 Positive Aspects of the Handbook

B: - It is positive that it is tried to develop a guideline for such an actual subject (Berger,

2011).

R: - The PDCA structure and the composition of the single chapters are well done (Rizzi,

2011).

5.3.2 Necessary Improvements

B: - The knowledge transfer and the tasks should be separated in the handbook (Berger,

2011).

K: - The hotel industry is highly coined by labor turnovers. That means, new employees have

always to be trained and educated concerning the environmental conservation practices.

An organization can enhance its environmental performance with constructional,

technical or organizational measurements. Due to the high labor turnovers, hotels should

mainly focus on constructional and technical solutions.

- As a holistic view including the causes and effect of the environmental measures have to

be taken into consideration, often specialists have to be called in. The handbook should

more often refer to experts.

- The environmental manager should not only take a function unit, but should directly

report to the management of the hotel.

- Furthermore, the job description of the environmental manager should clearly state its

competences, tasks, employees and budget. (Kläy, 2011)

R: - 'Step 3: Environmental Aspects' and 'Step 12: Operational Control' should, according to

the ISO 14001 requirements, be linked. The operational control asks for a description of

the relevant environmental operations. This can take place in a process-oriented way, by

referencing to the procedure of the environmental aspects. (Rizzi, 2011)

Results 58


5.3.3 Missing Issues

B: - It is not clear what the tasks of the environmental manager exactly are. An example of a

job description would clarify this issue.

- 'Step 11: Control of Documents' is a vital component of the ISO 14001 requirements. In

order that the hotels are not overstrained, further assistance is needed.

- The information of all employees about the environmental engagement of the

organization is a big challenge. Therefore, training and education plans have to be

treated in more detail.

- The internal and external communication, as well as the communication with external

partners concerning the sustainable course of action of the organization, is too cursorily

described. (Berger, 2011)

H: - A checklist, at the end, which gives an overview of all the steps of the handbook would

be useful. This checklist helps hotels to tick the steps which have already been worked

off. (Häberlin, 2011)

K: - The handbook should be extended by a further step which explains the certification

through an external organization.

- Before starting the implementation of the environmental management system, a budget

exclusively for the ISO 14001 certification should be determined. This budget should

also include the salary of the environmental manager. (Kläy, 2011)

R: - In the introduction or in 'Step 12: Operational Control', the handbook could refer to the

ISO 9001 certification, as this already includes the necessary operations and processes

(Rizzi, 2011).

5.3.4 Future Potential of the Handbook

B: - The handbook does definitely have potential (Berger, 2011).

H: - Since the guests, as well as Switzerland Tourism are more and more interested in

sustainability issues, this handbook has certainly potential (Häberlin, 2011).

K: - In general, the implementation of the ISO 14001 environmental management system

should be supervised by an organization like SQS. In any case, a qualified person in the

hotel is additionally needed. (Kläy, 2011)

R: This handbook has unconditionally potential (Rizzi, 2011).

Discussion 59


6 Discussion

The discussion of the findings of the expert interviews differentiates between the positive and

the negative propositions. These affirmations and criticisms are in a first step collated and in

a next step allocated to the corresponding parts of the handbook. Thereinafter, some

contradictions are revealed and explained.

6.1 Affirmations

6.1.1 Collation and Allocation of the Affirmations

The table below lists all the positive aspects which have been mentioned by the interview

partners. The structure of the table includes the components which have already been used

in chapter '5. Results', the propositions of the empirical research and the domains the

interview partners are assigned to. Additionally, each line is marked with a number, as this

identification mark is needed in a later stage. If an interview partner has positively

commented a component more than once, the characters 'a', 'b' and 'c' are used.

Number Component Proposition Domain

1a Comprehensibility and

arrangement of the

handbook’s structure

- Structure is comprehensible and

clear Hotel industry

1b - Procedures are perspicuous

2a

Comprehensibility and

arrangement of the

programs’ structure

- Structure is well-arranged and

comprehensible

Ecology 2b - Table form is user-friendly

2c - Arrangement supports readability

3 - The structure of the program is

sensible Hotel industry

4a Fulfillment of the ISO

14001 requirements

- Plan-do-check-act cycle is correct ISO 14001

requirements 4b - The 19 steps fulfill the

requirements

5a Applicability of the

handbook

- The handbook is feasible Practice

5b - Small hotels can use certain parts

6 - Small hotels can use certain parts Technology

7

Choice of the departments

- To leave the choice of the

departments to the hotels is

sensible

Practice

8 - It is adequate to let the hotels

choose the departments Hotel industry

9 Choice of the

environmental dimensions

- All relevant dimensions

concerning the ecology are

covered

Ecology

10 - The dimensions relevant for the

hotel industry are identified

ISO 14001

requirements

Discussion 60


11 Feasibility of the initial

environmental review

- The review can practically be filled

in Practice

12 Evaluation of the relevance

of the environmental

aspects

- The evaluation criteria are well

selected Technology

13a - The proposed approach is good ISO 14001

requirements 13b - The scale used is appropriate

14

Identification of legal and

other requirements

- Although, the identification is not

possible, the link to external

consultants is sufficient

Hotel industry

15

- Although, the identification is not

possible, the link to external

consultants is sufficient

Technology

16a

Totality of the objectives,

targets and programs

- The programs are thorough

- The programs reflect the activities

and actions in an ecological way

- It is normal that such catalogs are

never terminatory

Ecology 16b

16c

17 - To establish the best available

technique is good Technology

18a

Feasibility of the

objectives, targets and

programs

- The programs are huge, but

feasible

Hotel industry 18b - It is good that hotels do not have

to apply all the actions

18c - Also small hotels can use the

programs

19a - The examples of objectives are

well chosen and sensible ISO 14001

requirements 19b

- The programs are interpreted

correctly

20

Documentation

- The provision of an example

documentation in the handbook is

not needed

Hotel industry

21 - The proposed documentation

approach is practicable

ISO 14001

requirements

22

Positive aspects of the

handbook

- The attempt of developing a

handbook is positive Practice

23a - Plan-do-check-act cycle well

implemented ISO 14001

requirements 23b

- Composition of the single steps is

good

Table 11: Collation of the Affirmations (own illustration according to Berger, 2011; Gruber, 2011; Häberlin,

2011; Kläy, 2011 and Rizzi, 2011)

Discussion 61


In a next step, the listed affirmations are allocated to the concerned parts of the handbook. In

order to not mention all the propositions of the interview partners again, the corresponding

numbers are used as identification marks.

Concerned Part of the Handbook Corresponding Number

General

1a, 1b

4a, 4b

5a, 5b

6

22

23a

23b

Step 1: Management commitment 7

8

Step 2:Initial environmental review

7

8

9

10

11

Step 3: Environmental aspects

7

8

9

10

12

13a

13b

Step 4: Legal and other requirements 14

15

Step 6: Objectives, targets and programs

2a, 2b, 2c

3

7

8

9

10

16a, 16b, 16c

17

18a, 18b, 18c

19a, 19b

Step 10: Documentation 20

21

Table 12: Allocation of the Affirmations (own illustration)

Discussion 62


6.1.2 Summary of the Affirmations

Due to the collation and the allocation of the affirmations, the following findings can be

demonstrated.

The structure of the handbook, namely the supertitles, steps, information, tasks and help, is

perceives as comprehensible, clear and perspicuous. The PDCA cycle, as well as the 19

steps of the handbook follow the ISO 14001 requirements, are correctly applied and well

managed. The handbook is generally applicable for the hotel industry and small hotels can

use certain parts of it. The attempt of developing a handbook for such an actual subject is

recognized has positive. Additionally, it is sensible to leave the choice of the departments, in

which environmental practices are implemented, to the hotels themselves. The relevant

environmental dimensions for the hotel industry are identified. Moreover, the initial

environmental review can practically be filled in the by the hotels and the approach, criteria

and scale to evaluate the relevant environmental aspects are well selected and appropriate.

Although it is found that the hotels are not able to identify the legal and other requirements,

the reference to external consultants is perceived as sufficient. The examples of objectives

are well chosen and sensible, and the programs are generally thorough, feasible, sensible

and correctly interpreted. The structure of the programs is well-arranged and user-friendly.

Furthermore, it is stated as positive that not all actions of the programs have to be fulfilled by

the hotels and that due to this; also the small hotels can use the programs. The described

documentation process is practicable and an example of such a documentation is not

needed within the handbook.

6.2 Criticisms

6.2.1 Collation and Allocation of the Criticisms

The following table lists all the negative aspects which have been mentioned by the interview

partners. The structure of the table is the same as in chapter '6.1.1 Collation and Allocation

of the Affirmations' and includes the components which have already been used in chapter '5.

Results', the propositions of the empirical research and the domains the interview partners

are assigned to. Additionally, each line is marked with a number, as this identification mark is

needed in a later stage. If an interview partner has negatively commented a component more

than one, the characters 'a', 'b', 'c' and 'd' are used.

Discussion 63


Number Component Proposition Domain

24a Comprehensibility and

arrangement of the

handbook’s structure

- The information part should be

separated from the tasks Practice

24b - Examples which are filled in

should be added

25a

Comprehensibility and

arrangement of the

programs’ structure

- The instruction how to use the

programs should be explained by

a list of the tasks or with

keywords

Ecology

25b

- Since a lot of the actions are

repeated in the different

programs and departments, a

categorization according to the

subjects relevant for the

employees, guest, operation,

investment is suggested

26a

Applicability of the

handbook

- For small hotels, the

implementation of ISO 14001 is

too time-consuming Practice

26b - The potentials to save money

with ISO 14001 should be visible

27a

- The implementation process is

dependent on the hotel’s location,

operations, age, ownership and

organization structure Technology

27b

- For small hotels, the

implementation of ISO 14001 is

not sensible

28 Choice of the departments

- Although, no prearranges list of

departments is required,

examples of typical departments

should be included

Hotel industry

29a

Choice of the

environmental dimensions

- The relevant environmental

dimensions depend on the

organization

Practice

29b

- Further relevant dimensions,

which should be included as

examples, are health protection,

job safety, traveling and electro

smog

30 - Hygiene and safety are also

central topics Technology

Discussion 64


31a

Feasibility of the initial


- The consumption of energy and

water is sometimes only known

by quarter Hotel industry

31b

- Only big hotels might be able to

assign the consumption to the

departments

32

- From a technical perspective, the

installation of measuring

appliances, with which the

assignment of the consumption to

the departments is practicable, is

not everywhere possible

Technology

33

- Normally, the emissions are

identified trough an environment-

relevance analysis, input-output

scheme or an eco-balance

ISO 14001

requirements

34

Totality of the initial


- Examples of the review are

needed Practice

35

- District heating and alternative

energy are missing as energy

sources

Technology

36

Evaluation of the relevance

of the environmental

aspects

- The evaluation criteria need

comparative figures Technology

37

Identification of legal and

other requirements

- Most hotels are only informed

about laws concerning the food

or job safety

Hotel industry

38

- Generally, the hotels are not able

to identify all the legal and other

legislations, since not only

environmental laws are relevant

Technology

39

Totality of the objectives,

targets and programs

- Some actions, like 'buy only what

is needed' are useless and

subjective

Ecology

40a

- The handbook should explain

what the best available technique

actually is

Technology

40b

- Concerning the actions, the

handbook should more often

refer to experts

40c

- Fleet management systems are

needed to avoid a too high

consumption in peak periods

40d

- The person responsible for an

action, should also be controlled

by someone

Discussion 65


41

Feasibility of the

objectives, targets and

programs

- As the energy supply and waste

management are dependent on

contractual agreements, the

handbook should point that out

Technology

42

Documentation

- In practice, the ISO 14001

standard is documented by

checklists and audits and not by

the 19 steps of the handbook

Practice

43 - The handbook should refer to an

example documentation Hotel industry

44 Identification of potential

emergencies

- Since hotels do not have

concrete emergency plans, the

handbook should provide a list of

potential emergencies

Hotel industry

45

Necessary improvements

- The environmental manager

should directly report to the

management and not only take a

function unit

Technology

46

- Since the operational control

asks for a description of the

relevant environmental

operations, it is best to link 'Step

12: Operational Control' to 'Step

3: Environmental Aspects'

ISO 14001

requirements

Discussion 66


47a

Missing issues

- The tasks of the environmental

manager should be explained in

more detail with an example job

description

Practice 47b

- Since the control of the

documents is vitally important,

further assistance is needed

47c

- The internal and external

communication procedure, as

well as the communication with

external partners should be

extended

48

- A checklist, at the end, which

gives an overview of the steps of

the handbook would be useful

Hotel industry

49a

- The handbook should be

extended by a step explaining the

certification through an external

organization

Technology

49b

- Before starting the

implementation of ISO 14001, a

budget exclusively for the

certification and the salary of the

environmental manager should

be determined

50

- In the introduction or in 'Step 12:

Operational Control', the

handbook could refer to the ISO

9001 standard, as this already

includes the necessary

operations and processes

ISO 14001

requirements

Table 13: Collocation of the Criticisms (own illustration according to Berger, 2011; Gruber, 2011; Häberlin,

2011; Kläy, 2011 and Rizzi, 2011)

Discussion 67


In a next step, the listed criticisms are allocated to the concerned parts of the handbook. In

order to not mention all the propositions of the interview partners again, the corresponding

numbers are used as identification marks.

Concerned Part of the Handbook Corresponding Number

General

24a, 24b

26a, 26b

27a, 27b

48

49a, 49b

50

Step 1: Management commitment 28


28

29a, 29b

30

31a, 31b

32

33

34

35


28

29a, 29b

30

36

Step 4: Legal and other requirements 37

38


25a, 25b

28

29a, 29b

30

39

40a, 40b, 40c, 40d

41

Step 7: Resources, roles, responsibilities and authority 45

47a

Step 9: Communication 47c

Step 10: Documentation 42

43

Step 11: Control of documents 47b

Step 12: Operational control 46

50

Step 13: Emergency preparedness and response 44

Table 14: Allocation of the Criticisms (own illustration)

Discussion 68


6.2.2 Summary of the Criticisms

Based on the collocation and the allocation of the criticisms, some findings can be stated.

In order to make the structure of the handbook more comprehensible, the information part

needs to be separated from the tasks and filled examples should be included. For small

hotels, the implementation of ISO 14001 is too time-consuming and therefore, not sensible.

The potential of where money could be saved, due to the environmental management

system, should be highlighted, as this convinces the hotels to implement such a system. The

implementation process is, in general, highly dependent on the location, operations, age and,

ownership structure and organizational structure of a hotel. A checklist, providing an

overview of the steps would be useful. This checklist could be integrated at the end of the

handbook. An additional step explaining the certification through an external organization

should also be added. Before starting the implementation of the ISO 14001 standard, a

budget exclusively for the ISO 14001 standard, including the salary of the environmental

manager should be determined. Since the operational control is very similar as in the ISO

9001 standard, this should be mentioned either in the introduction or in 'Step 12: Operational

Control'. Although, the choice of the departments, where environmental practices are

implemented, is left to the hotels, examples of typical departments should be included. In

general, the relevant environmental dimensions depend always on the organization itself.

Nevertheless, the handbook should include examples concerning job safety, health

protection, traveling and electro smog. Since only big hotels might have the possibility to

assign the energy and water consumption etc. to the single departments and due to the fact

that such measuring appliances are sometimes technically not feasible, the hotels often

know the consumption/ quantity only by quarter. Therefore, the initial environmental review

should correspond to this. Furthermore, filled in examples should be provided and district

heating as well as alternative energy should be added to the energy sources. The criteria

used to evaluate the relevance of the environmental aspects need comparative figures, as

otherwise, the evaluation is absolutely subjective. In practice, the emissions are identified

through an environment-relevance analysis, input-output scheme or an eco-balance.

Generally, the hotels are not able to identify all the legal and other legislations, since not only

environmental laws are relevant and most hotels only know the laws concerning the food and

job safety. The instruction explaining how to use the programs is perceived as confusing and

an explanation by a list of the tasks or with keywords is suggested. Some actions of the

programs, like 'buy only what is needed', are apparently useless and subjective. Since a lot

of the actions are repeated in the different programs and departments, a categorization

according to the subjects relevant for the employees, guest, operation or investment is

suggested. Although, the usage of the best available technique is sensible, the handbook

should further state what the best available technique actually is. As the actions in the

programs frequently comprise unpredictable consequences, the handbook should more often

refer to experts. Energy and water supply is extremely expansive in peak periods. Hence, the

installation of a fleet management system, which automatically switches off certain

appliances in such periods, is recommended. As energy supply and waste management is

dependent on the contractual agreements with suppliers and acceptors, the handbook

should point that out. The environmental manager should directly report to the management

and not only take a function unit. Additionally, the tasks of the environmental manager should

be explained in more detail with an example job description. The communication procedure

has to be more detailed and should also include the communication with external partners. In

Discussion 69


practice, the ISO 14001 standard is documented by checklist and audits and not by the 19

steps as proposed in the handbook. Furthermore, the handbook should refer to an example

documentation. Since the operational control asks for a description of the relevant

environmental operations, it is best to link 'Step 12: Operational Control' to 'Step 3:

Environmental Aspects'. Most hotels do not have concrete emergency plans; consequently,

the handbook should provide a list of potential emergencies.

6.3 Contradictions

There are mainly seven areas where the affirmations and the criticisms are contradicting.

These contradictions occurred because some questions where posed to more than one

interview partner. The table below depicts these contradictions. The middle column shows

the components the respective contradictions take place. In order to not repeat all the

propositions, the corresponding numbers are used as identification marks. The letters in the

very first column are used to label the contradictions.

Affirmations

Criticisms

A 1a, 1b Comprehensibility and arrangement

of the handbook’s structure

24a, 24b

B 5a Applicability of the handbook 27a

C 9

10

Choice of the environmental

dimensions

29a, 29b

30

D 11 Feasibility of the initial


31a, 31b

32

E 3 Comprehensibility and arrangement

of the programs’ structure

25b

F 16a, 16b, 16c Totality of the objectives, targets

and programs

40a, 40b, 40c, 40d

G 18a, 18b, 18c Feasibility of the objectives, targets

and programs

41

Table 15: Contradictions (own illustration)

A: According to Sven Häberlin, the structure of the handbook is comprehensible and clear

and the procedures are perspicuous. The practice (Roland Berger) asks for the separation

of the information part and the tasks, and filled in examples.

B: The practice (Roland Berger) states that the handbook is feasible for nearly all hotels,

while Urs Kläy highlights that the implementation process varies according to the hotel’s

location, operations, age and, ownership and organizational structure.

C: While Simone Gruber and Hubert Rizzi agree that all relevant environmental dimensions

are identified, Roland Berger reveals that it is always dependent on the organization and

that issues regarding the health protection and job safety are missing. Moreover, Urs Kläy

perceives the hygiene as crucial.

Discussion 70


D: According to Roland Berger, the initial environmental review can practically be filled in by

hotels. Sven Häberlin remarks that some hotels know their energy or water consumption

only per quarter. Furthermore, Urs Kläy and Sven Häberlin agree that the assignment of

the consumption to the single departments is not in all hotels possible.

E: On the one hand, Sven Häberlin perceives the structure of the programs as sensible and

on the other hand, Simone Gruber asks for a structure with fewer repetitions of the single

actions and a better explanation of the tasks.

F: Simone Gruber states that the programs are thorough and reflect the activities and actions

in an ecological way. Moreover, according to her proposition, it is absolutely normal that

such catalogs are never terminatory. Contrarily, Urs Kläy says that the handbook should

more often refer to experts and should suggest the installation of fleet management

systems. Furthermore, he states that the responsible person has to be controlled by

another person.

G: Referred to Sven Häberlin, the programs are feasible, but Urs Kläy mentions that energy

supply and waste management is dependent on the contractual agreements and therefore,

the handbook should point that out.

Revision of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry 71


7 Revision of the Handbook to achieve the ISO 14001

Certification in the Hotel Industry

This chapter consists of two parts. The first part focuses on the selection of the prepositions

which should be adjusted, while the second one implements the selected prepositions.

7.1 Selection of the Realized Criticisms and Contradictions

Since some propositions of the expert interviews are contradicting, the author has to decide,

in a first step, which of these should be realized or rejected. In a second step, the realized

criticisms are selected and the rejection of the remaining propositions is explained.

7.1.1 Realized and Rejected Contradictions

The table below shows the contradictions which are realized in chapter '7.2 Revised

Handbook' and the ones which are rejected. The second column states the corresponding

identification marks of the realized propositions and the third column the rejected ones. The

fourth column refers to the concerned parts of the handbook. The roman numerals in the

very first column are used to label the realized contradictions.

Realized

Contradictions

Rejected

Contradictions

Concerned Part of the Handbook

I 24a 1a, 1b

24b

General

II 3 25b Step 6: Objectives, targets and programs

III 27a 5a General

IV 29a, 29b

30

9

10




V 31a, 31b

32

11 Step 2: Initial environmental review

VI 40a, 40b, 40c, 40d 16a, 16b, 16c Step 6: Objectives, targets and programs

VII 41 18a, 18b, 18c Step 6: Objectives, targets and programs

Table 16: Realized Contradictions (own illustration)

I: Although, Sven Häberlin perceives the structure of the handbook as comprehensible and

clear, the author follows the suggestion of Roland Berger and separates the information

part from the tasks, as this will only increase the comprehensibility. However, no filled

examples will be included, since this would be counterproductive and lower the

comprehensibility.



II: Simone Gruber asks for a structure of the programs with fewer repetitions of the single

actions and proposes a solution where the actions are separated according to the

relevance for employees, guest, operations, and investments. But Sven Häberlin

mentions that although this structure includes a lot of repetitions, it is easier for the

hotels to implement the programs than with the proposed structure of Simone Gruber.

Therefore, the structure of the programs will not be changed.

III: Since Roland Berger states that the handbook is feasible for nearly all hotels, no major

adaption will occur. Nevertheless, the considerations of Urs Kläy, who says that the

implementation process varies according to the hotel’s location, operations, age and,

ownership and organizational structure will simply be mentioned in the revised

handbook.

IV: As all the relevant dimensions are, according to Simone Gruber and Hubert Rizzi,

identified, the revised handbook will only list health protection, job safety, traveling,

electro smog and hygiene as further potential dimensions.

V: Although Roland Berger mentions that the initial environmental review can practically be

filled in by the hotels, the inputs of Sven Häberlin and Urs Kläy will be implemented. This

will happen by changing the tables of the initial environmental review, so that the

assignment of the consumption to the single departments is not necessarily needed and

that the consumption can also be stated per quarter instead of per month.

VI: The propositions of Urs Kläy to refer more often to experts, to suggest the installation of

a fleet management system and to control also the responsible person will be adapted,

although it is, according to Simone Gruber, generally know that such catalogs are never

terminatory.

VII: Sven Häberlin says that the programs are feasible, but Urs Kläy mentions that energy

supply and waste management is generally dependent on the contractual

agreements. The author decided to mention this input of Urs Kläy in the revised

handbook.



7.1.2 Realized and Rejected Criticisms

The table below shows the criticisms which are realized in chapter '7.2 Revised Handbook'.

The first column states the corresponding identification marks of the propositions and the

second column refers to the concerned parts of the handbook.

Corresponding Numbers Concerned Part of the Handbook

25a Step 6: Objectives, targets and programs

28 Step 1: Management commitment




33 Step 2:Initial environmental review

35 Step 2:Initial environmental review

35 Step 6: Objectives, targets and programs

36 Step 3: Environmental aspects

37 Step 4: Legal and other requirements

38 Step 4: Legal and other requirements

44 Step 13: Emergency preparedness and response

45 Step 7: Resources, roles, responsibilities and authority

46 Step 12: Operational control

47a Step 7: Resources, roles, responsibilities and authority

48 General

49a, 49b General

Table 17: Realized Criticisms (own illustration)

Consequently, the propositions with the identification marks 26a, 26b, 27a, 27b, 34, 39, 42,

43, 47b, 47c and 50 are not realized in the revised handbook. Reasons why some of these

are not taken into further consideration is that they refer to steps of the handbook which are,

due to the focus of the literature review, not worked out in detail (see chapter '3. First

Concept of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry') or go

beyond the scope of this thesis (see chapter '1.2 Research Scope'). Nevertheless, the

following section explains the other reasons of the rejection.

26a, 27b:

- That the implementation of ISO 14001 is too time-consuming for small hotels is a closing

statement. This means, the handbook could be revised howsoever, but the fact that it is too

time-consuming will not change.

26b:

- The author agrees with Roland Berger that the hotels can be convinced to implement ISO

14001 by highlighting the potential to save money. But as mentioned in chapter '1.

Introduction', this thesis does not focus on the benefits hotels have when implementing ISO

14001. Consequently, the handbook will not be revised to this absolutely true statement of

Roland Berger.



27a:

- Although Urs Kläy mentioned that the implementation process is dependent on the hotel’s

location, operations, age, and ownership and organizational structure, it is, within this thesis,

not possible to change the handbook to totally support all kinds of hotels.

34:

- On the one hand, the provision of examples of the initial environmental review would

simplify the handling of the task, but on the other hand, this would lead to an enlarged

handbook what in turn, negatively influences the comprehensibility. Therefore, the author

decided to not follow the proposition of Roland Berger.

39:

- Although Simone Gruber is definitely right in saying that some actions in the programs in

'Step 6: Objectives, Target and Programs' are useless and subjective, no actions are

eliminated. The author holds that the sensibility and objectivity of the single actions have to

be further tested.

42, 43:

- Roland Berger mentioned that in practice, the ISO 14001 standard is documented by

checklists and audits and not by the 19 steps of the handbook, he also states that the

approach of the handbook is practicable. Furthermore, Sven Häberlin asks for a example

documentation, but such an example is not available. Hence, the documentation process is

not adapted.

47b, 47c:

- Roland Berger is absolutely right by saying that 'Step 9: Communication' and 'Step 11:

Control of Documents' are too cursorily. But as mentioned in chapter '3. First Concept of the

Handbook to achieve the ISO 14001 Certification in the Hotel Industry ', these steps are not

the main focus of this thesis. Therefore, the specification of these two steps is neglected.

50:

- Hubert Rizzi is certainly right with his statement that the ISO 9001 standard already

includes the necessary operations and processes and hence, a link to ISO 9001 in the

introduction of the handbook or in 'Step 12: Operational Control' would be sensible.

Nevertheless, the author decided to not include this link, as the designed handbook should

either be totally independent from ISO 9001 or, on the contrary, absolutely embedded into

the ISO 9001 standard.



7.2 Revised Handbook

Due to the length, not the entire handbook is presented, but only the parts which are

adjusted. Since the steps 5, 8, 9, 10, 11, 14, 15, 16, 17, 18 and 19 remain the same as in the

first version of the handbook (see 'Appendix J: First Version of the Handbook to achieve the

ISO 14001 Certification in the Hotel Industry'), they are consequently not pictured again.

Moreover, in order to not unnecessarily stretch this chapter, sometimes even the modified

steps are not completely shown.

7.2.1 Estimation of a Budget

The handbook is extended by a preliminary stage called 'Preparation of a Budget'.

Illustration 8: Added Preparation of a Budget (own illustration)



7.2.2 Step 1: Management Commitment

The only change in 'Step 1: Management Commitment' is to provide the hotels with a list of

typical departments.

Illustration 9: Revised Management Commitment (own illustration)

7.2.3 Step 2: Initial Environmental Review

'Step 2: Initial Environmental Review' was modified by:

providing typical examples of departments

listing health protection, job safety, hygiene, traveling and electro smog as further

potential environmental dimensions

informing the hotels that the consumption/ quantity can also be stated in quarter, half

yearly or yearly and that the use/ source has only to be filled in if possible

letting the hotels know that the emissions are normally identified through an

environment-relevance analysis, input-output scheme or an eco-balance

and adding district heating and alternative energy to the list of energy sources



Illustration 10: Revised Initial Environmental Review (own illustration)



7.2.4 Step 3: Environmental Aspects

The alterations in 'Step 3: Environmental Aspects' includes the notice that the tables can only

be entirely filled in, if the consumption/ quantity could be assigned to the single departments

and the use/ source was stated in the previous step. Additionally, the hotels are advised to

redraw the individually added environmental dimensions from 'Step 2: Initial Environmental

Review'. Furthermore, links with comparative figures are provided in order to better evaluate

the relevance of the environmental aspects.



Illustration 11: Revised Environmental Aspects (own illustration)



7.2.5 Step 4: Legal and Other Requirements

'Step 4: Legal and Other Requirements' was augmented by informing the hotels that not only

environmental laws and regulations can be of importance.



Illustration 12: Revised Legal and Other Requirements (own illustration)

7.2.6 Step 6: Objectives Targets and Programs

The changes of 'Step 6: Objectives, Targets and Programs' consist of the following:

In the part of the targets:

- The hotels are informed that they can only entirely fill in the tables if the

consumption/ quantity could be assigned to the single departments and the use/

source was stated in the previous steps and are advised, if needed, to only work

with the total consumption/ quantity figures.

- The hotels are advised to redraw the individually added environmental dimensions

from 'Step 2: Initial Environmental Review'.

In the part of the programs:

- The instruction how to use the programs is changed to bullet points.

- The hotels are informed that they should consult external help if there are any

uncertainties about the actions.

- The action requesting a fleet management system to avoid peak periods is

integrated.

- A column asking for a person who controls the responsible person is added.

- The hotels are advised to check their contracts with suppliers and acceptors

regularly in order to not slip into a higher price category when lowering the amount

of water, energy used or waste produced.

Since only the targets and programs are modified, the objectives are not shown again.

Furthermore, as only the structure of the actions was changed, not all actions are listed again.



Illustration 13: Revised Targets and Programs (own illustration)



7.2.7 Step 7: Resources, Roles, Responsibilities and Authority

The modifications of 'Step 7: Resources, Roles, Responsibilities and Authority' include the

direct reporting of the environmental manager to the management and the extension of his

job description.



Illustration 14 Revised Roles, Responsibilities and Authority (own illustration)

7.2.8 Step 12: Operational Control

'Step 12: Operational Control' is only augmented by advising the hotels to consult again 'Step

3: Environmental Aspects'.

Illustration 15: Revised Documentation (own illustration)

7.2.9 Step 13: Emergency Preparedness and Response

'Step 13: Emergency Preparedness and Response' is extended by the reference to the

emergency plan of the 'Branchenlösung für Arbeitssicherheit'.

Illustration 16: Revised Emergency Preparedness and Response (own illustration)



7.2.10 Step 20: External Certification

The handbook is extended by 'Step 20: External Certification'.

Illustration 17: Added External Certification (own illustration)

7.2.11 Overview of the Steps

The handbook is augmented by the 'Overview of the Steps'.

Illustration 18: Added Overview of the Steps (own illustration)



7.2.12 Separation of the Information Part and the Tasks

In order to not include the entire handbook, an excerpt of the handbook demonstrates the

separation of the information part and the tasks.



Illustration 19: Separation of the Information Part and the Tasks (own illustration)

Conclusion 96


8 Conclusion

This last chapter of this thesis gives a résumé of the positive aspects of the fist version of the

handbook and summarizes the enhancements due to the empirical research. Furthermore,

the limitations of the revised handbook as well as the recommendations for future research

are indicated.

8.1 Theoretical and Practical Implications

Built on the theory of the literature review, a first version of a handbook to achieve the ISO

14001 certification in the hotel industry was developed. Since this first version needed to be

tested according to its integrity and application, empirical research was conducted. Due to

the empirical research, it became apparent which subjects of the first version of the

handbook are already well implemented and what has to be improved. In general, the

structure of the first version of the handbook was perceived as comprehensible and

understandable. Moreover, the composition of the single steps of the handbook is, with the

exception of some details, practically convertible and fulfils the ISO 14001 requirements.

Since the handbook to achieve the ISO 14001 certification in the hotel industry demonstrates

a basic guiding tool, which has certainly to be worked out in greater detail, it has definitely

potential to support the hotels in achieving the ISO 14001 certification. Under the

circumstances that the handbook is merely a preliminary model, it is applicable for nearly all

hotels and feasible concerning the contemporary technical conditions. Regarding the aspect

of the environmental sustainability in the hotel industry, the handbook implies the most

crucial environmental dimensions and provides ecologically reasonable measures.

Nevertheless, the first version of the handbook could be improved by implementing some

considerations out of the empirical research. The comprehensibility and understandability of

the handbook could be further enhanced by separating the auxiliary material from the

working material. Although the 19 steps of the first version of the handbook already complied

with the ISO 14001 requirements, the insertion of the three steps 'Estimation of a Budget',

'External Certification' and 'Overview of the Steps' rounds the handbook off and provides

additional support to the hotels. As the handbook functions as a basic guiding tool and

should be applicable for all hotels regardless their size and services offered, the revised

handbook lists further environmental dimensions which are possibly of importance for some

hotels. Furthermore, the tables of the initial environmental review have been altered, in order

to guarantee the adaptability for all hotels. Another issue of significance is the reference to

comparative figures, like the energy indicators in 'Step 3: Environmental Aspects'. Lots of

other minor enhancements, like the augmentation of the energy sources or the provision of

typical departments, complete the revised handbook.

8.2 Limitations

What the title of this thesis is already explaining, the handbook is, on the one hand, limited to

the environmental management system according to the ISO 14001 requirements and, on

the other hand, to the hotel industry. Furthermore, the handbook is developed in agreement

with hotelleriesuisse and therefore focuses on Switzerland. As a consequence, only

sustainability issues which are of importance for the Swiss hotel industry and related to the

environmental dimension of sustainability are part of the handbook. Due to the fact that the

literature review forms the theoretical basis of the handbook and because of the vast extent

Conclusion 97


of the ISO 14001 standard, not all essential steps to achieve the ISO 14001 certification have

been worked out in detail.

As the implementation of ISO 14001 is highly dependent on the hotel’s location, operations,

age, and ownership and organizational structure, it became clear that the handbook

developed within this thesis cannot function as a ready-to-use tool. It acts more as a

preliminary model which has to be finalized and customized. Moreover, environmental

management systems are very time-consuming and therefore, the implementation of such a

system is often not desirable for small hotels. However, environmental protection is also

possible in the small scale and thus, the developed handbook can also be used by small

hotels, even though only parts are beneficial.

In addition, the handbook only consists of blank tables and corresponding instructions, but

offers no practical examples. Such practical examples would help to ease the implementation

process, but also extend the length of the handbook and hence, reduce the simplicity of its

structure. It is difficult to estimate which actions to improve the environmental performance

are, by the hotels, perceived as obvious and therefore only unnecessarily lengthening the

handbook and which of these are implicitly needed. As a result, the handbook definitely

consists of some useless actions. The revised handbook retains the documentation

procedure according to the 19 steps of the handbook what is, in principle, conceivable, but,

so far, differently practiced. Another limitation of the handbook is the missing linkage to the

ISO 9001 quality management system. Since the basic concept of ISO 14001 is similar to the

one of ISO 9001, hotels which have already the ISO 9001 quality management system in

place would enormously profit from a connection of the two. Furthermore, hotels with the

intention of implementing both, the ISO 14001 and ISO 9001, would be able to do this

concurrently.

8.3 Recommendations for Future Research

In order to convert the preliminary model handbook into a ready-to use handbook, further

investigations are needed. Firstly, all the 19 steps of the handbook have to be worked out in

detail. Thereby, the focal points are the control of the documents, employee training and the

documentation procedure. Since the handbook already suggests a certain documentation

procedure which is conceivable but not yet applied in practice, its functional adaptability has

to be tested. Secondly, the additional environmental dimensions, hygiene, job safety, health

protection, traveling and electro smog, which are mentioned in the revised handbook, need

to be finalized. It is not sufficient to only list them, but they have to provide equal support to

the hotels like the environmental dimensions which have been involved from the very start.

Thirdly, the evaluation of the environmental aspects has to be better bedighted with

comparative figures. The handbook already refers to hotel specific comparative figures

concerning water and energy consumption and quantity of emissions, though reference

values in respect of purchasing and waste are still missing. Furthermore, a method to

analyze the amount of emissions needs to be discussed in greater detail. Possible methods

which are applied in practice are the environmental-relevance analysis, input-output scheme

or the eco-balance. Fourthly, the programs to enhance the environmental performance of a

hotel include partly useless actions. Since it is difficult to determine, from a theoretical point

of view, between the obvious and the valuable actions, real life related research has to be

conducted. According to the author’s opinion, one possibility is to question employees of

different hotels and hierarchical levels concerning the objectivity and sensitivity of the single

Conclusion 98


actions. Furthermore, the various actions in the programs need to be readjusted according to

their effectiveness, since it is always best to start with those measures with the highest

outcome. As the hotel industry is affected by high personnel fluctuations, technical and

constructional measures are superior to the organizational ones. Besides other minor

required advancements, like the development of a hotel specific emergency plan or the

explanation of the term 'best available technique', the following two main issues need to be

subjected to further research. The handbook has to establish a connection to the ISO 9001

quality management system, so that the implementation process of ISO 14001 can be

simplified for those hotels already certified by ISO 9001 and to enable the launching of both

systems at the same time. In addition, the handbook has to be customized for the various

types of hotels in due consideration of the differences according to location, operations, age,

size, and ownership and organizational structure of the hotels. Due to the reason that ISO

14001 is often no option for small hotels, it is vitally important that also only parts of the

handbook are accessible.

After the realization of all the issues discussed above, it would be best to practically test the

handbook with a hotel. This means to accompany the implementation process of ISO 14001

from the beginning to the end.

XCIX


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Appendices

Appendix A: Quantity of Hotels labeled by a Specialization Category in 2011

Specialization category Quantity

Excellent Kitchen 139

Business Hotel 171

Design & Lifestyle Hotel 68

Health Hotel 17

Golf Hotel 72

Historic Hotel 38

Kids Hotel 47

Congress Hotel 53

Country Guest House 52

Eco Hotel 33

Seminar Hotel 324

Tennis Hotel 9

Bike Hotel 117

Hiking Hotel 245

Wellness Hotel I 41

Wellness Hotel II 50

Unique 36

International chain Hotel 8

Table 18: Quantity of Hotels labeled by a Specialization Category in 2011 (own illustration according to

Swisshotels) (Swisshotels)

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Appendix B: Buildings and Structures of a Hotel

Buildings and Structures Details

Guest rooms - Bathroom

- Storage areas

- Sleeping area

- Working area

- Cosmetics area

- Communication area

- Living area

- Catering area

Reception area - Reception

- Lounges

- Recreation areas

- Driveway

Circulation- and floor areas - Corridors

- Floors

- Staircases

- Elevators

Engineering- and operation rooms - Electricity

- Heating

- Air-conditioning and ventilation

- Plumbing

- Lightning

- Laundry

- Kitchen facilities

- Sewerage

Other areas - Sport facilities

- Leisure facilities

- Health facilities

- Beauty facilities

- Congress facilities

- Child care facilities

- Parking spaces

- Boutiques

Table 19: Buildings and Structure of a Hotel (own illustration according to Hänssler, Leistungen und

Leistungserstellung in der Hotellerie, 2000; Rutherford, 2002 and Walker, 2002)

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Appendix C: Services rendered by Employees

Services Details

Reception - Planning of the room occupancy

- Room reservations and cancelations

- Welcome and consulting of the guests

- Invoicing and accounting

- Telephone conversations

- Correspondence and communication with the

guests

- Administrative work including statistics and

reports

- Safekeeping of valuables

- Portage of luggage

- Messenger services

- Car parking

- Night audit

Housekeeping - Cleaning and maintenance of rooms,

corridors, floors and other public areas

- Laundry (washing and ironing)

- Room inventory control

- Operation and maintenance of physical plant

- Minor repairs and renovations

Security - Guest safety

- Alarm systems

Other services - According to the facilities a hotel is offering

Purchasing department - Procurement of goods

Table 20: Services rendered by Employees (own illustration according to Hänssler, Leistungen und

Leistungserstellung in der Hotellerie, 2000; Rutherford, 2002 and Walker, 2002)

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Appendix D: Catering Departments

Departments Details

Restaurant - Gourmet restaurant

- Specialty restaurant

- Traditional restaurant

- Hybrid forms

Kitchen - Preparation of food and beverages

- Kitchen equipment (i.e. refrigerator)

Bar - Communication centre for guests in the

evening

- Wide variety of beverages

- Small catering offers

Café - Communication centre for guests during the

day

- Hot beverages

- Refreshment beverages

- Cakes

Purchasing department - Procurement of food and beverages

Banquet department - Arrangements with clients

- Planning of the event

- Mentoring of the event

Material usage control - Inventory

Stewarding - Dinnerware logistics

- Dish and ware washing

- Disposal of waste

- Clearance of the back-of-the-house area

Room service - Delivery of food and beverages

- Set-ups (i.e. fruits, chocolates)

- Inventory control

Bar and waiting personnel - Serving of food and beverages

Table 21: Catering Departments (own illustration according to Hänssler, Leistungen und Leistungserstellung

in der Hotellerie, 2000; Rutherford, 2002 and Walker, 2002)

CIX


Appendix E: Extract from the Swiss BKP

3 Operating equipment 33 Electrical systems 332 Heavy current installations 333 Lightning 34 Heating, ventilation, air-conditioning, cooling devices 342 Heat generation 343 Heat distribution 344 Ventilation systems 345 Air-conditioning systems 346 Cooling equipment 348 Insulations 35 Sanitary installations 351 Sanitary equipment 353 Sanitary supply and disposal equipment 354 Sanitary lines 355 Insulations 356 Sanitary installation elements 358 Kitchen equipment 36 Transportation and storage equipment 361 Elevators 364 Conveyor systems 366 Parking 37 Construction 1 374 Glazing 38 Construction 2 381 Floor covering 382 Wall covering 383 Ceiling covering 388 Garden 4 Surrounding 42 Garden 423 Garden equipment 424 Play and sport areas 44 Installations 443 Electrical systems 444 Heating, ventilation, air-conditioning, cooling devices 445 Sanitary installations 446 Transportation 45 Lines and pipes 452 Canalization 453 Electrical lines 454 Heating, ventilation, air-conditioning and cooling devices lines 455 Sanitary lines

CX


9 Furniture and fixtures 90 Furniture 901 Wardrobe, shelves 902 Sport facilities 91 Lightning 92 Textiles 921 Curtains, decoration 94 Small inventory 96 Transportation 97 Consumable materials (BKP Baukostenplan)

CXI


Appendix F: Operational Work Processes

Illustration 20: Operational Work Processes in a Hotel (own illustration according to Gewald, 2001) (Gewald, 2001)

CXII


Appendix G: Organizational Structure of a Hotel

Illustration 21: Organizational Structure of a Hotel (own illustration according to Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008)

CXIII


Appendix H: Organizational Structure of a Department

Illustration 22: Organizational Structure of a Department (own illustration according to Hänssler, Die

Aufbauorganisation von Hotelbetrieben, 2008

CXIV


Appendix I: The ISO 14000 Family

Number Title

ISO 14001: 2004/ cor 1:2009 Environmental management systems -

Requirements with guidance for use

ISO 14004: 2004 Environmental management systems -

General guidelines on principles, systems and support

techniques

ISO 14005: 2010 Environmental management systems -

Guidelines for the phased implementation of an

environmental management system, including the use of

environmental performance evaluation

ISO 14015: 2001 Environmental management -

Environmental assessment of sites and organizations

(EASO)

ISO 14020: 2000 Environmental labels and declarations -

General principles


Self-declared environmental claims (type II environmental

labeling)


Type I environmental labeling -

Principles and procedures


Type III environmental declarations -

Principles and procedures


Environmental performance evaluation - Guidelines


Life cycle assessment -

Principles and framework



Requirements and guidelines



Data documentation format

ISO 14050: 2009 Environmental Management -

Vocabulary


Integrating environmental aspects into product design and

development


Environmental communication -

Guidelines and examples

CXV


ISO 14064-1: 2006 Greenhouse gases -

Part 1: Specification with guidance at the organization level

for quantification and reporting of greenhouse gas

emissions and removals


Part 2: Specification with guidance at the project level for

quantification, monitoring and reporting of greenhouse gas

emission reductions or removal enhancements


Part 3: Specification with guidance for the validation and

verification of greenhouse gas assertions

ISO 14065: 2007 Greenhouse gases -

Requirements for greenhouse gas validation and verification

bodies for use in accreditation or other forms of recognition

ISO 14066: 2011 Greenhouse gases -

Competence requirements for greenhouse gas validation

teams and verification teams

ISO Guide 64: 2008 Guide for addressing environmental issues in product

standards

ISO 19011: 2002 Guidelines for quality and/or environmental management

systems auditing

Table 22: The ISO 14000 Family (own illustration according to International Organization for Standardization,

ISO Standards, 2011)

(International Organization for Standardization, 2011)

CXVI


Appendix J: First Version of the Handbook to achieve the ISO 14001

Certification in the Hotel Industry

Introduction

This handbook assists hotels in achieving the ISO 14001 certification. The structure follows

the plan-do-check-act cycle and includes 19 steps in total.

Each of these 19 steps is divided into:

an information part

followed by the task(s) which have to be worked off

where appropriate and necessary some help is given

The illustration below gives an overview of the content of this handbook.

Illustration 23: Plan-Do-Check-Act Cycle (own illustration)

CXVII


SET UP

Step 1: Management Commitment

Information

In order to successfully implement an environmental management system in your hotel, the

commitment of the management to enhance environmental management of the hotel’s

operations is required. It is crucial to know that continual improvement of environmental

performance cannot happen parallel to day-to-day operations. Therefore, dedication to

environmental issues has to come from the management. Additionally, it is much easier to

achieve employees’ acceptance if management commitment have been secured. The

management commitment should be documented and signed by the top management and

the management of the departments.

Task

Create a documented management commitment like the one shown below and let all your

department heads sign it.

Management Commitment

[Name of the hotel] is a hotel which pays attention to the environment.

We will conform to all relevant environmental legislations.

We will identify the environmental impacts our operations have and encourage good

environmental practice in order to eliminate or reduce these impacts.

In order to achieve this, we will implement an environmental management system

according

to the ISO 14001 requirements. Furthermore, we aim for ISO 14001 certification.

All managers are committed to this intention.

Director Deputy Director

Department head xy Department head xy

Department head xy Department head xy

[Date]

Illustration 24 Management Commitment (own illustration according to Edwards, Planning the Project, 2001)

(Edwards, Planning the Project, 2001)

CXVIII


Step 2: Initial Environmental Review

Information

If your hotel does not have an environmental management system in place, an initial environmental review is highly recommended. The goal of this

initial review is to find out about the hotel’s relationships and interactions of its activities, product and services with the environment and to work out

a data set in order to measure environmental enhancements.

The following section enables you to render an initial environmental review concerning the environmental dimensions: water, energy, wastes,

purchasing and emissions.

1. Water

Tasks

Fill out the following tables with the available data. Involve in a second step the different departments you have in your hotel.

The Hotel's Total Water Consumption

Water Consumption per Department

Period in month

Consumption in m3/ liters

Use

Department

Period

in month Consumption in m3/ liters Use

January

February

January

March

February

…

March

Total Consumption

…

Total Consumption

Information

Since water consumption is dependent on the time of the year and the occupancy rate of the hotel rooms, it is best to measure it per month.

(Sustainable Business Associates, 2008)

By combining the two tables, you can find out the proportion of each department’s consumption.


Table 23: The Hotel’s Total Water Consumption (own illustration

according to Sustainable Business Associates, 2008)

Table 24: Water Consumption per Department (own illustration


CXIX


Help

The necessary data can be acquired by checking the meters. (Sustainable Business Associates, 2008)

2. Energy

Tasks


The Hotel's Total Energy Consumption

Energy Consumption per Department

Period [month]

Period [month]

Energy Source Consumption in kWh

Use

Department Consumption in kWh

Use

Electricity

Gas

Diesel

Fuel

…

Butane

Total Consumption

Coal

…

Total Consumption

Help

State for what the form of energy is used (i.e. cooking, heating …).

Translate the consumption figures for each form of energy into kWh to achieve the total consumption.

Table 26: The Hotel’s Total Energy Consumption (own illustration


Table 25: Energy Consumption per Department (own illustration


CXX


1m3 natural gas = 10,54 kWh

1 ton oil = 12’602 kWh

1 ton coal = 8’012 kWh

1 ton butane = 12’703 kWh

Information

Since energy consumption is dependent on the time of the year and the occupancy rate of the hotel rooms, it is best to measure it per month.


By combining the two tables, you can find out the proportion of each department’s consumption.

3. Wastes

Tasks


The Hotel's Total Wastes

Wastes per Department

Period [month]

Period [month]

Kind of Waste Quantity

in kg/ m3/ t Source

Department

Quantity in kg/ m3/ t

Source

…

…

Total Wastes

Total Wastes

Table 27: Energy Figures Converter

(own illustration according

to Sustainable Business

Associates, 2008)

Table 29: The Hotel’s Total Wastes (own illustration according to

Sustainable Business Associates, 2008)

Table 28: Wastes per Department (own illustration according

to Sustainable Business Associates, 2008)

CXXI


Information

Since waste quantity is dependent on the occupancy rate of the hotel rooms, it is best to

measure it per month. (Sustainable Business Associates, 2008)

By combining the two tables, you can find out the proportion of each department’s waste

quantity

4. Purchasing

Task

Fill out the following table with the available data.

Overview of Purchasing

Item Quantity per year Department Supplier

…

5. Emissions

Task

Fill out the following table with the available data.

Overview of Emissions

Emission Source Concerned Area Rough Quantity

in tons per year

…

Table 30: Overview of Purchasing (own illustration according to Sustainable Business

Associates, 2008)

Table 31: Overview of Emissions (own illustration according to Sustainable Business

Associates, 2008)

CXXII


PLAN

Step 3: Environmental Aspects

Information

You have to develop a procedure in order to indentify environmental aspects and to assess

which of these are of significance. In order to do so, the actual and prospective activities,

products and services as well as abnormal and emergency situations have to be taken into

consideration. Additionally to environmental aspects which are directly controllable by your

hotel, aspects which can be influence by your hotel should be considered as well. Changes

in the environment, whether positive or negative, which are completely or partly generated by

environmental aspects are called environmental impacts. Therefore environmental aspects

and impacts are in a cause and effect relationship.

The following section enables you to find out which environmental aspects are relevant for

further measures within the environmental management system. Again, the tasks are divided

into the five environmental domains: water, energy, wastes, purchasing and emissions.

Help

All the columns, expect the one named 'Relevance', can be filled out with the data from

'Step 2: Initial Environmental Review'.

Do not forget to think about environmental aspects of prospective activities, products and

services. If there is something planned, estimate figures.

The column 'Relevance' can be calculated as shown in the table below. With the

application of this table, the highest relevance will be 90 and the lowest 1.

Extent of Consumption/

Quantity

Frequency of Potential

Abnormal or Emergency

Situations

Severity

Description Factor Description Factor Description Factor

High 1 Unlikely 1 Minimal environmental

impact 1

Medium 2 Common 2 Low environmental impact 2

Low 3 Frequent 3 Moderate environmental

impact 3

High environmental impact 6

Severe environmental impact 10

Relevance = Extent of Consumption/ Quantity x Frequency of Potential Abnormal or

Emergency Situations x Severity

Table 32: Relevance Calculation (own illustration according to Edwards, Policy and Planning, 2001)

(Edwards, Policy and Planning, 2001)

CXXIII


Tasks

Fill out the following tables with the information from 'Step 2: Initial Environmental Review'

and assign the points according to the relevance of each aspect.

Water Aspects

Department

Use Consumption in m3/ liters

Relevance

…

Energy Aspects

Department

Use Consumption

in kWh Relevance

…

Wastes Aspects

Department

Source Quantity

in kg/ m3/ t Relevance

…

Purchasing Aspects

Department

Item Quantity per year Relevance

…

Table 33: Water Aspects (own illustration according to Sustainable

Business Associates, 2008)

Table 34: Energy Aspects (own illustration according to


Table 35: Wastes Aspects (own illustration according to


Table 36: Purchasing Aspects (own illustration according to


CXXIV


Emissions Aspects

Concerned Area

Source Emission Rough quantity in tons per year Relevance

…

Step 4: Legal and Other Requirements

Information

Your hotel has to clarify which environmental laws and regulations are applicable to your

activities, products and services. These can cover:

National and international legal requirements

Governmental and provincial legal requirements

Requirements of local administrations

Agreements with public authorities

Voluntary principles

Voluntary labels

…

Task

List all the laws, regulations, permissions and instructions with are relevant for your hotel

incuding the remission date and articles. The federal laws which are most important for your

hotel are already filled in. Derive, in a second step, the concrete requirements and identify

the concerned areas in your hotel. In a last step, you have to check if your hotel is in

compliance with these requirements. Make sure that this table is always up-to-date.

Source of Remission Article Concrete Concerned Compliance

requirement date requirement areas

Yes No

Federal laws

Federal Law on Environmental Conservation

Federal Law on

Water Conservation

Federal Law on

Nature- and Cultural

Heritage Protection

Federal Law on C02

Table 37: Emissions Aspects (own illustration according to Sustainable Business

Associates, 2008)

CXXV


Cantonal laws

…

Regulations

…

Permissions

…

Internal instructions

…

Others

…

Help

In terms of the documentation and updating of the federal laws it could be vice to call a

consulting firm in. (Dylick-Brenzinger et al., Aufbau und Gestaltung eines UMS gemäss

ISO 14001, 1997)

If you have to deal with complex cases within the evaluation of compliance with the

environmental laws and regulations, it is best to bring in a legal advisor. (Dylick-

Brenzinger et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Step 5: Environmental Policy

Information

The environmental policy defines the intentions and the basic principles of your hotel

concerning your overall environmental performances. Furthermore, the policy serves to

establish environmental-oriented objectives and targets and is therefore the basis for the

concrete action planning. The environmental policy has to be clearly formulated so that it is

understandable to internal and external stakeholders and it has to be regularly adapted to

changing conditions and experiences. The environmental policy can be seen as the driving

force for the implementation and improvement of the environmental management system.

The environmental policy has to be open to the employees, as the implementation occurs

through the single employees and it has to be publicly available.

Table 38: Legal and Other Requirements (own illustration according to Dyllick-Brenzigner,

1997)

CXXVI


Task

Write your environmental policy. Below you find a hotel specific example.

Environmental Policy Hotel Crowne Plaza Zurich

Continual improvement of the environmental performance

The Hotel Crowne Plaza Zurich admits to an environmentally sound business activity and

commits to a continual improvement of its environmental performance. The environmental

management system is an integrated component of the overall management system and is

reviewed on a regular basis.

Cooperation with partners and guests

Crowne Plaza Zurich achieves the holistic environmental responsibility program in

cooperation with its partners and suppliers. Individual responsibility is introduced to the

employees and the guests.

Compliance with legal requirements

The Crowne Plaza Zurich respects not only the legal requirements of the Swiss federation

and the Canton of Zurich, but acts in an open and cooperative concert with public authorities

and interested parties.

Sensitization of employees

The sense of responsibility for the environment of the employees is brought forward, in order

to ensure their ecological responsibility at work and in leisure.

Internal and external communication

Crowne Plaza Zurich communicates its environmental improvements internally as well as

externally.

Help (Crowne Plaza Zurich)

Your environmental policy can include the following:

Your mission, vision, core values and beliefs concerning the environment

Your commitment to act in compliance with the relevant environmental laws and

regulations

Your commitment to continually improve of the environmental performance

Your commitment to prevent pollution

Your commitment to set and progress objectives and targets

Your statement that you follow the requirements of the ISO 14001 environmental

management system

Your internal and external communication approach

…

(Dylick-Brenzinger et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

(Edwards, Policy and Planning, 2001)

Illustration 25: Environmental Policy Crowne Plaza Zurich (own illustration according Crowne Plaza Zurich)

CXXVII


Step 6: Objectives, Targets and Programs

Information

Based on the environmental review, environmental policy, environmental aspects, legal

context and your hotel you have to define environmental-oriented objectives and targets

which are specific and if possible measureable. Your hotel should use the best available

technique if it is economically feasible, cost saving and appropriate. In order to reach the

objectives and targets, you have to develop programs including responsibilities, resources,

measurements and time frame.

The following section helps you to define objectives, targets and appropriate programs.

1. Objectives

Task

Define the objectives of your hotel concerning the environmental dimensions: water, energy,

wastes, purchasing and emissions. You can either choose the ones listed below or work

them out by yourselves, but it is mandatory to set an objective regarding the compliance with

legal and other requirements.

Water:

Reduction in the water consumption

Compliance with legal and other requirements

Energy:

Reduction in energy consumption


Wastes:

Reduction in waste quantity


Purchasing:

Increase the purchase of ecologically friendly products

Reduction in purchasing

Increase the purchase from ecologically friendly suppliers


Emissions:

Reduction in emission quantity


2. Targets

Information

Targets have to be set for the individual objectives and the compliance with legal and other

requirements. Therefore, the tasks are split up in tables concerning your individual objectives

and compliance with legal and other requirements.

Tasks

Fill out the following tables concerning your individual objectives. Take the issues, which you

have classified as relevant in 'Step 3: Environmental Aspects' and fill in the corresponding

department, use/ source or item and the actual consumption/ quantity/ item or supplier. Next

you have to state the target you want to reach.

CXXVIII


Water Targets

Department Use

Actual consumption in m3/ liters

Target consumption in m3/ liters

… Table 39: Water Targets (own illustration)

Energy Targets

Department Use

Actual consumption

in kWh

Target consumption

in kWh

… Table 40: Energy Targets (own illustration)

Wastes Targets

Department Source

Actual quantity

in kg/ m3/ t

Target quantity

in kg/ m3/ t

… Table 41: Wastes Targets (own illustration)

Purchasing Targets I

Department Actual item

Target item

… Table 42: Purchasing Targets I (own illustration)

CXXIX


Purchasing Targets II

Department Item Actual

quantity Target

quantity

… Table 43: Purchasing Targets II (own illustration)

Purchasing Targets III


supplier Target

supplier

… Table 44: Purchasing Targets III (own illustration)

Emissions Targets

Concerned area Emission &

Source

Actual quantity

in tons per year

Target quantity

in tons per year

… Table 45: Emissions Targets (own illustration)

Help

You are free to decide where you want to draw the line concerning which issues you want

to take into closer examination and which not. It is a question of how far you want to go.

Be aware that you can increase your efforts also afterwards. This means you can either

take more issues into closer consideration or/ and adapt the respective targets.

CXXX


Task

Fill out the following table concerning your objective to be in compliance with legal and other

requirements. Take all the issues from the table in 'Step 4: Legal and Other Requirements'

which are not in compliance with the legal and other requirements. In a second step, you

have to define the need for action. This means you have to find out what needs to be done in

order to be in compliance with the legal and other requirements.

Legal and Other Requirements Targets

Concerned Source of Concrete Need for

area requirement requirement action

… Table 46: Legal and Other Requirements Targets (own illustration)

CXXXI


3. Programs

Tasks

To reach the set objectives and targets, appropriate programs are necessary. Fill out the following tables according to your needs. First, you have

to decide a) which departments/ areas you actually have in your hotel and b) which of these departments/ areas are affected. Tick your selection in

the first column. Second, mark the actions you want to take in the third column. Third, prioritize the action to take with high, medium and low.

Fourth, determine for each action a responsible person. Fifth, define the financial, technological and/ or human resources which are needed to

carry out the action. In the end, you should set in a completion date in the last column.

Water Program

Department

Action to take Priority

Responsible person

Resources Completed

by

Accommodation

Inform employees about water conservation practices

Install flow regulators on all showerheads

Install flow regulators on all taps

Install low-flush or dual-flush toilets

Install self-closing taps

Invite guests to re-use linen and towels

Invite guests to save water

Re-use grey-water for flushing toilets

…

Cleaning


Re-use grey-water for cleaning floors

Use biodegradable detergents and cleaning agents to reduce water pollution

…

CXXXII


Engineering

Check all hotel equipment regularly to avoid water leaks


Invest in state-of-the-art equipment to improve efficiency

Maintain plumbing fixtures and piping regularly to avoid losses

…

Garden/ Golf course

Avoid flower beds that quickly dry up

Choose plants that fit to your region's climate and rainfall

Collect rainwater for watering the garden


Install automatic sprinkler systems and localized devices

Re-use the grey-water for watering the garden

Use less polluting fertilizer to reduce water pollution

Water garden early in the morning and late at night to limit evaporation

…

Kitchen

Adjust the water flow according to the type of cleaning

Avoid leaving taps open unnecessary

Do not defrost food in water

Do not let water flow while cleaning or rinsing

Fill dishwasher to the maximum capacity



Replace old kitchen equipment with state-of-the-art ones

…

CXXXIII


Laundry

Do not use prewash function

Fill washing machine to the maximum capacity


Recover the relatively unsoiled rinse water for another washing cycle

Replace old laundry equipment with state-of-the-art ones

Sort the laundry according to the degree of soiling

Use biodegradable detergents to reduce water pollution

Wash towels and linen only at the request of guests

…

Public areas





Invite the guests to save water

Re-use grey-water for flushing toilets

…

Wellness/ Pool/ Whirlpool

Cover the pool outside of the opening hours


Install flow regulators on all showerheads




Invite the guests to save water

Reduce the use of chlorine or choose other treatment systems

Re-use the pool's water to clean floors

CXXXIV


…

…

…

(The center for Environmental Leadership in Business/ Tour Operators Initiative for Sustainable Tourism Development)

Table 47: Water Program (own illustration according to Sustainable Business Associates, 2008; The Center for Environmental Leadership in Business/ Tour Operators Initiative

for Sustainable Tourism Development)

CXXXV


Energy Program

Department


Responsible person

Resources Completed

by

Accommodation

Clean lightning fixtures to improve efficiency

Close the curtains to reduce the heating and cooling effort

Code the light switches to switch on only the right ones

Decrease room temperature to reduce heating and air-conditioning effort

Do not leave electronic devices on standby

Improve reflection from walls with the use of bright colors

Inform employees about lightning reduction practices

Inform employees about energy reduction practices

Install air-conditioning that automatically switches off when the windows are open

Install dimming functions

Install double glazed windows

Invest in energy-efficient electronic devices

Invite the guests to only switch on the needed lights

Invite the guests to save energy and hot water

Replace electronic equipment with energy-efficient ones

Switch off mini-bars in rooms that are unoccupied for three or more days

Switch off the lights in unoccupied rooms

Turn off air-conditioning and set heating at minimum in unoccupied rooms

Use energy saving light bulbs

Use rooms allocated next to each other, during low occupancy times

…

CXXXVI


Administration


Close doors and windows to reduce heating and cooling effort



Decrease room temperature to reduce heating and cooling effort








Re-arrange workplaces to make optimal use of natural lightning


Switch off electronic devices when taking breaks longer than 30 minutes


Use natural light rather than artificial lightning as much as possible

…

Cleaning


Do not air rooms for more than 15 minutes to reduce heating and cooling effort



Use only hot water for cleaning where necessary

…

CXXXVII


Engineering

Check the insulation on hot water pipes to reduce heat losses

Choose high performance insulation systems to minimize heat losses

Clean and change the air-conditioning filters regularly







Invest in alternative, renewable energy sources

Install timers and movement detectors to reduce lightning time in selected locations

Invest in energy-efficient equipment

Repair equipment on a regular basis

Switch off water boilers during night

Switch on exterior lightning only at night


Use machines according to operating instructions for better energy-efficiency

…

Kitchen

Use only hot water where necessary

Avoid turning on kitchen equipment without thinking when arriving in the morning



Cover pots when cooking

Defrost food in refrigerator or cold room

Defrost refrigerators and clean the door seals monthly

Do not exceed preheating times

CXXXVIII


Do not place hot food directly into refrigerators, freezer or cold room

Fill dishwasher to their maximum capacity in order to minimize the number of cycles

Fill oven and dishwasher to the maximum capacity

If you have more than one kitchen, centralize them

Improve reflection of from walls with the use of bright colors



Install plastic curtains outside refrigerators or freezers to retain cold air


Invest in energy-efficient kitchen equipment

Invest in high-performance cooking units

Locate refrigerator and freezer sensible to kitchen temperatures

Open refrigerators, freezers, ovens and steamers only when necessary

Recover the heat generated by the refrigerator and freezer

Regulate water temperature according to the kitchen needs

Switch off kitchen equipment when it is not required

Use energy saving bulbs

Use equipment according to operating instructions for better energy-efficiency

Use pressure cookers to increase efficiency

Use the fan appropriate to the cooking intensity

…

Laundry

Avoid overloading the dryer and thereby increasing drying time

Choose washing machines with high spinning speed in order to limit drying time





CXXXIX





Install timers and movement detectors to reduce lightning time at selected locations

Invest in energy-efficient laundry equipment

Regulate water temperature according to the cleaning needs


Use equipment according to operating instructions for better energy-efficiency

Use low temperature washing programs

…

Public areas


Close doors and windows to reduce heating and cooling effort


Code the light switches so that you switch on only those light that you need

Decrease room temperature to reduce heating and cooling effort










Reduce the number of lifts that are operated during off-peak hours


CXL




…

Wellness/ Pool/ Whirlpool



Define operating hours and switch off the facilities during non-opening hours






Install a demand-oriented switching on of the attractions in the whirlpool




Invest in energy-efficient wellness equipment



Keep the water temperature at 24°C

Recover the heat generated by the sauna and solarium


Retain the pool's heat by covering it with a thermal cover at night





…

CXLI


…

…

(Energie Schweiz, 2010) (Lauber IWISA AG, 2010)

Table 48: Energy Program (own illustration according to Energie Schweiz, 2010; Lauber IWISA AG, 2010; Sustainable Business Associates, 2008 and The Center for

Environmental Leadership in Business/ Tour Operators Initiative for Sustainable Tourism Development)

CXLII


Wastes Program

Department


Responsible person

Resources Completed

by

Accommodation

Choose the products which are least polluting and most sustainable

Donate old furniture

Inform employees about waste reduction practices

Invite guest to reduce waste

Limit the use of individual packaged products

Organize waste separation in the guest rooms by providing adequate means

Recycle electric and electronic appliances and donate unwanted appliances

Use refillable dispenser for hygiene products

…

Administration

Avoid using disposable tableware

Limit color printing and copying


Reduce the printing of documents whenever possible and use e-mail

Recycle PET and non-deposit glass bottles, metal packaging, cardboard,

paper, batteries and accumulators


Return toner and ink cartridges of printers and copying machines to suppliers

Re-use the blank side of used paper for scrap paper

Use recycled paper where possible

Use the two-sided printing option on printers/ copying machines where possible

…

CXLIII


Cleaning

Avoid leaving detergents in humid places

Choose adequate detergents and use recommended dosages


Improve waste collection by adding compartments to room service trolleys


Replace plastic laundry bags with wicker baskets or cloth bags

Re-use old bedding and napkins as rags

Use refillable products instead of disposable ones

…

Engineering

Maintain and repair hotel equipment regularly to expand its lifespan

…

Kitchen


Check expiration dates of food and use older food items first


Collect used oil and dispose it in an environmentally friendly manner

Compost biodegradable organic wastes or re-use them as animal feed

Inform employees about waste reduction practices


Promote waste separation by providing specific containers

Recycle PET and non-deposit glass bottles, metal packaging,

plastic and cardboard


Reduce the use of individual portions

Store fresh and perishable products at the appropriate temperatures

Store liquid wastes in adequate containers and dispose them correctly


CXLIV


…

Laundry

Avoid leaving detergents in humid places

Choose adequate detergents and use recommended dosages


Collect chemicals and send them back to the suppliers



Replace plastic laundry bags with wicker baskets or cloth bags

Sort textiles according to their degree of soiling and color to not damage them

Transform old bed sheets into laundry bags


…

…

…

Table 49: Wastes Program (own illustration according to Sustainable Business Associates,

2008)

CXLV


Purchasing Program

Department


Responsible person

Resources Completed

by

Accommodation

Buy good quality materials to decrease failing rate

Buy in suitable quantities due to transportation efforts and waste generation

Buy local products to reduce pollution from transportation

Buy only what is needed

Buy products consisting of recyclable material

Buy products consisting of the maximum amount of recycled material

Buy products packaged in recycled and recyclable material

Identify suppliers that have already implemented eco-efficient measures

Install refillable soap and shampoo dispensers due to packaging and amount used

Prefer FSC labeled wood and avoid exotic wood

Prefer furniture which is easily disposable and recyclable

Use recycled toilet paper

…

Cleaning

Choose concentrated, environmentally friendly cleaning agents





…

Kitchen

Avoid disposable (one-trip) products




CXLVI




Choose seasonal fruits and vegetables

Choose, whenever possible, organic products


Purchase in bulk rather than individually packaged items

Rent equipment that is seldom used, instead of buying it

Use fresh products with little or no preservatives

…

Laundry

Buy compact, concentrated products and eco-refills to limit packaging

Buy ecologically friendly detergents






Prefer detergents whose components are active at low temperature

…

Public areas









CXLVII


Install refillable soap and shampoo dispensers due to packaging and amount used

Prefer FSC labeled wood and avoid exotic wood

Prefer furniture which is easily disposable and recyclable


Replace paper towel dispensers with energy-saving hot air blowers

Use recycled toilet paper

…

Restaurant/ Bar


Avoid using paper tablecloths and napkins








Choose wash-resistant materials


Involve guest in the selection of "green products"

Prefer draft drinks or deposit bottles

Prefer products with little packaging


Use table linen made with environmentally friendly materials

…

CXLVIII


Shops

Encourage the shops to sell products that are made in ecologically friendly ways

…

…

…

(Kirk, Materials and Waste Management, 1996)

Table 50: Purchasing Program (own illustration according to Kirk, Materials and Waste Management, 1996 and Sustainable Business Associates, 2008)

CXLIX


Emissions Program

Concerned area


Responsible person

Resources Completed

by

Accommodation

Choose sprays that do not use propellant gases

Limit the use of aerosols

…

Administration

Ask your suppliers to switch off their vehicles when delivering supplies

…

Cleaning

Choose biodegradable cleaning agents


Do not mix cleaning agents (interactions can increase toxicity)

Ensure close adherence to the instructions for the use of cleaning agents


Prefer solvent-free products due to emissions of VOC

…

Company cars

In cases where fuel oil is specifically required, use low sulfur fuel


…

Engineering

Change the filters of air conditioning equipment regularly

Check and maintain boilers and cooling equipment regularly

In cases where fuel oil is specifically required, use low sulfur fuel


Monitor leaks in refrigerating systems


CL


Replace old oil-fired burners with natural gas ones

Select fire-extinguishers and fire fighting systems that are halon-free

…

Kitchen




Replace refrigerators containing CFC with environmentally friendly ones


…

Laundry

Choose biodegradable cleaning agents

Do not mix cleaning agents (interactions can increase toxicity)

Ensure close adherence to the instructions for the use of cleaning agents



…

…

…

Help

If you have departments/ areas in your hotel where you want to improve your environmental performance which are not mentioned in the tables

above, you can simply add them.

If you want to take actions which are not listed in the table below, you can simply add them.

Grey water can come from washing machines, sinks, showers, bathrooms and roof runoffs. (Lin-Heng et al., 2010)

Since hot water uses energy, the water conservation practices from the water program also help to reduce the energy consumption. (Kirk,

Water Management, 1996) (Lin-Heng et al., 2010)

For further help you can visit hotelpower.ch and consult for example:

Table 51: Emissions Program (own illustration according to Sustainable Business Associates, 2008 and Zein et al., 2008)

CLI


> information sheet for renewing the heating

> information sheet for alternative energy sources

> information sheet for lightning

> information sheet for heating

> etc.

CLII


DO

Step 7: Resources, Roles, Responsibilities and Authority

Information

The successful implementation of the environmental management system in your hotel

requires the commitment of all employees. Environmental-oriented tasks and responsibilities

should therefore not be limited to the functions concerned with environmental questions, but

should involve all functions outside of the environmental protection. As part of its

commitment, the top management authorizes a special environment agent, allocates

sufficient resources and defines key function as well as responsibilities.

1. Resources

Information

To implement an environmental management system in your hotel financial, technological

and/ or human resources are needed. By defining your environmental programs, you have

already identified the needed resources.

Task

Make the topic 'resources' an agenda item at your management meetings in order to ensure

that:

the right and sufficient resources are actually allocated.

future resource needs are recognized and subjected.

(Edwards, Implementation and Operation, 2001)

2. Roles, Responsibilities and Authority

Information

Since environmental protection is a cross-sectional task, an organisational structure is

required. For this, it is best to design an organisation chart which shows all employees

involved in the implementation of the environmental management system including job

descriptions. Moreover, the management of your hotel has to appoint an environmental

manager. (Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001,

1997) (Edwards, Implementation and Operation, 2001)

Tasks

Create an organization chart including job descripitons.

Appoint an environmental manager.

Help

An organization chart could look like the following:

CLIII


Illustration 26: Organization Chart (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung

eines UMS gemäss ISO 14001, 1997)

The job descriptions could include:

> Tasks of the management:

- Integration of environmental protection in the strategic planning

- Determination of the environmental policy

- Definition of objectives, targets and programs

- Determination of resouces, roles and responsibilities

- Appointment of an environmental manager

- Assessment of the performance of the environmental management system

- Identification of measures for the continual improvement of the environmental

management system

> Line function:

- Compliance with envrionemental legislations

- Assistance to define objectives, targets and responsibilities

- Implementation of the evironmental programs

- Passing on of relevant information

- Taking steps for corrective measures

- Control of the implementation of the environmental management system

> Tasks of the environmental manager:

- Analysis of risks, opportunities and weak spots

- Assistance to the implementation process

- Reporting of the environmental performance

- Motivation and sensitization

- Training of employees

- Control of the environmental management system

- External communication

(Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Management

Environmental Manager

Line function

CLIV


Step 8: Competence, Training and Awareness

Information

The management defines what knowledge, understanding and skills an employee

participating in an activity with an environmental impact should have. Knowledge,

understanding or skills are either already existing or are applied trough training, education or

practical experiences.

Tasks

Identify the training needs of your employees

Develop a training and/ or education plan to adress the training needs of your employees

Document the trainings

Evaluate the trainings

(Edwards, Implementation and Operation, 2001)

Help

Employees should typically be informed about:

The context and importance of the environmental policy of your hotel

The requirements of the environmental management system

The environmental consequences of their activities

The legal environmental requirements of their activities

The behavior in emergency situations


Step 9: Communication

Information

Internal communication ensures that all employees of your hotel are aware of their

responsibilities and helps therefore to implement the environmental management system at

all hierarchical levels. External communication increases transparency and credibility of your

hotel. (Edwards, Implementation and Operation, 2001)

Task

Develop a procedure concerning internal and external communication.

Help

Internal communication can consist of:

Meetings of working groups

Circular letters

Notice board

Intranet-website

External communication can consist of:

Annual reports

Circular letters

Website


CLV


Step 10: Documentation

Information

The documentation has to be detailed enough in order to describe the environmental

management system and the interactions of the elements. The documentation includes

explanations concerning planning, operation and control of the environmental management

system and its compliance with the environmental policy, objectives and targets. The

documentation of the environmental management system helps on the one hand your

employees to get aware of what should be achieved and, on the other hand enables the

evaluation of the environmental performance and the system itself. (International

Organization for Standardization, International Standard ISO 14004: 1996 (E): Environmental

Management Systems - General Guidelines on Principles, Systems and Supporting

Techniques, 1998) (International Organization for Standardization, 1998)

Task

Document your environmental management system by writing a manual.

Help

You can structure your manual according to this handbook. Copy the 19 steps of this

handbook and write down all the information concerning your environmental management

system under each of these steps.

Step 11: Control of Documents

Information

The documents have of course to be reviewed and updated, but the main focus is the

successful implementation of the environmental management system.

Tasks

Organize your documents by:

- adding dates and dates of revision

- adding the appropriate division, function, activtiy, and/ or contact person

Review and revise your documents periodically

Make the actual version of the documents available to all the relevant employees

Withdraw obsolete documents immediately

(International Organization for Standardization, International Standard ISO 14004: 1996 (E):

Environmental Management Systems - General Guidelines on Principles, Systems and

Supporting Techniques, 1998)

CLVI


Step 12: Operational Control

Information

The overall goal is to reach the objectives and targets of the environmental policy. Therefore,

the processes which are in connection with significant environmental aspects have to be

accurately operated so that the environmental impacts can be monitored or reduced.

Task

Describe all the procedures taken in order to achieve the set objectives and targets.

Help

When developing your environmental program, you have already decided which actions you

want to take in order to reach your set objectives and targets. Now you have to describe the

context of each action including procedures, instructions, control invervals, limiting values

etc. (Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Step 13: Emergency Preparedness and Response

Information

Your hotel is responsible to develop an emergency plan and a course of action which is

tailored to your individual needs. Potential emergencies have to be indentified and

procedures how to alleviate them.

Tasks

Identify potential emergencies

Develop an emergency plan

Help

Potential emergencies can include:

Emissions to the atmosphere due to accidents

Pollution of water and land due to accidents

Harmful effects on the environment and ecosystems due to accidents

An emergency plan can include:

Organization and responsiblities in emergency situations

A list with emergency services (i.e fire-fighters)

Communication plans (internals and external)

Action plan

Training and testing plans




CLVII


CHECK

Step 14: Monitoring and Measurement

Information

In order to enhance environmental performance, your hotel has to determine performance measurements which quantify the significant

environmental aspects.

Tasks

Fill out the following tables with the information form 'Step 6: Objectives, Targets and Programs' and measure/ state the actual consumption/

quantity/ item or supplier. In a next step you should indicate if an improvement/ reduction has taken place. Furthermore, you have to determine

the rhythm of the measurement, a responsible person and a new target.

Water Monitoring

Department Use Actual

measurement in m3/ liters

Reduction in %

Target reached yes/ no

Rhythm of measurement

Responsible person

New target

in m3/ liters

… Table 52: Water Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Energy Monitoring

Department Use Actual

measurement in kWh

Reduction in %



Responsible person

New target in kWh

…

Table 53: Energy Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

CLVIII


Wastes Monitoring

Department Source Actual

measurement in kg/ m3/ t

Reduction in %



Responsible person

New target

in kg/ m3/ t

…

Purchasing Monitoring I

Department Actual item Improvement

yes/ no Rhythm of

measurement Target reached

yes/ no Responsible

person New

target item

…

Table 55: Purchasing Monitoring I (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Purchasing Monitoring II


measurement in quantity

Reduction in %



Responsible person

New target

in quantity

… Table 56: Purchasing Monitoring II (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Table 54: Wastes Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

CLIX


Purchasing Monitoring III


supplier Improvement

yes/ no



Responsible person

New target item

… Table 57: Purchasing Monitoring III (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

Emissions Monitoring

Concerned area Emission & Source Actual

measurement in tons per year

Reduction in %



Responsible person

New target

in tons per year

… Table 58: Emissions Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)

CLX


Step 15: Evaluation of Compliance

Information

Your hotel has to demonstrate that they act in compliance with legal and other environmental rules and regulations.

Task

Fill out the following table with the information form 'Step 6: Objectives, Targets and Programs' and state whether you act in compliance or not.

In a next step you should indicate determine the rhythm of the monitoring, a responsible person and if needed a new need for action.

Legal and Other Requirements Monitoring

Concerned area

Source of requirement

Concrete requirement

Compliance yes/ no


Responsible person

New need for action

… Table 59: Legal and Other Requirements Monitoring (own illustration)

CLXI


Step 16: Nonconformity, Corrective Action and Preventive Action

Information

The non-conformances should be identified through monitoring, audits and communication

and corrective actions have to be initiated.

Tasks

Fill out the follwing tables by taking over all the lines from 'Step 14: Monitoring and

Measurement' and 'Step 15: Evaluation of Compliance' which have not reached the targets

or are not in compliance with the legal and other requirements. In a next step you have to

determine new actions to take from 'Step 6: Objectives, Targets and Programs' in other to

fulfil the targets in the future.

Water Corrective Actions

Department Use Responsible

person Action to take

… Table 60: Water Corrective Actions (own illustration)

Energy Corrective Actions

Department Use Responsible


… Table 61: Energy Corrective Actions (own illustration)

Wastes Corrective Actions

Department Source Responsible


… Table 62: Wastes Corrective Actions (own illustration)

Purchasing Corrective Actions I

Department Actual item Responsible


… Table 63: Purchasing Corrective Actions I (own illustration)

CLXII


Purchasing Corrective Actions II

Department Item Responsible


… Table 64: Purchasing Corrective Actions II (own illustration)

Purchasing Corrective Actions III

Department Item Responsible


… Table 65: Purchasing Corrective Actions III (own illustration)

Emissions Corrective Actions

Concerned area Emission & Source Responsible


… Table 66: Emissions Corrective Actions (own illustration)

Legal and Other Requirements Corrective Actions

Concerned area Source of

requirement Concrete

requirement Responsible


… Table 67: Legal and Other Requirements Corrective Actions (own illustration)

Step 17: Control of Records

Information

Your hotel has to keep the records up-to-date, as they either demonstrate your compliance

with the environmental management system or help to reach compliance by analyzing the

documentations. Environmental-oriented records can include complaints, trainings, process

observations, inspections, emergency tests, communication and more.

Task

Continually up-date, analyze and improve your environmental management system manual

which you designed at 'Step 10: Documentation'.

CLXIII


Step 18: Internal Audit

Information

You have to audit your environmental management system regularly and systematically in

order to check if you are in compliance with the guidelines and requirements and if the

system is implemented and maintained correctly. The results indicate the effectiveness of

your environmental management system and help to continually improve the system and the

environmental performance. (Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS

gemäss ISO 14001, 1997)

Tasks

Determine a responsible person for the audits

Define an audit procedure which discovers non-conformances and proposes corrective

actions with clear completion dates

Inform you employees about the audit

Ensure that the results are reported to the management

Determine the rhythm of the audits


Help

The responsible person can either be an employee or an external person. By all means,

the person has to be competent, neutral and objective. The ISO 14012 compendium

'Qualification Criteria for Environmental Auditors' defines what qualifications an

appropriate auditor has to fulfill.

Compendium ISO 14010 and 14011 contain information how to conduct an environmental

audit.

Yearly environmental audits are advisable


CLXIV


ACT

Step 19: Management Review

Information

The management of your hotel is claimed to review the environmental management system

to ensure its compliance and its effectiveness.

Tasks

Review the objectives, targets and the environmental performance

Check the results of the audits

Evaluate the effectiveness of the environmental management system

Evaluate the appropriateness of the environmental policy concerning:

- Changes in legal and other requirements

- Newly available technologies

- Learned lessons from environmental incidents




CLXV


Appendix K: Transliterated Expert Interviews

The expert interviews are arranged according to the last name of interview partners. The

acronyms in the transliterated interviews stand for:

Acronym Name of the Person

B Roland Berger, Tune Management and Training AG

G Simone Gruber, Fachstelle Tourismus und Nachhaltige Entwicklung

H Sven Häberlin, welcome hotels & restaurants

K Urs Kläy, Planungsberatung für Hotelbau

R Hubert Rizzi, SQS

I Interviewer

Table 68: Acronyms of the transliterated Expert Interviews (own illustration)

Interview with Roland Berger, Tune Management and Training AG

Question regarding the design of the handbook:

I: Ist der Aufbau des Handbuches (Übertitel, Schritte, Informationen, Aufgaben und

Hilfestellungen) verständlich und übersichtlich?

B: Wir haben jeweils beim Aufbau des Branchenleitfadens mit ausgefüllten Beispielen

gearbeitet. Diese helfen den, meist praktisch orientierten, Verantwortlichen bei der Arbeit.

Aus meiner Sicht wäre die Anordnung der Aufgaben-Listen am Schluss zusammengefasst

ein besseres Hilfs- und Arbeitsmittel.

Questions regarding the content of the handbook:

I: Ist es sinnvoll den Hotels jeweils die Wahl der betreffenden Abteilungen zu überlassen?

B: Ja.

I: Oder sollte man eine Aufzählung an Abteilungen zur Auswahl stellen?

B: Nein.

I: Ist die Konzentration auf die Umweltdimensionen Wasser, Energie, Abfälle, Emissionen

und Einkauf sinnvoll?

B: Nein. Dies hängt sehr stark vom Betrieb ab. Die Norm ist heute auch sehr eng beim

Gesundheitsschutz. Hier kommen die Berührungspunkte zu Arbeitssicherheit (Umgang

mit gefährlichen Stoffen – Schadstoffen). Auch werden Themen wie: Reisetätigkeit und

Elektrosmog immer mehr erwähnt.

I: Würden Sie eine Dimension hinzufügen oder entfernen?

B: Würde nur mit Beispielen die Dimensionen aufzeigen.

I: Können die Tabellen beim Schritt 2 von Hotels problemlos ausgefüllt werden?

B: Ja.

I: Sind die Tabellen sinnvoll? Wie könnte dieser erste Umweltreview verbessert werden?

B: Unbedingt ein Beispiel im Text. Ich würde die Task-Liste in den Anhang als

Arbeitshandbuch stellen.

CLXVI


I: Wie könnte man die Programme (Schritt 6) verbessern?

B: Für mich ist die Aufgaben-Liste wiederum eher eine Checkliste als ein

Trainingsprogramm. Mir fehlt der Schulungsplan.

I: Ist eine Dokumentation des Umweltmanagementsystems gemäss den 19 Schritten des

Handbuches realisierbar? Wäre eine solche Dokumentation ausführlich genug? Was wäre

eine bessere Dokumentationsvariante?

B. Wir arbeiten in der Situationsanalyse mit den Checklisten, daraus erstellen wir

Vorgabedokumente (Umweltkonzept und Umwelt-Leitfaden). Diese sind die Grundlage für

die Schulung und das Training. Und als Nachweisdokumente empfehlen wir die

ausgefüllten Checklisten, die Umweltbilanz (zeigt die zeitliche Entwicklung der

Umweltrelevanten Aspekte) und die Audits.

General questions:

I: Was ist gut an diesem Handbuch?

B: Der Versuch den Hoteliers einen Leitfaden für ein aktuelles Thema zu liefern.

I: Wo sollten unbedingt Verbesserungen vorgenommen werden?

B: Trennung von Inhaltsvermittlung und Arbeitshandbuch.

I: Fehlt etwas komplett?

B: - Die Umwelt-Organisation ist in der EN ISO 14001 vorgegeben. Jedoch ist nicht klar, was

genau die Aufgaben eines Umweltbeauftragten sind. Hier würde ich ein „Muster

Stellenbeschrieb“ aufnehmen.

- Zusätzlich ist die Dokumentenlenkung ein wesentlicher Bestandteil der

Normanforderung. Hier muss den Betrieben eine Hilfestellung gegeben werden.

Ansonsten sind die Fachpersonen deutlich überfordert.

- Die EN ISO 14001:2004 fordert die Bestimmung der Umweltrelevanten Aspekte. Dieser

Punkt ist je nach Betrieb unterschiedlich, muss jedoch klar definiert werden. Hier fehlt

mir noch der Fokus. Wo muss der Betrieb diese Aspekte klar definieren?

- Einer der wesentlichen Herausforderungen ist die Sicherstellung, dass bis zum letzten

Mitarbeitenden der Nachhaltigkeitsgedanke verankert wird. Dieser Aspekt wird meist

durch Schulung und Training erreicht. Es sollte nach meinem Empfinden ebenfalls ein

Schritt sein, damit Schulungen/Trainings geplant werden.

- Die Norm verlangt zusätzlich, dass Sie bezüglich dem UMS aktiv gegen innen und

aussen kommunizieren. Habe diesen Punkt nicht gefunden. Ebenfalls müssen externe

Partner (Handwerker, Serviceunternehmen) auf die Handlungsweise des Unternehmens

aufmerksam gemacht werden.

I: Hat ihrer Meinung nach dieses Handbuch Potential um Hotels zur ISO 14001

Zertifizierung zu verhelfen?

B: Sicher.

CLXVII


Interview with Simone Gruber, Fachstelle Tourismus und Nachhaltige Entwicklung

Questions regarding the programs (step 6):

I: Ist der Aufbau der Programme übersichtlich und verständlich?

G: Es ist übersichtlich gestaltet. Der tabellarische Aufbau ist „benutzerfreundlich“. Die

Gliederung durch die Abteilungen und Programme (Wasser, Energie, etc.) unterstützt die

Lesbarkeit. Jedoch ist die Anleitung zum Gebrauch der Programme etwas unübersichtlich

(evtl. eine Auflistung oder stichwortartig wäre besser).

I: Was sollte man unbedingt noch hinzufügen?

G: Ihre Programme scheinen mir soweit vollständig. Alle Bereiche sind abgedeckt und

können helfen das eigene tun 'ökologisch' zu reflektieren und zu verbessern.

Grundsätzlich ist eine solche Checkliste nie abschliessend, da die Bedürfnisse/

Anforderungen pro Betrieb angepasst werden müssen.

I: Was könnte man weglassen?

G: Es hat ein paar eher „lehrmeisterliche“ Fragen, wie z.B. „kaufen Sie nur das Nötigste“…

Ist eher überflüssig und subjektiv. Was ist das Nötigste?

I: Was stört Sie an den Programmen?

G: Die Auflistung der Massnahmen/ Handlungen sind sehr detailliert und wiederholen sich

bei den unterschiedlichen Programmen und Abteilungen. Z.B. Informieren der

Mitarbeitenden über Wassersparmethoden. Diese Handlung ist z.B. bei Küche, Reinigung

oder Technik aufgelistet. Weiter sind z.B. informieren über (Wasser, Energie etc.)-

Sparmethoden bei den meisten Programmen aufgelistet. Man könnte sich überlegen ob

die Kategorien anderes gewählt werden. Damit die Wiederholungen wegfallen.

I: Haben Sie eine Idee wie man diese Wiederholungen vermeiden könnte?

G: - Was betrifft das Personal? Z.B. Einweisung des Personals, Aufklärung über

Sparmethode, hausinterne Kurse, Weiterbildung, etc.

- Was betrifft die Gäste? Z.B. sichtbares, kommuniziertes Leitbild des Hotels für die

Gäste, Wasser sparen, Handtücher öfters brauchen, etc.

- Was betrifft die bestehende Einrichtung/ Technik? Z.B. nicht unnötig das Licht brennen

lassen, kein Standby-Modus, etc.

- Was betrifft Neuanschaffungen/ Technik/ Einrichtung? Z.B. Energiesparlampen, etc.

CLXVIII


Interview with Sven Häberlin, welcome hotels & restaurants

Question regarding the design of the handbook:

I: Ist der Aufbau des Handbuches (Übertitel, Schritte, Informationen, Aufgaben und

Hilfestellungen) verständlich und übersichtlich?

H: Ja, es ist verständlich und übersichtlich. Man versteht was man tun sollte.


I: Ist es sinnvoll den Hotels jeweils die Wahl der betreffenden Abteilungen zu überlassen?

H: Generell ist es sinnvoll, da die Abteilungen in den Hotels schon vorhanden sind und auch

in jedem Hotel anders sind.

I: Oder sollte man eine Aufzählung an Abteilungen zur Auswahl stellen?

H: Nein, aber man könnte ein paar typische Abteilungen erwähnen, damit ganz klar ist was

gemeint ist. Typische Abteilungen wären Rezeption, Küche oder Reinigung.

I: Können die Tabellen beim Schritt 2 von Hotels problemlos ausgefüllt werden?

H: Die Hotels wissen, anhand der Rechnungen, wie hoch zum Beispiel ihr Wasser- oder

Stromverbrauch ist. Sie wissen es entweder pro Monat oder pro Quartal, es kommt immer

auf die Rechnung darauf an. Etwa 70% der Hotels können zum Beispiel nicht zuordnen

wie viel Wasser in der Küche oder wie viel Strom in den Zimmern verbraucht wurde.

Meistens haben nur die grossen Hotelketten solche Messdaten, aber für die meisten ist es

zu aufwendig und zu teuer.

I: Sind die Tabellen sinnvoll? Wie könnte dieser erste Umweltreview verbessert werden?

H: Generell sind die Tabellen sinnvoll. Man könnte es jedoch so formulieren, dass die

Messung auch pro Quartal stattfinden kann und, dass der Verbrauch nur zugeordnet

werden muss, wenn dies möglich ist.

I: Ist es für die Hotels möglich, die relevanten gesetzlichen und anderen Forderungen

(Schritt 4) zu erkennen?

H: Die meisten Hotels wissen nur über Gesetze der Lebensmittel- und Arbeitssicherheit

Bescheid, da diese auch geprüft werden. Die anderen Gesetze kennt man eigentlich

nicht, ausser man läuft rein und es kommt die Hotels teuer zu stehen.

I: Bräuchte es eine detailliertere Hilfestellung?

H: Den Verweis auf externe Berater ist ausreichend.

I: Sind die Inhalte der Programme (Schritt 6) von Hotels problemlos umsetzbar?

H: Es sind viele, aber das ist gut. So sehen die Hoteliers was sie alles tun können. Es ist gut,

dass man nicht alle Massnahmen wählen muss. Auch für kleinere Betriebe, welche ISO

14001 nicht einführen wollen, ist das gut, da sie so trotzdem eine Hilfestellung zur

Verbesserung ihrer Umweltleistung haben.

I: Ist die Aufteilung der Programme in die einzelnen Abteilungen gut? Oder wiederholen sich

die Massnahmen so zu oft?

H: Die Aufteilung ist gut. Es wiederholt sich zwar, aber eine Aufteilung nach Massnahmen

wäre komplizierter in der Umsetzung.

CLXIX


I: Wie könnte man diese Programme verbessern?

H: Man könnte eine Sparte einfügen, welche ein Visum der Mitarbeiter erfordert. Wie bei der

Arbeitssicherheit hätte man dann das Controlling Instrument gleich in der Tabelle. Somit

hätte man eine Sicherheit gegenüber den Mitarbeitern, dass sie auch wirklich informiert

wurden.

I: Ist es für die Hotels möglich mit den Angaben in Schritt 10, 11 und 12 das

Umweltmanagementsystem zu dokumentieren und zu lenken?

H: Ich wüsste jetzt wie, aber ich habe auch mit ISO 9000 zu tun, wo der Ablauf ähnlich ist.

I: Bräuchte es eine detailliertere Hilfestellung?

H: Eventuell könnte man einen Verweis zu einer Homepage machen, welche eine

Beispielsdokumentation aufzeigt. Aber ein Beispiel in das Handbuch einzufügen macht

keinen Sinn, da die Hotels sonst von der Anzahl der Seiten erschlagen würden.

I: Sind Hotels in der Lage potentielle Notfälle (Schritt 13) zu erkennen?

H: Eigentlich sollten potentielle Notfälle in den Hotels dokumentiert sein, aber diese sind

meistens nicht fertig gedacht.

I: Bräuchte es eventuell eine Auswahl an potentiellen Notfällen?

H: Ja, das ist eine gute Idee. Die Branchenlösung für Arbeitssicherheit hat bereits einen

solchen Notfallplan entwickelt, und dieser könnte man übernehmen.

General questions:

I: Denken Sie dieses Handbuch ist für alle Hotels, unabhängig von der Grösse und der

Anzahl Sterne, anwendbar?

H: Theoretisch, wenn die besprochenen Punkte verbessert sind, wäre es machbar. Aber für

kleinere Betriebe ist es viel zu aufwendig. Generell kann man die Hotels überzeugen,

indem man ihnen aufzeigt, dass sie damit Geld sparen können. Kleinere Betriebe könnten

einfach Teile, wie zum Beispiel die Programme, nutzen.


H: Am Schluss des Handbuches könnte man eine Checkliste einbauen, welche alle Schritte

nochmals übersichtlich darstellt. In dieser Checkliste könnte man dann auch abhacken

was man bereits erledigt hat.



H: Das Handbuch hat definitiv Potential. Vor allem schauen auch immer mehr Kunden auf

die Nachhaltigkeit und Schweiz Tourismus setzt auch auf die Nachhaltigkeitskarte.

CLXX


Interview with Urs Kläy, Planungsberatung für Hotelbau


I: Ist das Handbuch für alle Hotels, unabhängig der Grösse und der Anzahl Sterne,

anwendbar?

K: - Es ist sehr stark Betriebs- und Standortabhängig. Zum Beispiel funktioniert die

Wasserversorgung in einem grossen Hotels anders als in einem kleinen Hotel. Auch

funktioniert es anders in einem Stadthotel als in einem Hotel auf einem Berg. Ein

anderes Beispiel ist die Aufenthaltsdauer. Ist die Aufenthaltsdauer niedrig, kann es

unterumständen zu kompliziert werden, die Bettwäsche nur auf Verlangen der Gäste zu

waschen. Hat ein Hotel jedoch im Schnitt eine Aufenthaltsdauer von 7 Tagen, kann man

die Mitarbeiter konkret darauf schulen.

- Das Besitzverhältnis spielt eine zentrale Rolle. Ein kleiner Betrieb, in welchem der

Besitzer und der Geschäftsführer dieselbe Person ist, können ökologische

Zielsetzungen wesentlich einfacher umgesetzt werden als zum Beispiel in einer

Hotelkette. In Kettenhotels müssen viel mehr Personen (z.B. Besitzer, Betreiber etc.) mit

einbezogen werden, was unweigerlich zu Meinungsverschiedenheiten führt.

- Für Kleinbetriebe macht es oft keinen Sinn, sich nach ISO 14001 zertifizieren zu lassen.

Aber diese können einzelne Teile des Handbuches nutzen. Kleine Betriebe sollten kleine

aber wesentliche Schritte machen und diese konkret vermarkten. Umweltschutz ist auch

ohne ISO 14001 im kleinen Rahmen möglich.

- In einem Neubau sind die Massnahmen völlig anders als in einem Altbau.

- Die Struktur des Betriebes in ein weiteres Problem. Sind viele Ausländer angestellt

kommt es zu sprachlichen und kulturellen Problemen. Das heisst, andere Nationen

haben zum Teil eine andere Einstellung zur Umwelt.

I: Ist die erste Umweltbewertung (Schritt 2) technisch umsetzbar? Oder wo stellen sich

Probleme?

K: Nicht alle Hotels sind mit Messgeräten, mit welchen man den Verbrauch per Abteilung

und per Monat messen kann ausgerüstet. Es ist vielerorts technisch gar nicht möglich.

I: Was fehlt bei der ersten Umweltbewertung (Schritt 2)?

K: Bei den Energiequellen sollte Fernwärme und alternative Energien hinzugefügt werden.

I: Ist die Bewertung der Relevanz (Schritt 3) sinnvoll und anwendbar?

K: Generell sind die Bewertungskriterien sinnvoll gewählt, aber es müssen Vergleichszahlen

aufgezeigt werden. Ansonsten weiss man nicht was z.B. ein hoher Verbrauch ist. Die

Menge in Zeiteinheit muss messbar sein.

I: Sind die Hotels in der Lage, die gesetzlichen und anderen Forderungen (Schritt 4) zu

erkennen?

K: Nein. Das Problem ist, dass nicht nur ökologische Gesetze relevant sind. Z.B. müssen

auch die Wasserdruckverhältnisse nach Gesetz erfolgen, wenn man z.B.

Wasserspardüsen installiert. Hier ist es, wie im Handbuch erwähnt, sinnvoll einen

Experten hinzuzuziehen.

CLXXI


I: Sind die Zielsetzungen, Einzelziele und Programme (Schritt 6) umsetzbar und sinnvoll?

Oder wo stellen sich Probleme?

K: - Z.B. beim Energiebezug oder Abfallmanagement kommt es auf die Vertragsgrundlagen

darauf an. Zum Teil werden mit Anbietern Verträge ausgehandelt, welche besagen, dass

so und so viel Energie bezogen werden muss oder so und so viel Abfall zurückgegeben

werden muss. Wenn man weniger bezieht/ zurück gibt rutscht man in eine höhere

Preiskategorie. Daher ist es wichtig, sinnvolle Verträge auszuhandeln.

- Bei der Beleuchtung muss ein Experte hinzugezogen werden, da gutes Licht

verkaufsunterstützend ist und schlechtes Licht Stolperfallen fördert. Das ist wiederum

ein Sicherheitsproblem.

- Dass man die beste verfügbare Technik nutzen sollte ist sinnvoll, aber was ist die beste

verfügbare Technik. Hier sollte man auf eine Internetseite oder Experten verweisen.

- Die Hygiene und die Sicherheit sind zentrale Themen. Ist z.B. die Wassertemperatur im

Pool zu tief, kommt das Problem der Legionellen auf. Ist die Wassertemperatur aber zu

hoch, besteht eine Verbrennungsgefahr. Hier ist der Haustechniker oftmals überfordert,

daher ist ein Experte gefragt. Man muss die Massnahmen ganzheitlich, inklusive deren

Folgen betrachten. Die SOS Formel kommt hier zum Zug. Sicherheit + Organisation +

Sauberkeit = Werterhaltung der Anlagen und Wirtschaftlichkeit.

- Grauwasser wieder verwenden ist sinnvoll, aber es muss aufgezeigt werden, wie das

Grauwasser gesammelt werden kann. Ein Verweis auf einen Experten ist sinnvoll.

I: Was würden Sie unbedingt hinzufügen/ streichen?

K: - In den Spitzenzeiten ist die Energie/ das Wasser besonders teuer. Deswegen muss ein

Leitsystem integriert werden, damit einige Geräte in Spitzenseiten automatisch für ein

paar Minuten ausschalten.

- Die Zielsetzungen müssen in Zeiteinheit messbar sein.

General questions:


K: - Die Hotelindustrie ist von starker Personalfluktuation geprägt. Das heisst, die neuen

Mitarbeiter müssen jeweils wieder neu eingearbeitet und geschult werden. So ist am

ständig mit der Schulung von Mitarbeitern beschäftigt. Ein Betrieb kann sich mittels

baulichen, technischen oder organisatorischen/ personellen Massnahmen ökologisch

verbessern. Aufgrund der hohen Personalfluktuation, sollte in einem Hotel möglichst

bauliche und technische Massnahmen ergriffen werden.

- Es sollte besser auf die verschiedenen Rahmenbedingungen wie die Personalfluktuation,

Standort, Besitzverhältnis etc. hingewiesen werden.

- Viele Dinge sind von den Hotels selber nicht zu bewältigen. Zum Beispiel kann die

Montage von Wassersparduschköpfen sich negativ auf den Wasserdruck auswirken. Es

muss immer das Ganze und die möglichen Folgen angeschaut werden und nicht nur

einzelne Teile. Dazu sind Fachpersonen wie z.B. Ingenieure notwendig. Das Handbuch

sollte öfters auf den Einbezug von solchen Experten verweisen.

- Es reicht nicht, für jede Massnahme im Schritt 6 eine verantwortliche Person zu

bestimmen. Die verantwortliche Person muss auch von jemandem kontrolliert werden.

Hier kommt die KKK Formel zum Zug: kommandieren, kontrollieren, korrigieren.

- Beim Schritt 7, sollte der Umweltbeauftragte nicht eine Stabstelle einnehmen, sondern

dem Management direkt unterstellt sein. Ausserdem sollten die externen Firmen/

Berater nicht vergessen werden. Der Stellenbeschrieb des Umweltbeauftragten sollte

CLXXII


ein Budget, seine Kompetenzen und Aufgabenbereiche enthalten. Ausserdem sollte klar

definiert sein, an wen er zu rapportieren hat und zu wie vielen Prozenten er z.B. eine

Sekretärin nutzen darf.


K: - Das Handbuch sollte um einen Schritt, der externen Zertifizierung, erweitert werden.

- Bevor das Umweltmanagementsystem ins Rollen kommt, sollte ein Budget für die

Zertifizierung festgelegt werden, inklusive dem Lohn des Umweltbeauftragten.



K: - Das Umweltmanagementsystem nach ISO 14001 sollte von einer Firma wie z.B. SQS

eingeführt werden. Auf jeden Fall aber braucht es eine kompetente Anspruchsperson im

Betrieb selbst.

Interview with Hubert Rizzi, SQS

Question regarding the constitution of the handbook:

I: Ist die Strukturierung des Handbuches in Set up, Plan, Do, Check und Act richtig

angewendet?

R: Ja, das ist aus meiner Sicht richtig verstanden.

I: Sind die 19 Schritte richtig verstanden?

R: Die Schritte folgen klar der ISO 14001 – ist somit gemäss Arbeitstitel korrekt.


I: Das Handbuch konzentriert sich auf die Umweltdimensionen Wasser, Energie, Abfälle,

Emissionen und Einkauf. Reicht dies um eine Zertifizierung zu erreichen? Wenn nein,

welche Dimensionen sollten unbedingt hinzugefügt werden?

R: - Die relevanten Emissionen werden durch eine Umwelt-Relevanzanalyse/ Input-Output

Schema/ Ökobilanz oder dergleichen ermittelt. Die Ergebnisse variieren je nach Betrieb

(z.B. mit/ ohne Wellness = Chemikalien zur Badewasserdesinfektion)

- Die Norm fordert einen systematischen Ansatz, jedoch keine Ökobilanz. Aufgrund der

gängigen Praxis haben Sie die hotelspezifischen Relevanzen identifiziert und die

Systematik ist adäquat. Für eine Zertifizierung ist das genügend - die Norm fordert ja die

ständige Verbesserung, somit können in den Folgejahren ja noch weitere

hotelspezifische Relevanzen dazu genommen werden.

I: Die Beurteilung der Relevanz der einzelnen Umweltaspekten erfolgt mittels einer Tabelle

(siehe Schritt 3: Umweltaspekte). Diese Tabelle umfasst die 3 Teilbereiche welche mit

einem Faktor bewerten werden. Am Schluss werden diese 3 Faktoren multipliziert und

stellen die Relevanz dar.

Sind die 3 Teilbereiche: Ausmass von Konsum oder Menge, Häufigkeit von anormalen

und Notfallsituationen und Schweregrad der Umweltauswirkung sinnvoll gewählt? Wenn

nein, auf was sollte geachtet werden?

R: Ja, es ist ein guter Ansatz.

CLXXIII


I: Sind die Faktorenzahlen gut gewählt? Wenn nein, welche Faktorenzahlen sollte man

wählen?

R: Diese Skalierung sieht man sehr oft in der Praxis.

I: Sind die Beispiel-Zielsetzungen (siehe Schritt 6: Zielsetzungen, Einzelziele und

Programme) ausreichen? Wenn nein, wie sollten Zielsetzungen mindestens aussehen?

R: Sie haben da gute Beispiele.

I: Ist die Idee des Inhalts der Programme (siehe Schritt 6:Zielsetzungen, Einzelziele und

Programme) richtig? Wenn nein, was sollte in ein Programm rein kommen?

R: Sie haben das so richtig interpretiert.

I: Kann die Dokumentation (siehe Schritt 10: Dokumentation) des

Umweltmanagementsystems nach ISO 14001 entsprechend den 19 Schritten des

Handbuches erfolgen? Wenn nein, was sollte geändert werden?

R: Ja, ist ein praktikabler Ansatz.

General questions:

I: Was ist gut an diesem Handbuch?

R: Die PDCA Struktur und der Aufbau innerhalb der Kapitel finde ich gut gelungen.


R: Bei Schritt 3 und Schritt 12 gibt es Verknüpfungen. Den Schritt 12 haben Sie etwas kurz

ausgestaltet. Unter Ablauflenkung wird gefordert, dass die umweltrelevanten Verfahren

beschrieben werden müssen. Dies kann prozessorientiert erfolgen, indem Sie bei den

einzelnen Prozessschritten dann die Vorgaben gemäss Schritt 3 referenzieren können.


R: Gemäss Norm haben Sie die Eckpfeiler integriert. Sie können in der Einleitung oder unter

Punkt 12 auf den Nutzen einer parallelen oder vorgängigen Zertifizierung nach ISO 9001 /

QQ/ QQQ hinweisen, da in diesen Vorgaben das Abbilden der betrieblichen

Abläufe/Prozesse bereits enthalten ist.



R: Ja, unbedingt.

CLXXIV


Thesis Author’s Attestation

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case, the executive board of the university of applied sciences is entitled to rescind any

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Place, date ___________________________ Signature ____________________________

handbook to achieve the iso 14001 certification in the hotel industry tanjabgler

Documents

developed handbook

swiss hotel industry

hotel industry author

specific requirements

aspired handbook

improved handbook

worlds industry

sustainable hotel development