hotel generic hongkong initial environmental review report · appendix i gap analysis checklist ....

Hotel Generic Hongkong

Initial Environmental Review Report

(Sample)

Prepared by Dr Ben Ho

December 1999


Table of contents Page Executive Summary 1 1. Introduction to the Report 2 1.1 Purpose 2 1.2 Scope 2 1.3 Methodology 2 1.4 IER Working Group 2 1.5 Timeframe of the IER 3 2. Overview and general information 4 2.1 Location 4 2.2 Hotel services and facilities 4 2.3 Hotel Generic Hongkong’s Commitment 7 2.4 Location of the hotel in relation to risk receptors and surroundings 7 3. Review of environmental management practices 8 4. Review and description of the activities, products and services 8 4.1 Front Office 8 4.2 Housekeeping Department 8 4.3 F&B Department 9 4.4 Accounts Department 9 4.5 Sales and Marketing Department, Public Relations Department and Executive Offices

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4.6 Human Resources Department 10 4.7 Security Department 10 4.8 Purchasing Department 10 4.9 Engineering Department 10 5. Identification of environmental aspects and their significance evaluation

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6. Review of relevant environmental legislation and other requirements 13 Appendix I Gap Analysis Checklist


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Executive Summary This Initial Environmental Review (IER) Report summarised the whole process of conducting the IER for Hotel Generic Hongkong from (date)1 to (date)1, and stated their efforts to develop an environmental management system (EMS) certifiable to the ISO 14001 Standard. The IER provides: (i) A review of existing environmental management practices and relevant

documents at Hotel Generic Hongkong, and recommendations for compliance with the requirements of ISO 14001 Standard.

(ii) A methodology for identification of environmental aspects and their

significance evaluation. (iii) A review of relevant environmental legislation and other requirements. Main recommendations for the hotel are summarised as follows: (i) Establish an Environmental Policy in the light of the findings from this IER. (ii) Establish an Environmental Management Guide which acts as an

introductory document to state the environmental commitment of the hotel to establish and implement an EMS, and briefly describe how the hotel addresses each element as stipulated in the ISO 14001 Standard. It serves as an interface to interpret the relationship between the EMS of the Hotel and the ISO 14001 Standard.

(iii) Establish Environmental Procedures which include all procedures that

arise from ISO 14001 Standard elements, and provide detailed guidelines and information of how to implement the EMS by specifying who should do what, how and when.

(iv) Present the significant environmental aspects and legal and other

requirements identified in the IER to a register format and keep it up-to-date.

(v) Allocate suitable financial and human resources to set appropriate

environmental objectives and targets, and environmental management programmes to improve the environmental performance of significant environmental aspects.

(vi) Document or establish appropriate Operational Control Procedures to

control the significant environmental aspects associated with the hotel’s operations and activities.

1 Enter date.


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(vii) Organise training programmes such as ISO 14001 general awareness training to the staff to raise their awareness of the EMS.

(viii) Cross-reference all EMS documents and procedures. (ix) Keep all Environmental Records which arise from the implementation of

the EMS. (x) Continually update and improve the EMS. 1. Introduction to the Report 1.1 Purpose The purpose of this initial environmental review (IER) was to provide the management and personnel at Hotel Generic Hongkong with a snapshot of the current position of the hotel with regard to the environment. To be more specific, the IER involves two steps: (i) performing a “gap analysis” of the hotel’s environmental management

practices against the ISO 14001 Standard requirements to see what environmental practices (ISO 14001 elements) already exist within the hotel and what remains to be completed; and

(ii) identifying significant environmental aspects of the hotel’s activities,

products or services under normal, abnormal and emergency situations, and their associated environmental impacts so as to provide management and personnel within the hotel with a starting point towards developing an effective environmental management system (EMS) to control and improve the identified environmental aspects and impacts thus achieving continual improvement in the hotel’s environmental performance.

1.2 Scope The IER covers all facilities in Hotel Generic Hongkong situated in (address)2. The activities, products or services of all departments are included in the IER process. 1.3 Methodology The following methods were adopted in the IER process: (i) a site visit to the hotel; (ii) review of relevant documents in the hotel; and (iii) interview with relevant personnel in the hotel. 1.4 IER Working Group

2 Enter address of the hotel.


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The planning and conduct of the IER of Hotel Generic Hongkong was carried out by a team of research staff from the Department of Building Services Engineering, the Hong Kong Polytechnic University (HKPU) with the support of relevant personnel within the hotel3. The members of the IER Working Group are as follows: (i) Dr. Ben Ho, Department of Building Services Engineering, the Hong Kong

Polytechnic University (Group Leader) (ii) Ms Angela Chan, Department of Building Services Engineering, the Hong

Kong Polytechnic University (iii) Ms Lee Lai Mei, Department of Building Services Engineering, the Hong

Kong Polytechnic University (iv) (name)4, Human Resources Manager and EMS Manager, Hotel Generic

Hongkong (v) (name)4, Chief Engineer and Deputy EMS Manager, Hotel Generic

Hongkong 1.5 Timeframe of the IER The IER started from (date)5 and ended in (date)5.

3 A hotel can conduct an IER by its own. 4 Enter the name of hotel staff. 5 Enter date.


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2. Overview and general information6 2.1 Location7 Hotel Generic Hongkong is located in the downtown area of Hongkong.

Fig. 1 Location Map for Hotel Generic Hongkong 2.2 Hotel services and facilities The hotel provides deluxe services and facilities including guestrooms, restaurants and bars, recreational, hygiene and health care, and other supporting facilities to guests. The operations and activities are sub-divided into two categories: Front-of-the-house and Back-of-the-house services and facilities. The Front-of-the-house services and facilities refer to services and facilities directly in contact with hotel guests, whereas the Back-of-the-house services and facilities refer to supporting services and facilities not directly interfacing with hotel guests. The hotel employs around 400 staff. 2.2.1 Front-of-the-house Services/ Facilities Guestrooms

6 This section forms the introductory part of the Environmental Management Guide. 7 Insert the appropriate description of your hotel, with a map or other graphic image, as required.


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There are 400 well-appointed guestrooms and 20 suites. Non-smoking rooms are available upon request. Each guestroom is equipped with bathroom amenities, refrigerated mini-bar, air-conditioning system, television (including in-house movies), telecommunication system (IDD, Voice Mail, etc), in-room electronic safety system and safe deposit box. Restaurants and Bars8 The hotel manages and maintains six restaurants and bars which serve different styles of cuisine: • Coffee Shop (International Cuisine) • Western Restaurant (Western Cuisine) • Japanese Restaurant (Japanese Cuisine) • Chinese Restaurant (Cantonese Cuisine) • Bar (Snack service) • Lounge (Snack service) Recreational Facilities An outdoor swimming pool is provided at roof level, and fully equipped health centre/ sauna is located on the floor below. Hygiene and Health Care Services/ Facilities The hotel provides the following services in relation to personal hygiene and health care: • Clinic (providing services to both guests and staff) • Beauty Salon (open also to customers not residing at the hotel) Other services/ facilities The following services/ facilities are also provided and located in different floors of the hotel premises: • Ballroom • Function rooms • Business Centre (including typewriters, fax machines and computers, etc) • Shopping arcade (rented to a range of retail facilities) • Limousine service • Garage with valet parking • 24-hour Room Service • Concierge services • Babysitting services • Foreign exchange services • Facilities for the handicapped 8The exact details of the restaurants for the hotel should be entered, complete with details of all other facilities.


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2.2.2 Back-of-the-house Facilities

• Air-conditioning system with central chiller plant • Boiler plant • Fire Detection System/Automatic Fire Fighting System • Solid waste storage and handling facilities • Wastewater discharge system • Swimming pool chlorinating system • Water storage/ water supply pumping system • Storage facilities for liquid fuel • Storage place for chemicals • Kitchens • Laundry rooms 2.2.3 Hotel departments / sections These facilities are operated and managed by staff from the following departments / sections: • Front Office Department • Housekeeping Department

♦ Housekeeping ♦ Laundry

• Food & Beverage (F&B) Department ♦ Kitchen Section ♦ Services Section ♦ Administrative Office

• Accounts Department ♦ Stores ♦ Accounts Offices

• Executive Offices • Sales and Marketing Department • Public Relations Department • Human Resources Department • Security Department • Purchasing Department • Engineering Department

♦ Engineering Office ♦ Technical Store ♦ Electrical Section ♦ Mechanical Section ♦ HVAC Section ♦ Plumbing, Drainage and Fire Services Section ♦ Building and Decoration Section


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2.3 Hotel Generic Hongkong’s Commitment Apart from providing quality services to the guests, Hotel Generic Hongkong has been proactively working on environmental issues in relation to its activities in order to improve its environmental performance. The hotel implements a wide variety of environmentally friendly practices such as: • collection of paper waste, aluminium cans and used cooking oil for recycling; • reuse of office paper and package waste whenever possible to minimise

wastage and solid waste stream; • installation of energy-saving light bulbs and electronic key tabs in guest rooms

to reduce energy consumption; • purchase of environmentally friendly products whenever possible, to reduce

environmental impacts. In accordance with the hotel’s Environmental Policy, the hotel is committed to continual environmental improvement by considering ways to minimise wastage of natural resources, waste arising and prevention of pollution to the environment. The hotel also organises regular training, demonstrations, competitions, talks and seminars to enhance staff awareness on environmental and occupational health and safety matters. 2.4 Location of the hotel in relation to risk receptors and surroundings The hotel is located at the waterfront of the Victoria Harbour9 and sewage from the hotel is discharged to the harbour (Victoria Harbour (Phase Two) Water Control Zone) through communal sewers. The hotel is surrounded by other hotels, multi-storey air-conditioned office buildings with shopping arcades, apartments, and the Fire Protection Command Headquarters. A tertiary institution is located at about 500m from the hotel but the view is completely blocked by several other buildings. There are a lot of passer-by and vehicles passing the hotel every day.

9 The location is illustrated as an example only.


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3. Review of environmental management practices A Gap Analysis Checklist was developed to assess compliance of the hotel’s existing environmental management practices with the ISO 14001 Standard requirements. The completed Gap Analysis Checklist is shown in Appendix I. 4. Review and description of the activities, products and services 4.1 Front Office The Assistant Manager deals with all the problems and complaints relating to hotel guests and ensure a smooth and efficient operation of Front Office. Front Desk mainly provides professional and quality services such as check-in, check-out, payment arrangements, foreign currency exchange service, provision of general information and reception service for guests, and keep necessary records and reports. Concierge’s main functions are to manage luggage, arrange hotel limousine/valet parking, provision of general information and personal services for guests. There is a lounge which provides reception service and snacks and drinks to the guests of Executive Floor. The Business Centre is equipped with simple facilities such as computers, fax machine and meeting room which can be offered to hotel guests. Operators in telephone operator room are responsible for operating the in-house telephone and broadcasting system in the hotel, and providing local and international telephone services to guests. The Health Centre (managed by contract-out services) provides quality services to users of gymnasium, swimming pool and Sauna room, and performs daily monitoring of the water quality of the swimming pool water. 4.2 Housekeeping Department Housekeeping Department is divided into three sections: Floor Section, Public Area Section and Uniform and Linen Section. Staff of Floor Section is responsible for the cleaning of guestrooms which includes change of bedding linen, bathroom towels, bathroom amenities and toilet paper, replacement of soft drink items in mini-bar, air treatment by the use of ozone air purifier, and general sweeping and washing of guestroom and bathroom facilities. They are also responsible for general cleaning of guest floors. In Public Area Section, staff is responsible for cleaning the lobby, F&B outlets and all staff and public toilets, and performs checking of related facilities. Public area cleaners are responsible for delivering collected solid waste from all public areas and offices (except F&B Kitchens) to garbage room for garbage men to sort out recyclable items for recycling. Uniform and Linen Section staff mainly arranges staff uniform, handles condemned linen and issues cleaned linen to all hotel sections for internal use. The Housekeeping Office provides administrative support to facilitate the activities and operations of the department. In Laundry Department, hotel’s laundry items such as staff uniform, bedding linen, bathroom towels and other linens used by different departments/sections, and guests’ laundry items are washed. Laundry staff are responsible for operating


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the laundry washing machine, dry cleaning machine and tumble drying machine, and application of appropriate laundry chemicals. 4.3 F&B Department Staff in F&B outlets serve different styles of cuisine and provide quality services to guests whereas room service staff provide food delivery service to guests in guestrooms. In Staff Canteen, food is provided to hotel staff in Buffet style. All waste from the above service outlets are collected in kitchen areas for delivery by garbage men to the garbage room. In Stewarding, kitchen utensils, tableware, stainless steel equipment are washed by hand or by dishwashers. Stewards are also responsible for general kitchen cleaning such as cleaning the kitchen floor, wall tiles, kitchen ventilation system, stoves, ovens hoods and hydro-vent system, and delivery of waste collected in different departments / sections to the garbage room. The Chief Steward will arrange recycling companies to collect recyclable waste. Kitchen staff are responsible for the preparation, cooking and decoration of food for serving to guests. They are also responsible for ordering adequate amount of fresh food and storing it in a proper way to minimise food spoilage. Food waste arises from food preparation process, leftover food from outlets, and packaging waste are collected in kitchen areas for delivery by garbage men to the garbage room. The F&B Administrative Office provides administrative support to facilitate the activities and operations of the department. 4.4 Accounts Department Staff in stores perform preliminary checking of the quality and quantity of fresh food, frozen food, canned food and other consumables delivered by suppliers prior to be sent to various departments/stores. Packaging waste will either be reused by the staff or collected by garbage men to garbage room. Storekeepers are also responsible for issuing general items (e.g. plastic bags, cleaning supplies or chemicals, forms, stationery, etc.) and food & beverage items (e.g. fresh food, frozen food, canned food, groceries, drinks, etc.) to user departments upon receipt of requisition forms. During each purchase, they estimate the quantity needed and issue purchase requisition to Purchasing Department. They are also responsible for ensuring that the stocks are stored and kept properly to minimise wastage. Similarly, packaging waste will either be reused by the staff or collected by garbage men to the garbage room. Staff in EDP Department is responsible for updating, storing, and processing relevant data, and provides technical support to other departments. Cashiers of F&B outlets are responsible for collecting money from guests and sending them with relevant reports and information to Accounts Office where all financial matters in the hotel are handled.


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4.5 Sales and Marketing Department, Public Relations Department and Executive Offices

Staff of Sales and Marketing Department are mainly responsible for promoting the hotel’s guestrooms to clients and making reservation. The overall sales and marketing strategy is formulated by the Deputy General Manager and the Sales and Marketing Manager. The Public Relations Department provides a formal communication channel between the hotel and the public. Press release will be sent to mass media where necessary and public enquiries, complaints and suggestions will be handled. Other administrative duties include communicating guest information to guests and putting seasonal greetings in the hotel’s internet homepage. Executive Offices are managed by Executive Secretaries of the General Manager and the Deputy General Manager. 4.6 Human Resources Department Apart from normal administrative work, recruitment of new staff, organisation of staff training, and provision of staff benefits (e.g. arrangement of internal and external staff activities or functions) are the main activities in Human Resources Department. 4.7 Security Department The major duties and responsibilities of staff in Security Department are to monitor the security system (CCTVs) and perform patrol duty so as to prevent and detect the occurrence of offences and accidents, and perform appropriate mitigation actions. They are also responsible for arranging inspection of fire prevention and control facilities, reporting and recording incidents, co-ordinating regular fire drills, and performing periodic checking of dangerous goods and chemicals to ensure that they are stored properly. 4.8 Purchasing Department The Purchasing Manager is responsible for formulating and revising the hotel’s purchasing policy which is approved by the General Manager and the Financial Controller, and negotiating contract terms and communicating the product requirements with suppliers. The staff then follows the policy to source and purchase appropriate products from the market such as paper & plastic products, chemicals used by F&B Department, Housekeeping Department and Engineering Department, food & beverage products, electric & gas equipment, general consumables and other products. 4.9 Engineering Department The duties and responsibilities of staff in Electrical Section are mainly to set up AV/TV and lighting equipment for functions according to guests’ requirements, install decoration light during Christmas and New Year time, install, maintain and repair electrical and electronic equipment and systems (e.g. light bulbs and fluorescent lamps, motors, earth leakage circuit breakers, boiler fuel pump, switch boards, water pumps, kitchen equipment, laundry equipment and


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emergency power generator) as stated in work orders and maintenance schedule, and take records of electricity consumption readings. The duties and responsibilities of staff in Mechanical Section and Plumbing, Drainage & Fire Services Section are to maintain and repair all mechanical equipment (e.g. plumbing system, lavatory fitting, kitchen equipment, fire pumping, swimming pool plant, water tanks, gondola, water pumps, air compressors, laundry machines, drainage system, and boiler equipment) as stated in work orders and maintenance schedule, monitor contract-out maintenance and repair work (e.g. grease tank cleaning, chemical treatment of the boiler plant, testing of fire system, and sewage sampling), and take log records of boiler system and water, gas and diesel fuel consumption readings. The duties and responsibilities of staff in HVAC Section are to maintain, repair and operate airside and waterside of HVAC system and refrigeration equipment (e.g. chiller system, cold room, refrigerator, ice-maker, and ventilation fans) as stated in work orders and maintenance schedule, monitor contract-out maintenance and repair work (e.g. application of chilled water treatment chemicals, filling of refrigerants to chiller plants, cleaning of cooling coil, and cleaning of exhaust air fans and the air ducts in kitchens and laundry), keep updated freon consumption records, and take log readings of chiller plant and cold rooms. The duties and responsibilities of staff in Building & Decoration Section are to carry out paint works for wall, ceiling and furniture, replace or hang up wall paper in guestrooms and F&B outlets, repair or replace damaged carpets and furniture in guestrooms, offices or F&B outlets, perform interior mason work (e.g. cement construction, and tiles, marble and granite repair and replacement), and perform other maintenance, repair and interior decoration work as stated in work orders and maintenance schedule. In-house refurbishment and renovation works are also included. The Engineering Office provides administrative control to facilitate the activities and operations of the department. The Director of Engineering and the Chief Engineer are responsible for arranging for disposal of chemical waste and other engineering waste, and making decision on engineering purchase. The Technical Assistant in Technical Store is responsible for handling the purchase and ensuring that all materials are stored properly. In addition, the Engineering Department is also responsible for arranging maintenance of fire prevention and control facilities (e.g. fire extinguishers, fire blankets and smoke detectors) by fire service installation contractors. 5. Identification of environmental aspects and their significance

evaluation For each department/ section in the hotel, a checklist was used to list all relevant activities and operations, and their associated environmental aspects and impacts under normal, abnormal and emergency situations. Each environmental aspect was then assessed against the following system to evaluate its significance:


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Environmental Aspect Significant?

⇓ Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ No Yes

⇒ ü

⇓ Not a significant environmental aspect

Fig. 2 System for evaluating the significance of environmental aspects.

All identified significant environmental aspects and their associated impacts (have to be controlled by appropriate operation control procedures and/or improved by suitable environmental objectives and targets setting to ensure continual improvement in environmental performance) were then compiled to a Register of Significant Environmental Aspects by the Human Resources Manager. The most significant environmental aspects and impacts are as follows: (i) Emission to air: significant environmental aspects and impacts in this area

include flue gas emissions from the boiler plant, exhaust emissions from kitchens, potential leakage of refrigerant from the chiller plant to the atmosphere, potential leakage of volatile chemicals (e.g. thinner, plant, laundry chemicals containing ozone depleting substances, etc.), emission

1. Is the aspect controlled through either legal or other requirements?

2. Is the aspect likely to have a high severity of consequence to the environment or human health?

3. Does the aspect represent a potential liability?

4. Have any legitimate complaints been received related to the aspect?

5. Does the aspect result in large quantities of waste?

6. Are large quantities of resources consumed?

7. Does use/disposal of the product create concern?

8. Is the aspect a business concern, or a concern of interested parties?


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of lint particles by laundry machine, and emission of heat by equipment to workplace.

(ii) Water use and sewage discharge: major sources of water use and sewage

discharge come from cleaning processes in Housekeeping, operation of laundry machines, kitchen activities, engineering and building maintenance, and water consumption in guestrooms, public area toilets and staff changing rooms.

(iii) Land contamination and use of landfill space: general solid waste (waste

paper, empty containers, food waste, packaging waste, timber waste, broken equipment and utensils, building waste, and other consumables) that eventually disposed in landfills are mainly from guestrooms, offices, service outlets and kitchens, stores, and engineering and building maintenance.

(iv) Noise emissions: significant environmental aspects and impacts in this

area include noise emissions by HVAC system, bars and lounges, engineering and building maintenance activities, and potential noise emissions by alarm systems (e.g. burglar alarm).

(v) Health risks: potential health risks arise from chemicals and dangerous

goods handling in four Departments/Sections (Housekeeping, Laundry, Stewarding and Engineering), fire in the hotel, and malfunction of equipment.

(vi) Chemical use: significant amount of chemicals is used in four

Departments/Sections (Housekeeping, Laundry, Stewarding and Engineering).

(vii) Energy use: significant amount of electricity is consumed by the lighting

and HVAC system, pumps operation (e.g. water pumps and swimming pool plant), and equipment and machines (e.g. dishwashers and laundry machines). Operation of the boiler plant (consumption of diesel oil) is also energy intensive.

6. Review of relevant environmental legislation and other requirements A generic register of relevant environmental legislation in relation to the operation of the hotel was compiled in 1996. During the IER process, the Register of Legal Requirements was updated and it provided an effective tool to aid the environmental aspect significance evaluation process.


Appendix I

Gap Analysis Checklist

ISO 14001

System Requirement Current Practice & Findings EMS Satisfied (Yes/No/Partly)?

Recommendation

I. ENVIRONMENTAL MANAGEMENT SYSTEM (EMS); General

4.1 1. Is there a documented EMS which conforms to the requirements of the ISO 14001 Standard?

Most existing environmental practices are not documented. Most of formal EMS components are absent.

No The hotel should develop a documented EMS in accordance with ISO 14001 Standard requirements and document existing environmental practices.

4.1 2. Is the EMS kept up to date? Not applicable. No The EMS should be kept up-to-date. 4.1 3. Are all clauses of the standard addressed? Not applicable. No The EMS should address all clauses and sub-

clauses of ISO 14001 Standard. 4.1 4. Is the EMS sufficiently implemented? Not applicable. No The EMS should be implemented by staff at

all levels. 4.1 5. Are other environmental commitments addressed

within the EMS? Not applicable. No The EMS should address the hotel’s

environmental commitments. 4.1 6. Does the scope of the EMS cover all the hotel's

activities, products and services? Not applicable. No The EMS should cover all activities,

products and services of the hotel. II. ENVIRONMENTAL POLICY 4.2 1. Has the hotel's top management defined, endorsed &

signed the policy? The hotel has an Environmental Management Code of Practice but does not have an environmental policy.

No An environmental policy should be developed by top management in light of the findings of the initial environmental review. The General Manager should endorse and sign the policy. The environmental policy should be documented, implemented, maintained and communicated to all employees.

2. Is the hotel's policy consistent with the corporate policy?

Not applicable. No

The environmental policy should be consistent with the corporate policy (if any).

4.2.a 3. Does the policy sufficiently describe the hotel's activities, products and/or services?

Not applicable. No The environmental policy should cover the hotel’s activities, products and services.


4.2.a 4. Is the policy appropriate to the nature, scale and environmental impacts of its activities, products and/or services?

Not applicable. No The environmental policy should address environmental issues of particular relevance to the hotel.

4.2.b 5. Does the policy include a commitment to continual improvement of environmental performance?

Not applicable. No The environmental policy should include a commitment to continual improvement of environmental performance.

4.2.b 6. Does the policy include a commitment to pollution prevention?

Not applicable. No The environmental policy should include a commitment to pollution prevention

7. Does the policy include a commitment to system improvement?

Not applicable. No The environmental policy should include a commitment to continual improvement of environmental performance.

4.2.d 8. Does the policy provide a framework for setting & reviewing environmental objectives & targets?

Not applicable. No The environmental policy should form the basis for setting objectives and targets.

4.2.c 9. Does the policy include a commitment to comply with legal & regulatory requirements?

Not applicable. No The environmental policy should include a commitment to comply with legal & regulatory requirements.

4.2.c 10. Does the policy include a commitment to comply with other requirements (e.g. Responsible Care, Covenants, Corporate etc.)?

Not applicable. No

The environmental policy should include a commitment to comply with other requirements (if any).

4.2.f 11. Is the policy available to the public? Not applicable. No

The environmental policy should be made available to the public.

4.6 12. Has the policy been updated as a result of audits/reviews?

Not applicable. No The environmental policy should be updated where necessary during management review.

4.2.e 13. Has the policy been communicated to all (including contracted or temporary) employees?

Not applicable. No The environmental policy should be communicated to all employees.

II. PLANNING ACTIVITIES 1. Environmental Aspects

4.3.1 1. Is there a method to identify and evaluate significant environmental aspects that they can directly control?

There is no formal procedure for identifying environmental aspects and impacts relevant to the hotel’s activities and operations, and evaluating their significance. The hotel also does not keep a formal register of environmental aspects and impacts.

No The hotel should establish a procedure for identifying environmental aspects and impacts relevant to the hotel’s activities and operations (include environmental aspects arise from activities and operations of the hotel’s suppliers and contractors) under normal, abnormal, accidental and emergency conditions, and establish a system to evaluate


the significance of each environmental aspect. The hotel should also establish a register of environmental aspects and impacts, and keep the register up-to-date.

4.3.1 2. Is there a method to identify and evaluate significant environmental aspects that they can influence?

There is no formal procedure for identifying environmental aspects and impacts relevant to the hotel’s suppliers and contractors, and evaluating their significance. The hotel also does not keep a formal register of environmental aspects and impacts. Review of correspondences showed that the hotel does contact suppliers and contractors but there are no systematic and documented procedures.

No Same as above.

4.3.1 3. Is there a sound method to allocate significance? Not applicable. No The hotel should establish a system for evaluating the significance of environmental aspects. Environmental aspects evaluated as significant have to be either controlled by appropriate operational controls or improved by objectives and target setting.

4.3.1 4. Is there a method to link objectives to these significant aspects?

Not applicable. No The top management has to consider significant environmental aspects in setting objectives and targets. Each objective and target should cross-reference to relevant significant environmental aspect in the register, and the register should be continuously updated.

4.3.1 5. If yes, is it implemented & updated? Not applicable. No Same as above. A.4.3.1 6. Has an Initial Environmental Review been carried

out? The IER is in progress. Partly, the IER is

being conducted The hotel should complete the IER.

A.4.3.1 7. Did the review cover the four key areas? • legislative and regulatory requirements; • an identification of significant environmental

aspects; • an examination of all existing environmental

management practices and procedures;

The IER methodology has covered the four areas.

Yes


• an evaluation of feedback from the investigation of previous incidents.

A.4.3.1 8. Has the method for identification of environmental aspects considered the following where relevant?

a) emissions to air; b) releases to water; c) waste management; d) contamination of land; e) impact on communities; f) use of raw materials and natural resources; g) other local environmental issues

The environmental aspects identification process has considered:

a) emissions to air; b) releases to water; c) waste management; d) contamination of land; e) impact on communities; f) use of raw materials and natural

resources; g) other local environmental issues

Yes

A.4.3.1 9. Have normal, • abnormal, • accidents, • emergency conditions been considered?

Environmental aspects under normal, abnormal, accidental and emergency conditions are considered.

Yes

II. PLANNING ACTIVITIES 2. Legal & Other Requirements

4.3.2 1. Is there a method to identify & have access to : • legal & regulatory requirements

(permits/consents)? • other requirements (e.g. Responsible Care,

Covenants, Corporate etc.)?

A generic register of relevant environmental legislation in relation to the operation of the hotel was compiled in 1996. The hotel does not have a procedure to keep the register up-to-date. The hotel also does not have a well-defined procedure for identifying and having access to legal and other requirements.

Partly The hotel should establish a procedure to identify and have access to legal and other requirements relevant the hotel’s activities, products and services.

4.3.2 2. Is the method also used for products and services? Not applicable. No Same as above. 4.3.2 3. How are these requirements kept up to date? The hotel does not have a procedure to keep

the register up-to-date. No The hotel should establish a procedure to

keep the register of legal and other requirements up-to-date.

4.3.2 4. Have they related the requirements to their activities, products & services?

The legal requirements in the existing register are related to the hotel’s activities, products & services.

Yes

II. PLANNING ACTIVITIES 3. Objectives & Targets

4.3.3 1. Is there a method to establish Objectives & Targets? The existing method to establish objectives and Partly The hotel should revise the current method.


targets is not systematic and the hotel does not have a register of significant environmental aspects. Each year, the General Manager will discuss with Department Heads about the ways to improve environmental performance in some areas (e.g. energy and water conservation) by setting appropriate objectives and targets. For example, one of the objectives is to save energy and improve energy efficiency, and the corresponding target is to change equipment and get a more efficient boiler in the next 5 years. There is no well-defined monitoring system to check the progress towards achieving these objectives and targets

The hotel should base on the significant environmental aspects and the current situation to develop appropriate and feasible objectives and targets to improve the environmental performance. Objectives and targets should be set with timeframes and detailed performance criteria where possible, approved by the General Manager, and periodically monitored, reviewed and revised where necessary. Sufficient human and financial resources should be allocated to ensure objectives and targets are met within the target date.

4.3.3 2. Are these Objectives & Targets set on a company wide basis?

One example is the 6R policy. The overall objectives for the hotel are reflected in the Environmental Management Code of Practice.

Yes

4.3.3 3. Are these Objectives & Targets set at each relevant function and level within the hotel?

Yes

4.3.3 4. Do the Objectives & Targets consider: • significant aspects? • the legal requirements? • Other EMS requirements? • Views of interested parties? • Technology options (EVABAT)? • Financial, operational and business goals

(EVABAT)?

The hotel does not have a register of significant environmental aspects or a system to evaluate the significance of environmental aspects. The hotel does not follow other EMS requirements simply because the hotel does not have an EMS.

Partly The hotel should consider the followings in establishing and reviewing objectives: • significant aspects • the legal requirements • other EMS requirements • views of interested parties • technology options (EVABAT) • financial, operational and business goals

(EVABAT) 4.3.3 5. Are the Objectives & Targets consistent with the

Environmental Policy, including a commitment to prevention of pollution?

Not applicable because the hotel does not have an environmental policy at this moment.

No Objectives and targets should be consistent with the environmental policy, including a commitment to prevention of pollution.

A.4.3.3 6. Are objectives specific? The overall objectives for the hotel are reflected in the Environmental Management Code of Practice.

Yes

A.4.3.3 7. Are the targets measurable where practicable? Yes


A.4.3.3 8. Do Objectives and Targets take preventative measures into account where appropriate?

The hotel does not have a systematic system in establishing objectives and targets, and a monitoring system to check progress towards achieving these objectives and targets.

Partly Objectives and Targets should take preventative measures into account where appropriate.

II. PLANNING ACTIVITIES 4. Environmental Management Programme

4.3.4 1. Is there a programme to achieve Objectives and Targets?

There are programmes to achieve Objectives and Targets for energy and water conservation, and risk prevention but the programmes is rather informal. There is no specific action plan for other Objectives and Targets.

Partly The hotel should establish a detailed environmental management programme to achieve each Objective and Target. The environmental management programme should be regularly reviewed and revised where necessary.

4.3.4.b 2. Does the programme define the means (detailed programme steps) & time frame by which Objectives and Targets are to be achieved?

Not clearly defined. Partly The hotel should establish a formal environmental management programme or action plan with timeframe to achieve each Objective and Target.

4.3.4.a 3. Has responsibility for achieving Objectives and Targets been designated at each relevant function & level in the hotel?

The responsibility for achieving Objectives and Targets is not clearly defined.

No The environmental management programmes should assign responsibilities for achieving the objectives and targets at the different levels of the hotel.

4.3.4 4. Has Environmental Management been applied to programme(s) relating to projects covering:

a) new developments? b) new or modified activities? c) new or modified products? d) new or modified services?

No Environmental Management should be applied to programme(s) relating to projects covering: a) new developments b) new or modified activities c) new or modified products d) new or modified services

A.4.3.4 5. Does the programme for current and new activities, products and services consider the following stages? • planning • design • production • marketing • disposal

Partly The hotel should consider these stages in establishing environmental management programmes.

A.4.3.4 6. Does the programme for products consider the Partly The hotel should consider these stages in


following stages? • design • materials • production • processes • use and disposed

establishing environmental management programmes.

A.4.3.4 7. Does the programme for installation or significant process modifications address the following stages? • planning • design • construction • commissioning • operation • decommissioning

No The hotel should address these stages in establishing environmental management programmes.

III. IMPLEMENTATION AND OPERATIONAL ISSUES 1. Structure and responsibilities

4.4.1 1. Have roles, responsibilities and authorities for effective environmental management been: • defined? • documented? • communicated?

Roles, responsibilities and authorities for environmental management is not well-defined, documented or communicated to staff at all levels. The Human Resources Manager is responsible for the establishment and implementation of EMS but not all staff knows that.

No The EMS team structure of the hotel including the roles, responsibilities and authorities of staff at all levels should be defined, documented and communicated to all staff, and revised where necessary.

4.4.1 2. Has the management provided the following resources for EMS implementation and control? • human resources • specialised skills • technology • financial resources

The General Manager has provided adequate resources for the implementation of environmental management practices such as energy and water conservation. However, the hotel does not have an EMS to manage the resources utilisation in a systematic and effective way.

Partly The hotel should establish a procedure to ensure all these resources are sufficient , and utilised and managed in a systematic and effective way.

4.4.1 a & b

3. Has the hotel appointed specific management representative(s) to: • ensure EMS is established, implemented and

maintained?

Department Heads report the environmental performance of their departments to the General Manager during the monthly meeting which is reflected in the meeting minutes.

No The General Manager should designate an EMS Manager and a Deputy EMS Manager for: • ensuring the EMS is established,


• report performance of EMS to top management for review and EMS improvement?

implemented and maintained • reporting performance of the EMS to top

management for review and EMS improvement

A.4.4.1 4. Have environmental responsibilities been defined in departments other than just the environmental department?

There is no environmental department in the hotel. Environmental responsibilities are not clearly defined and documented.

Partly The hotel should define and document the environmental responsibilities of staff at all levels.

A.4.4.1 5. Does top management ensure that appropriate resources are provided to ensure the EMS is implemented and maintained?

Not applicable because the hotel does not have an EMS.

No The EMS should be documented, periodically reviewed and revised where necessary, and authorised by the General Manager to ensure that appropriate resources are provided for implementing and maintaining the EMS.

III. IMPLEMENTATION AND OPERATION ISSUES 2. Training, Awareness and Competence

4.4.2 1. Has the hotel identified training needs? The hotel identifies training needs in an informal way. Review of training records show that engineering staff received relevant training from the HK Polytechnic University, and all staff received basic environmental awareness training.

Partly The hotel should establish a procedure to identify training needs of staff at all levels.

4.4.2 2. Has the hotel appropriately trained those personnel whose work may have a significant impact on the environment?

The hotel staff has appropriate skills to perform tasks which may have a significant impact on the environment. The hotel has no documented training plan.

Partly The hotel should establish a procedure to ensure adequate training is provided to staff whose work may have a significant impact on the environment. Training plan should be formulated and training records should be kept.

4.4.2 3. Are there procedures to ensure employees at each level & function are aware of: • importance of conformance with the

environmental policy and procedure? • importance of conformance with the

requirements of the EMS? • the significant environmental impacts, actual or

Department Heads usually provide verbal instructions to their staff to ensure that they understand appropriate operating procedures, and are aware of the significant environmental impacts associated with their work. Such verbal briefing is recorded in logbooks.

Partly The hotel should establish a documented EMS with roles and responsibilities clearly defined, and conduct appropriate training to employees at each level & function to ensure they understands the hotel’s EMS and environmental commitments, their roles and responsibilities, and the significance of


potential, of their work? • the environmental benefits of improved personal

performance? • their roles and responsibilities in achieving

conformance with the environmental policy and procedures?

• their roles and responsibilities in achieving conformance with the requirements of the EMS including emergency preparedness and response requirements?

• the potential consequences of departure from specified operating procedures?

environmental impacts of their work.

4.4.2 4. Are those who perform tasks that can cause significant impacts competent to do so, based on appropriate education, training and/or experience?

For Engineering Department, technicians have relevant certificates to prove their competence. Relevant staff also attended courses and seminar organised by HK Polytechnic University and boiler seminar organised by HK Labour Department. Training records are not well-documented. The hotel does not have procedures to identify what tasks can cause significant impacts on the environment.

Partly The hotel should establish a procedure to identify what tasks can cause significant impacts on the environment and provide adequate training to the staff. Documents which reflect their qualification and experience, and training records should be kept systematically.

A.4.4.2 5. Has the hotel determined whether contractors working on their behalf can show that their employees have the requisite training?

The hotel employed licensed contractors to conduct maintenance on lifts, boiler and fire systems, etc.

Yes The hotel should confirm and document written evidences (e.g. certificates) from the contractors.

III. IMPLEMENTATION AND OPERATIONAL ISSUES 3. Communications

4.4.3.a 1. Does the hotel have a method for internal communications about its significant aspects and EMS, between the various levels and functions?

For senior management, the bi-weekly meeting is the formal communication channel for environmental issues. Environmental information is communicated to all staff through notice boards, staff newsletter and team briefing, etc. The internal communication method is not documented.

Yes The hotel should document the method for internal communications and record all correspondences.

4.4.3.b 2. Does the hotel have a method for receiving, General enquiries and complaints will firstly be Partly The hotel should document the method for


documenting and responding to relevant communications from external interested parties about its significant aspects and EMS?

received by PR Department and handled by responsible Department Heads. However, there is no formal or documented procedure to guide staff how to do in case of complaints by guests.

external communications and record all correspondences.

4.4.3 3. Has the hotel decided whether to communicate its significant aspects externally?

The hotel often communicates environmental issues to journalists, seminars, and publications. However, the hotel never makes such decision.

No

Top management should make decision and document it. If the hotel decided to communicate its significant aspects externally, the hotel should establish a procedure to explain the method.

A.4.3.3 4. Has there been any dialogue with external interested parties, other than the regulators?

The hotel keeps correspondences of external interested parties (e.g. Hong Kong Hotels Association, etc.).

Yes

A.4.3.3 5. Has there been any dialogue with public authorities regarding emergency planning and other relevant issues?

The hotel keeps correspondences of public authorities (e.g. FSD, EPD, etc.).

Yes

III. IMPLEMENTATION AND OPERATIONAL ISSUES 4/5. EMS Documentation and Document Control

4.4.4.a 1. Is there information in paper or electronic form to describe the core elements of the management system and their interactions?

The hotel does not have a documented (either in paper or electronic form) EMS.

No The hotel should develop an documented EMS both in paper and electronic form.

4.4.4.b 2. Does this information provide direction to relevant documentation?

Not applicable. No The hotel’s EMS documents and procedures should provide direction to relevant documentation.

4.4.5 3. Is there a method to control all documents such that : • they can be located? • they are periodically reviewed, revised as

necessary and approved for adequacy by authorised personnel?

• current versions of all relevant documents are available at appropriate operational locations?

• obsolete documents are removed promptly and their disposal ensured?

• obsolete documents retained for reference are

Not applicable. No The hotel should define a document control system to control EMS documentation to ensure compliance with ISO 14001 Standard requirements.


suitably identified? 4.4.5 4. Is the documentation:

• legible? • dated (with dates of revision)? • readily identifiable? • maintained in an orderly manner? • retained for a specific time?

Not applicable. No The hotel should establish a procedure to ensure that the EMS documentation is: • legible • dated (with dates of revision) • readily identifiable • maintained in an orderly manner • retained for a specific time

4.4.5 5. Is there a method detailing who is responsible for creation and modification of the various types of documentation?

Not applicable. No The hotel should define the responsibility for document creation and modification in each EMS document or procedure.

III. IMPLEMENTATION AND OPERATIONAL ISSUES 6. Operational Control

4.4.6 1. Has the hotel identified those operations and activities that are associated with the identified significant environmental aspects in line with its policy objectives and targets?

The hotel does not have a formal method and procedure to identify significant environmental aspects, and their related operations and activities.

No The hotel should establish a procedure to identify all significant environmental aspects, and their related operations and activities.

4.4.6 2. Has the hotel planned these activities, including maintenance, in order to ensure that they are carried out under specified conditions by: • establishing and maintaining documented

procedures to cover situations where their absence could lead to deviations from the environmental policy and the objectives and targets?

• stipulating operation criteria in the procedures? • establishing and maintaining procedures related

to the identifiable significant environmental aspects of goods and services used by the hotel and communicating relevant procedures and requirements to suppliers and contractors?

The hotel has some informal and simple work instructions (logbooks, notices, and maintenance schedules) for internal use but detailed operation criteria and responsibilities are not well-defined.

Partly The hotel should establish and document appropriate operation control procedures to control activities and operations related to identified significant environmental aspects, and consider communicating these procedures and requirements to suppliers and contractors.

III. IMPLEMENTATION AND OPERATIONAL ISSUES 7. Emergency Preparedness and Response


4.4.7 1. Has the hotel established and maintained a method to: • identify potential for accidents and emergencies? • respond to accidents and emergency situations? • prevent and mitigate the environmental impacts

that may be associated with them?

The hotel does not have a method to identify potential for accidents and emergencies. However, the hotel has conducted fire drills, and fire prevention and fighting system is checked regularly. In Engineering Department, technicians are ready to fix the problem in case of equipment malfunction. First-aid boxes are placed at work places for staff use. There is no documented procedure for the staff to handle chemical spillage properly.

Partly The hotel should establish and document a procedure to identify potential for accidents and emergencies, and develop proper programmes to respond to these accidents and emergency situations and prevent and mitigate the environmental impacts that may be associated with them. The hotel should test such programmes periodically and revise the programmes where necessary, and communicate such programmes to hotel staff.

4.4.7 2. Has the hotel reviewed and revised, where necessary, its emergency preparedness and response procedures, in particular, after the occurrence of accidents or emergency situations?

The hotel has no documented procedures to review and revise its emergency preparedness and response procedures.

No The hotel should establish and document a procedure to periodically review and revise its emergency preparedness and response procedures.

4.4.7 3. Has the hotel periodically tested such procedures where practicable?

The hotel only tests its fire prevention and fighting system regularly.

Partly All these procedures should be periodically tested where practicable.

IV. CHECKING AND CORRECTIVE ACTION 1. Monitoring and Measurement

4.5.1 1. Has the hotel established and maintained documented procedures to monitor and measure on a regular basis the key characteristics of its operations and activities that can have a significant impact on the environment?

Review of records and minutes of Department Heads meeting showed that the hotel performs a lot of monitoring and measurement on resources usage, material recycling and reuse, equipment performance, etc. However, formal documented monitoring and measurement procedures are absent.

Partly

The hotel should establish and maintain documented procedures to monitor and measure the key characteristics of operations and activities related to significant environmental aspects regularly.

4.5.1 2. Does this include the recording of information to track performance, relevant operational controls and conformance with the hotel’s objectives and targets?

Records are kept to track performance but formal procedures for the recording of information to track performance, relevant operational controls and conformance with the hotel’s objectives and targets are absent.

No The hotel should establish and maintain documented procedures to record information to track performance, relevant operational controls and conformance with the hotel’s objectives and targets

4.5.1 3. Do they calibrate and maintain monitoring equipment?

Review of maintenance schedule and records showed that the hotel calibrates and maintains monitoring equipment periodically.

Yes

4.5.1 4. Do they retain records of this process according to their procedures?

Records are kept and the processes are recorded in logbooks.

Yes


4.5.1 5. Has the hotel established and maintained a documented procedure for periodically evaluating compliance with relevant environmental legislation and regulations?

To comply with water pollution control legislation, the hotel sends sewage sampling results to the EPD every 2 months. The hotel welcomes any site inspection by government authorities. There is no formal documented procedure to evaluate legal compliance periodically.

No The hotel should establish and maintain a documented procedure for periodically evaluating compliance with relevant environmental legislation and regulations.

IV. CHECKING AND CORRECTIVE ACTION 2. Non-conformance and Corrective and Preventive Action

4.5.2 1. Has the hotel established and maintained methods for defining responsibility and authority: • for handling and investigating non-

conformance? • for taking action to mitigate any impacts caused? • for initiating and completing corrective and

preventive action?

Any abnormal performance detected is normally handled and investigated by Department Heads who are responsible for assigning right personnel to complete appropriate actions to mitigate the situation.

Partly The hotel should establish a documented procedure for stating the method and defining the responsibility and authority: • for handling and investigating non-

conformance • for taking action to mitigate any impacts

caused • for initiating and completing corrective

and preventive action 4.5.2 2. Has the corrective or preventive action taken to

eliminate the causes of actual and potential non-conformances been appropriate to the magnitude of problems and commensurate with the environmental impact encountered?

Department Heads will base on their experience and consult external parties where necessary to implement appropriate actions to mitigate any abnormal performance.

Yes

4.5.2 3. Has the hotel implemented and recorded any changes in the documented procedures resulting from corrective and preventive action?

The hotel normally records the actions in logbooks.

No The hotel should establish a documented EMS, and implement and record any changes in documented procedures resulting from corrective and preventive actions that arise from non-conformances.

A.4.5.2 4. In establishing and maintaining procedures for investigating and correcting non-conformance, has the hotel included these basic elements : • identified the cause of the non-conformance? • identified and implement the necessary actions? • implemented or modified controls necessary to

Not applicable. No The hotel should consider all these basic elements while establishing and maintaining procedures for investigating and correcting non-conformance.


avoid repetition of the non conformance? • recorded any changes in written procedures

resulting from the corrective action? IV. CHECKING AND CORRECTIVE ACTION

3. Records

4.5.3 1. Has the hotel established and maintained methods for the identification, maintenance and disposition of environmental records?

Review of records and minutes of Department Heads meeting showed that the hotel keeps records relevant to resources usage, material recycling and reuse, equipment performance, etc. However, there is no formal method for the identification, maintenance and disposition of environmental records.

Partly The hotel should establish a procedure for the identification, maintenance and disposition of environmental records.

4.5.3 2. Do these records include • training records? • results of audits? • results of reviews?

Review of existing records and meeting minutes shows that the hotel has training records, an environmental audit report by a local green group (not a system audit) and minutes of bi-weekly Department Heads meeting.

Yes The hotel should identify and keep all records that arise from the implementation of the EMS.

4.5.3 3. Are these environmental records: • legible? • identifiable? • traceable to the activity, product or service

involved?

All existing records kept by the hotel meet the requirements.

Yes The hotel’s EMS documents and procedures should provide direction to relevant environmental records which should be dated, with title shown on the first page..

4.5.3 4. Are the environmental records stored and maintained in such a way that they are readily retrievable and protected against damage, deterioration or loss?

Department/Section Heads knows where these records are and they are stored and maintained in a systematic manner.

Partly The hotel should state the responsibility of keeping environmental records on EMS documents and procedures.

4.5.3 5. Are retention times established and recorded? Department/Section Heads knows the retention time of each record but it is not documented.

Partly The hotel should record the retention times of environmental records on EMS documents and procedures.

4.5.3 6. Are these records sufficiently maintained, as appropriate to the system and to the hotel, to demonstrate conformance to the requirements of ISO 14001 Standard?

Records that arise from the implementation of EMS procedures in order to conform to the requirements of ISO 14001 Standard are absent.

No The hotel should identify and keep all records that arise from the implementation of the EMS.

4.5.3 7. Do methods for identification, maintenance and disposition of records focus on those records needed

There is no formal method for the identification, maintenance and disposition of

No The hotel should establish a procedure for the identification, maintenance and disposition of


for the implementation and operation of the environmental management system?

environmental records. environmental records that arise from the implementation of the EMS.

A.4.5.3 8. Do they record the extent to which planned objectives and targets have been met?

The hotel normally performs analysis on existing records and compares the results with previous analysis. The results, which indicate environmental performance, will be discussed in the Department Heads meeting.

No The hotel should define the responsibility in environmental management programme for recording the progress towards achieving these Objectives and Targets.

A.4.5.3 9. Do they keep the following environmental records? a) information on applicable environmental laws

or other requirements; b) complaint records; c) training records; d) product process information; e) product information; f) inspection, maintenance and calibration

records; g) pertinent contractor and supplier information; h) incident reports; i) information on emergency preparedness and

response; j) records of significant environmental aspects; k) audits results; l) management reviews.

The hotel keeps such records except the last three records because the hotel does not have a documented EMS at the moment. The hotel keeps an environmental audit report by a local green group (not a system audit) and minutes of bi-weekly Department Heads meeting which are similar to the last 2 records. However, the retention times of all these records are not documented.

Partly The hotel should identify and keep all records that arise from the implementation of the EMS.

IV. CHECKING AND CORRECTIVE ACTION 4. EMS Internal Audits

4.5.4 1. Has the hotel established and maintained (a) programme(s) and methods for periodic environmental management system audits?

The hotel has performs audits. The audit performed by the local green group focuses on waste management and the audit performed by the chemical supplier focus on hygiene. No programme and method are established for EMS audits.

No The hotel should establish and maintain a procedure for defining a programme for periodic EMS audits.

4.5.4 2. Have they determined whether the environmental management system: • conforms to planned arrangements for

environmental management including the

Not applicable. No The hotel should establish an audit programme and carry out regular audits to ensure that the EMS: • conforms to planned arrangements for


requirements of ISO 14001 Standard? • has been properly implemented and maintained?

environmental management including the requirements of the ISO 14001 Standard

• has been properly implemented and maintained

4.5.4 3. Have they provided information on the results of audits to management?

The results of previous audits (but not EMS audits) have been discussed in Department Heads meetings.

No The hotel should establish a procedure to ensure that the results of EMS audits are discussed in management review meetings.

4.5.4 4. Is the programme based on the : • environmental importance of the activity

concerned? • results of previous audits?

Not applicable. No The hotel should consider all these in establishing EMS audit programmes.

4.5.4 & A.4.5.4

5. Does the audit procedure cover: • the audit scope, i.e. the activities and areas to be

considered? • frequency? • methodology, i.e. how the audit will be

conducted? • responsibilities associated with managing and

conducting audits? • requirements for conducting audits, i.e. auditor

competence? • requirements for reporting and communicating

the audit findings?

Not applicable. No The EMS audit procedures of the hotel should cover all these elements.

A.4.5.4 6. Was the audit carried out • impartially? • objectively?

Not applicable. No The hotel should arrange EMS auditors properly to ensure audit are performed impartially and objectively.

V. MANAGEMENT REVIEW 4.6 1. Has the hotel’s top management, at intervals it has

determined, reviewed the environmental management system, to ensure its continuing : • suitability? • adequacy? • effectiveness?

The hotel has an annual formal meeting once a year for review of general performance but not for EMS. Meeting minutes are kept.

No The hotel should establish a procedure to review the EMS regularly, based on EMS audit results, comments from interested parties, etc. The management review provides a good chance for the hotel to see whether the environmental policy is relevant to the hotel’s activities and operations,


whether the EMS brings the benefits that the hotel expects, whether objectives and targets are met, whether it is necessary to establish new objectives and targets, etc.

4.6 2. Does the management review process ensure that the necessary information is collected to allow management to carry out this evaluation?

Not applicable. No The hotel should establish a procedure to ensure that necessary information is collected to allow management to carry out the review.

4.6 & A.4.6

3. Has the review (observations, conclusions and recommendations) been recorded/documented for necessary action?

Not applicable. No The hotel should establish a procedure to ensure that the results of the management review are documented.

4.6 & A.4.6

4. Did the management review address the possible need for changes to policy, objectives and other elements of the EMS, in the light of • environmental management system audit

results? • the extent to which objectives and targets have

been met? • changing circumstances? • concerns amongst interested parties? • the commitment to continual improvement?

Not applicable. No The hotel should establish a procedure to ensure that all these elements are considered in the management review process.

A.4.6 5. Was the review of the policy, objectives and procedures carried out by the level of management that defined them?

Not applicable. No The General Manager and Department Heads should attend the management review meeting.