THE INDUSTRY GUIDE TO SUSTAINABLE OPERATION

1 1.1
POLICY AND
MANAGEMENT
WH Y HAVE AN E NVIR O NME NTAL
M A N AGE ME NT P RO GRAMME ? 2
1.7 INT ERNAT IONA L S TA NDA RDS A ND
CERT IF ICAT ION S CHEMES 13

1.1.1 Climate change and other global

environmental concerns 2 1.8 MORE INF ORMAT ION 14
1.1.2 Legal obligation 3
1.8.1 Contacts 14
1.1.3 Financial incentives 3
1.8.2 Resources 14
1.1.4 Competitive position 3
1.1.5 Attracting and retaining staff 4 A PPENDICES
1.1.6 Local responsibilities 4 1 ITP Membership Charter 15
1.1.7 Safeguarding the industry’s future 4 2 Key issue review table 16
3 Calculating your performance percentage 20
1.2 E S TABLISHING A P O LIC Y AND SYSTEM 5

1.2.1 Identify key impacts 5

1.2.2 Policy 5

1.3 E N V IR O NME NTAL W O R K ING GRO UP 8

1.3.1 Appointing a champion 8

1.3.2 Membership of the group 8

1.4 C O N D UC TING AN E NVIR O NME NTAL

R E V IE W 9

1.5 S E T T ING TARGE TS AND AUD ITING

P R O GR E SS 10

1.5.1 Auditing 11

1.6 S TA F F MO TIVATIO N AND TRAINING 11

1.6.1 Awareness and communication 11

1.6.2 Training 12
1.6.3 Financial and technical support 12
1.6.4 Team-building activities 12
1.6.5 Recognising and rewarding effort 13
1.6.6 Publicising success 13

First published 1993 | Third edition 2008 | Digital Release 2014

© International Tourism Partnership 1993, 1996, 2008, 2014 all rights reserved.
This work is licensed under a Creative Commons Attribution-Non-Commercial-NoDerivs 3.0 Unported Licence.
This manual was published in 2014 when Sustainable Hospitality Alliance
was known as International Tourism Partnership (ITP), part of Business in
the Community (BITC).
 ENVIRONMENTAL MANAGEMENT
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FOR HOTELS

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Policy,
communication
and eco-learning
are key elements
of Hilton’s
‘we care!’
environmental
management
programme

1POLICY AND
MANAGEMENT
In order to establish a successful environmental programme you
need to be clear about why you are introducing it and to ensure
that your staff are fully in support. You will also need to devise a
policy that addresses the issues relevant to your hotel and adopt a
systematic approach that will enable you to monitor and improve on
your performance day-to-day, week-on-week and year-on-year.

Building a new environmental ‘culture’ will involve communicating to

staff, guests and other stakeholders. These may include investors,
shareholders, your bank manager, suppliers and members of your
local community.

This section deals with how to set up such a programme.

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WHY HAVE AN ENVIRON- ESTABLISHING CONDUCTING AN SETTING TARGETS INTERNATIONAL
ENVIRONMENTAL STAFF MOTIVATION MORE
MENTAL MANAGEMENT A POLICY AND ENVIRONMENTAL AND AUDITING STANDARDS AND APPENDICES
WORKING GROUP AND TRAINING INFORMATION
PROGRAMME? SYSTEM REVIEW PROGRESS CERTIFICATION SCHEMES

© INTERNATIONAL TOURISM PARTNERSHIP, 2008

 ENVIRONMENTAL MANAGEMENT
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1
1.1 WHY HAVE AN EN VI R O N M EN TAL
MAN AGEMEN T PR O G R AM M E?
Over time, an environmental management programme will give your business
a financial and competitive edge. Your business will be better prepared to meet
both future legislation and other external demands. Working systematically with
environmental issues often helps to reduce costs, for example of energy and water
consumption, the chemical products you use and your unsorted waste. It also
presents opportunities to distinguish your operation from that of other hoteliers, and
can make your hotel a more attractive place.

Your staff may well be recycling and doing their bit to save energy in their home lives
already. Some of them may even offset the carbon emissions they create through
their travel and/or the energy they use in their homes. They are therefore likely to
be receptive to the introduction of environmental practices at the hotel. However,
you may have to ask them to change their normal routines, to undergo training and
learn new techniques, and even perhaps volunteer their time. Initially, not everyone
may share your enthusiasm, so time spent briefing yourself on the issues and how
you will respond to likely questions will be an investment in the future success of your
programme.

1.1.1 Climate change and other global environmental concerns

a Climate change has been described by scientists and world leaders as the most ‘dangerous
and urgent challenge’ the world faces today.[1] Politicians, captains of industry and members
of the public are placing it at the top of their agenda, and so must hotel owners and operators.
Scientists and climate experts almost universally agree that climate change and global
warming are caused by human intervention and development, largely through emissions
of ‘greenhouse’ gases (GHGs) which are released by the burning of fossil fuels for energy
and transport and through activities such as deforestation and agriculture. Over the last
100 years, average global temperatures have risen by 0.7°C. The year 2005 was the hottest
on record, 2006 was nearly as warm, and the last decade has seen the eight hottest years
ever recorded. Worldwide, glaciers and snowlines are retreating and prolonged droughts
are on the increase, sea levels and temperatures are rising, and storms and hurricanes are
becoming more frequent and severe. These all have serious implications for the future of
tourism. We need to find ways to dramatically reduce our emissions of GHGs if we are to
avoid or at least minimise the environmental effects.

b Although much of the environmental focus is on climate change, there are other global
environmental challenges that mankind has created and which need to be addressed.
These include access to clean water, population overcrowding and over-development,
unsustainable food production, diminishing space to accommodate waste, disposal
of hazardous materials and the systematic spread of non-biodegradable chemicals. It
should not be forgotten that it is at local level that the effects of these issues are felt the most
keenly. SEE 1.1.6

c Hotels have an important role in improving the environment for the future. All hotels,
however small, place a burden on the environment. They consume water and energy and
create large quantities of waste, transportation contributes to local emissions as well as
climate change and chemicals used for cleaning or in air-conditioning systems can release
harmful emissions to the atmosphere and deplete the ozone layer. Many of the goods
that hotels buy in have environmental impacts associated with their manufacture, use and
disposal. However, if every hotel and resort in the world could reduce its environmental

[1] The words of politician and climate-change campaigner Al Gore who, in October 2007, with the UN’s Intergovernmental
Panel on Climate Change jointly received the Nobel Peace Prize for their efforts to ‘build up and disseminate knowledge
about man-made climate change’.

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impacts it would make a big difference to global issues such as long-term energy supply,
FOR HOTELS

1
man-made climate change, atmospheric and land contamination and reserves of safe water
supplies. Hotels are visited by millions of people and sound sustainable practices will, in
turn, influence guests, customers and staff.

1.1.2 Legal obligation

a Worldwide, environmental legislation is likely to become increasingly stringent and strictly
enforced. Failure to comply with international and national legislation and local authority
regulations can result in prosecution, fines and even imprisonment of senior executives and
management. The implications of non-compliance in terms of potential damage to the
company’s reputation, punitive fines and loss of customer patronage are very serious.

1.1.3 Financial incentives

There are clear commercial benefits in investing time and money in order to operate more
efficiently and avoid the penalties of not facing up to your environmental responsibilities:

a You will reduce the cost of your utility bills by using resources more efficiently. Many hotels
find they are able to consume 20 per cent less energy and water through simple resource-
saving measures.

b Waste disposal costs will be lower if you avoid products with excess packaging, reuse
materials elsewhere in the hotel and sort waste for recycling.

c The cost of other products and services can be reduced by using what you purchase more
efficiently.

d Investment made in environmental training can result in a payback per team member of
less than six months.[2]

e You will reduce your exposure to the risk of being fined from failing to meet legislation.

f Anticipating legislation that may be forthcoming in the future will allow you to make the
necessary investment on a planned basis.

g Investors naturally want to minimise the risks of their investment. This has led to a rise
in socially responsible investment as illustrated by the emergence of indices such as the
FTSE4Good Index and the Dow Jones Sustainability Index. Hotel companies that achieve
a listing on such indices are more likely to attract socially responsible investors.

1.1.4 Competitive position

a Although it is intangible, your company and your brand’s reputation are priceless and
critical to maintaining your market position. Reputation takes years to build up but can be
lost in moments – and may take years to re-establish. If you lose public confidence or tarnish
your company’s brand through poor environmental practice (or any other reason), you risk
losing your clientele and market share.

b Consumer attitudes have changed with the times and members of the travelling public are
increasingly concerned about their impacts. Research shows that many people prefer to take
holidays and stay in hotels that actively benefit the environment and the local community.
This emerging market is growing and wise companies are positioning themselves to take
advantage of it. Smart companies aim to be regarded as part of the solution rather than part
of the problem.

[2] Source: Scandic

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1.1.5 Attracting and retaining staff
a Staff are increasingly sophisticated and in tune with current thinking. They are likely to
want to work for an employer whose principles and practices reflect their own beliefs and for
whom they can be an ambassador. Conversely, it is hard to retain staff who feel let down by
their employer’s practices or who are on the defensive when asked questions by guests.

b Training in environmental and sustainability issues helps to foster a strong company culture.
It also increases staff motivation and morale by making staff feel they are valued and that
they are making a positive contribution to society. Highly motivated employees are more
likely to provide a better quality of service to your guests.

c By providing a cleaner, safer workplace, you will reduce the risk of causing health and
safety problems for staff – and possibly even litigation.

1.1.6 Local responsibilities

a Hotels and other accommodation providers have a responsibility to build good relationships
with those who live and work in the local community and to consider the needs of their
neighbours. This means operating in a way that will not detract from their quality of life, such
as by depleting water resources, creating noise, waste or traffic problems.

b By taking a leadership stance, you have an opportunity to influence and educate members
of the local community as well as visitors and guests, and encourage others to follow a more
sustainable way of life – which is to the benefit of everyone. SEE 1.1.1.c

c There may be opportunities to help strengthen the local community, for example, by
helping to finance essential infrastructure facilities such as drinking water, electricity, road
access and waste treatment in areas where these basic requirements are hard to meet.

d By making it a priority to employ staff from the local area, not only will you help support
the local economy, but your staff will be better acquainted with the area when it comes to
talking to guests. In addition, travelling distances will be reduced, creating opportunities to
reduce transport energy emissions through travel by bicycle or on foot.

e Sourcing goods and services locally will allow you to develop closer relationships with
suppliers, monitor quality more effectively, reduce CO2 and other harmful transportation
emissions and help the local business community to thrive.

f When undertaking renovation or extension projects, you should take into account the
opinions of local residents to avoid problems at the planning stage, during development
or after completion.

1.1.7 Safeguarding the industry's future

a Travel and tourism is one of the world's largest industries, employing over 230 million people
and generating over ten per cent of the world’s GDP.[3] As a major stakeholder, it is in every
hotel’s interest to help protect the environment on which the travel and tourism industry
depends. This means working at a local level to help solve global problems and find ways
to mitigate the impacts of the climate change we are already experiencing.

[3] Source: World Travel and Tourism Council figures for 2007

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ENVIRONMENTAL STAFF MOTIVATION MORE
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PROGRAMME? SYSTEM REVIEW PROGRESS CERTIFICATION SCHEMES

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1.2 ESTABLISHIN G A PO L I C Y AN D
SYSTEM
A reliable way to bring about improvements within an organisation is by putting in
place a management system to effect the desired changes. Whether the aim is to
improve quality, health and safety or the environment, a management system will
provide a formal and systematic framework with procedures for establishing targets
and measuring whether they are being met. The system usually works in a cycle
whereby the periodic repetition of certain steps enables lessons to be learned from
previous successes and failures so that improvement can be made on a continuous
basis. An environmental management system (EMS) can work alongside other
management systems that are already in place.

Like other management systems, your EMS will involve:

●● identifying the key environmental impacts created by your hotel

●● drawing up a policy and communicating it to staff
●● conducting an initial review of your hotel operation
●● allocating responsibilities
●● setting objectives and targets

●● monitoring and reporting on progress.

You may decide to build your own EMS or to take it from existing systems, such as an
ecolabel or an international management standard. SEE 1.7

1.2.1 Identify key impacts

Before you can write the policy you will need to consider what your hotel’s key environmental
impacts are in terms of ‘inputs’ (what you use) and ‘outputs’ (what you create in terms of emissions
and waste) so that you can determine where your priorities should lie. FIGURE 1.1 provides a
guide to the inputs and outputs in a typical hotel.

1.2.2 Policy
Next you need to set out, clearly and concisely, what your aims are. An environmental
policy outlines your aims and the principles you plan to follow. It is invaluable in telling your
stakeholders, employees, guests, business partners and local residents that the management
is committed to environmental improvement. The policy can take the form of a simple ‘values’
or mission statement, or it can work through all your environmental impacts and how you will
address them. You may decide to include more than environmental issues so that it becomes an
overall policy for ‘responsible business’ covering additional issues such as purchasing fair trade
products or other socio-economic considerations.

The policy should:

●● have the full commitment at the most senior level of the company (CEO, financial director,
general manager etc.)

●● state your commitment to the pursuit of best environmental practice

●● include a summary of how you plan to achieve this
●● identify a desire to bring about continuous improvement over time.

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ENVIRONMENTAL STAFF MOTIVATION MORE
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WORKING GROUP AND TRAINING INFORMATION
PROGRAMME? SYSTEM REVIEW PROGRESS CERTIFICATION SCHEMES

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INPUTS OUTPUTS

FIGURE 1.1
ENERGY EMISSIONS
Input and
• electricity (for lighting, heating, Depending on the fuel used by the power generator
output impacts
in a typical refrigeration, ventilation and to (electricity), or the fuel used at the hotel:
hotel power appliances)
• hydrocarbons (HCs) • carbon monoxide (CO)
• fuel (gas, oil, petrol, diesel,
• carbon dioxide (CO2) • sulphur oxides (SOx)
steam etc):
• nitrogen oxides (NOx) • lead and particulate matter
• for heating and other equipment
• for the transportation of goods Methane (CH4) and nitrous oxide (N2O) are also emitted in
and guests minor quantities by heat and electricity production

REFRIGERATION EMISSIONS
• air-conditioning equipment Ozone-depleting and other substances:
• freezers
• chlorofluorocarbons (CFCs) • hydroflurocarbons (HFCs)
• chiller cabinets
• hydroclorofluorocarbons • hydrocarbons (HCs)
• minibars (HCFCs)

WATER EFFLUENT
• drinking • swimming • 'grey' water from guest • water contaminated by
• cleaning pools baths and basins, kitchen chlorine from backwashing
• spas sinks etc. swimming pools
• guest rooms
• irrigation • water contaminated • ‘black’ water from WCs
• laundry
by cleaning materials,
detergents, phosphates etc.

FURNITURE, FITTINGS AND

APPLIANCES EMISSIONS AND WASTE
• electrical • linens • plastics • fabrics
appliances • crockery • wood • non-biodegradable
• furniture • cutlery etc. • metals chemicals
• carpets • glass • hazardous materials and
• towels packaging
• glues and paint

CONSUMABLES EMISSIONS AND WASTE

• toilet and other soft paper • manufacturing emissions from production of the products
• toiletries • waste packaging such as paper and card, glass bottles and
• detergents and cleaning jars, plastic bottles and other plastic items
products • waste shampoo, conditioner, detergents, cleaning
• fertiliser and pesticides materials, non-biodegradable chemicals

• office products (paper, printed • paints, waste fertiliser and pesticides, batteries, fluorescent
matter etc.) lamps (some of which constitute hazardous waste)
• office paper, card, ink cartridges etc.

• food and beverages • organic waste (including food, oils and kitchen grease)
• waste packaging
• aluminium cans and other metals
• glass bottles and other glass items
• fertiliser and pesticides if not ecological products.

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 It should also be supported by an action plan:
ENVIRONMENTAL MANAGEMENT
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1
●● specifying short-term targets and medium-to long-term objectives
●● showing how and when these will be achieved
●● naming staff responsible for the actions necessary to meet the objectives.

The policy itself should be reviewed and updated periodically to take account of your progress
and any changed priorities.

Some companies, notably Scandic Hotels, choose to follow the principles of The Natural Step (TNS),
an organisation that takes an ‘upstream’ approach to sustainability by addressing the issues as source.
The system provides a framework to enable companies to integrate environmental considerations into
their strategic planning, decision-making and daily operations in order to move towards sustainability in
a coherent way. The framework encourages dialogue, consensus building, and re-thinking in order to
become more innovative, strategic, and effective. The Natural Step International co-ordinates capacity
building in the use of the framework, and there are TNS offices in countries around the world.

TNS defines sustainability according to four scientific principles or ‘conditions’ that must be met
in order to have a sustainable society. The principles provide practical criteria to direct social,
environmental and economic actions and transform debate into constructive discussion.

REPRODUCED WITH KIND PERMISSION OF THE NATURAL STEP

If you are not sure where to start, you could use the example below in FIGURE 1.2 as a basis for
your policy. It is also worth looking at ITP’s Membership Charter (SEE APPENDIX 1) and what
other companies have produced on the web or in company brochures. You can also ask your
local hotel association or tourism authority.

Sample policy FIGURE

1.2

WE RECOGNISE THAT OUR BUSINESS HAS AN IMPORTANT ROLE TO PLAY IN PROTECTING

AND ENHANCING THE ENVIRONMENT FOR FUTURE GENERATIONS, AND TO HELP
SECURE THE LONG TERM SUSTAINABILITY OF THE TOURISM INDUSTRY.
TO THIS END OUR HOTEL IS COMMITTED TO TAKING ACTION:

✓✓ To achieve sound environmental practices across

our entire operation.
✓✓ Where we can, to work with others in
the tourism industry, in public agencies

✓✓ To comply fully with all environmental legislation.

and the community to achieve wider
environmental goals.
✓✓ To minimise our use of energy, water and
materials. ✓✓ To provide all employees with the training
and resources required to meet our
✓✓ To minimise our waste and to reduce, re-use and objectives.
recycle the resources consumed by our business
wherever practical. ✓✓ To openly communicate our policies and
practices to interested parties.
✓✓ To reduce our pollution to a minimum and,
where appropriate, to treat effluents. ✓✓ To monitor and record our environmental
impacts on a regular basis and compare
✓✓ To invite our customers, suppliers and
contractors to participate in our efforts to protect
our performance with our policies,
objectives and targets, with a view to
the environment. continuous improvement over time.

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1.3 EN VIRON MENTAL WO R K I N G
GROUP
In order to implement the programme, you will need to set up an environmental
working group for the hotel. The role of its members within it will be to inform,
support and motivate the entire staff. How you achieve this will depend very much
on the size of your hotel and the staff assigned to the task.

Hotels assign various names to their environmental working groups, such as the
‘green team’ or ‘responsible business committee’. It is an idea to invite the members
of the group or the staff to suggest what the group should be called so that they feel
involved in the process.

1.3.1 Appointing a champion

The programme will need a figurehead or 'champion' who is both deeply committed to the
programme and a good communicator so that they can deliver the message clearly, ensure
that all employees understand how the policy affects them and inspire them to take action.
This co-ordinator will:

●● implement the policy

●● ensure that objectives are set
●● keep the programme moving forward
●● encourage everyone to get involved
●● supervise the auditing of targets
●● collate information, ideas and results and communicate them throughout the hotel
●● communicate results of the environmental programme externally, to local authorities, local
residents, shareholders, other hotels and suppliers.

The champion is likely to be the best person to chair the meetings of the environmental
working group or committee. He or she should posess a good operational knowledge of the
business, have the respect of fellow staff, a commitment to the project and full support from
the general manager.

1.3.2 Membership of the group

The environmental working group should include a representative from each of your key
departments – i.e. Engineering, Housekeeping, Food & Beverage, Stewarding, Purchasing,
Laundry and Guest Relations as well as the hotel's training manager if you have one, or the
person who is responsible for induction and training. Other people can be brought in on an
‘ad-hoc’ basis as required. The role of these representatives is to:

●● set a positive example concerning environmentally-benign use of resources

●● help identify solutions to any immediate environmental problems
●● ensure that appropriate suggestions from staff are put into effect
●● agree with departmental staff the setting of objectives and targets
●● work with the champion to review current practices, act to achieve objectives and audit the
results of the programme.

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ENVIRONMENTAL STAFF MOTIVATION MORE
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1.4 CON DUCTIN G AN EN VI R O N M EN TAL
REVIEW
The next major step is to carry out a thorough environmental review of your operations.
This should address the main environmental impacts of your hotel, based on the input
and output assessment and the opportunities for reducing them.

You will need to consider issues surrounding:

●● energy (including sourcing and use)

●● water (consumption, quality and waste water treatment)
●● waste (including opportunities for avoidance, re-use, recycling and disposal)
●● air (indoor air quality, air emissions, noise)
●● food safety
●● purchasing and supply chains
●● chemicals and other hazardous materials (use, storage and disposal)
●● refurbishment activities and care of the grounds
●● compliance with environmental regulations (local, regional or national legislation)
that apply to your operation
●● the impact of the hotel on the local community, wildlife habitats and the
landscape.

You may already have some information to hand (in the form of utility bills, for
example) but will probably need to add to this through your own investigations.

APPENDIX 2 provides a 'Key Issue Review Table' which can be adapted or used as it is
in order to assess your current status. The table identifies 100 key issues. Each action
successfully implemented on each key issue counts as one point. Once the review
is complete you will be able to rate the hotel on its environmental performance as
a percentage of 100 (a formula is included so that you can work out the percentage
even if not all the issues apply to your operation). The table will allow larger hotel
groups to compare performance across different hotels. Smaller organisations will
also find the rating system useful to assess their progress. APPENDIX 3 gives blank
tables for summarising the outcome of the review.

The weighting of various issues in the Key Issue Review Table is intended to reflect, in
broad terms, the relative importance of the various environmental impacts of hotels.
Inevitably differences in location, climate, the size of the hotel and its grounds and the
circumstances of each individual hotel may necessitate modification to the weightings
given in FIGURE 1.3 and you may need to alter them to reflect your own situation.

You are unlikely to be able to put together a complete picture of the organisation's
environmental impact on your own, particularly if your own job function is at arm's
length from employees who are responsible for energy management, purchasing, and
the use of chemicals. Broad employee involvement is invaluable – the review is an
action which all departments can help with. Informal interviews with key departmental
employees should help to fill in the gaps left by difficult questions.

Used properly, a review will highlight the most significant of your environmental
effects and will therefore help to identify potential risks and the scope for making
improvements in the hotel's operation.

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Key issues Weighting
FIGURE 1.3 Setting up the environmental policy and management system (EMS) 10
Weightings Energy conservation 20
ascribed to
issues in the Water conservation 10
Key Issue
Review Table Water quality and waste water treatment 10
Waste management 10
External and internal air quality and noise 10
Food safety 10
Purchasing and supply chains 10
Chemicals and other hazardous materials 10

Total 100

1.5 SETTIN G TARG ETS AN D AUD I TI N G

PROGRESS
An environmental programme needs to include targets and objectives against which
business managers can measure performance. A good idea is to base them on last
year's performance, and try to achieve a percentage improvement. You may find it
will help to distinguish between short-term targets and long-term objectives. Short
term targets usually cover 12-month periods, and are often expressed as percentage
reductions or increases. Long term targets are usually qualitative statements of
intent, with deadlines of up to five years away.

Any target that you set should be demanding yet attainable, because realistic targets
and objectives with deadlines and milestones along the way are the best means to
keep everyone motivated. Successfully achieving targets is a clear sign of progress,
and will help to stimulate further improvements.

Try to make your objectives and targets as precise as possible to avoid ambiguity and
misinterpretation. For example, if you decide to reduce energy consumption by five
per cent, make it clear:

●● whether the target applies to all energy utilities or whether you are setting
separate ones for electricity, oil and/or gas
●● whether you mean a percentage reduction in consumption or in cost
●● how you plan to measure it (e.g. kWh per guest night or per m2)
●● when you plan to meet the target
●● who will be responsible for managing the effort to achieve the changes.

When setting objectives, it must be done in consultation with those who will be
responsible for achieving them. This will ensure that they take ownership of the
process. It is worth considering what incentives you can introduce to keep staff
motivated. SEE 1.6

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1.5.1 Auditing
There is a clear distinction between an environmental review and an environmental audit. A
review is undertaken early on to flag up areas for attention, whereas an audit is conducted at
the end of each cycle of the management programme, typically at the end of each year. An
audit checks whether targets and objectives have been met and the specific improvements
that have been made. Measuring environmental improvement in this way helps to maintain
enthusiasm for the environmental management programme – especially when the hotel meets
its objectives. It is essential to communicate the results of such a check to all employees.

APPENDIX 4 shows options for how you might want to set out the results of an audit. You can
update your table to give an indication of performance over time.

If you are considering working towards internationally recognised standards of environmental

management such as the European Eco-Management and Audit Scheme (EMAS), you will
need both to carry out a regular environmental audit and report regularly on the results.
Depending on your location you may also wish to consider working with Type 1 ecolabelling
schemes such as Nordic Swan or the EU Flower. This will help you plan what your hotel needs
to do as well as assist with the external audit.

1.6 STAFF MOTIVATI O N AN D

TRAIN IN G
There are a number of ways in which staff interest in the programme, confidence and
motivation can be enhanced.

1.6.1 Awareness and communication

Before you can write the policy you will need to consider what your hotel’s key environmental
impacts are in terms of ‘inputs’ (what you use) and ‘outputs’ (what you create in terms of emissions
and waste) so that you can determine where your priorities should lie. FIGURE 1.1 provides a
guide to the inputs and outputs in a typical hotel.

a Communication is the key to maintaining momentum. Adopt a hotel-wide slogan (for

example 'The Great Resource Hunt’ or ‘Waste Reduction Pays'), and encourage staff to
‘brainstorm’ on ways to preserve the environment.

b Give a member of staff (perhaps a member of the PR or sales team) responsibility for
communicating the programme internally. This could include displaying statistics about
the health of the planet and the hotel’s own environmental performance results graphically
on a special green notice board, or an environmental section of the staff notice board.

c Consider carefully how you are going to ‘unveil the vision’ to staff – whether a grand
internal event is appropriate or whether you want to work up to one once the programme
is up and running.

d Encourage staff suggestions and solicit their feedback by installing a suggestion box
for green ideas. Include the most valuable ones into your programme in order to create
'ownership' of the issues.

e Ensure that your environmental co-ordinator and the training manager attend company
training and/or external courses to expand their knowledge of environmental issues and
current legislative requirements. They will then be able to plan appropriate training for the
remainder of your staff.

f Investigate whether there are any local environmental groups with which you can form a
partnership – this can be an effective way to improve staff environmental awareness and
knowledge. There may be a specific programme with which you can align and act as a
sponsor.

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As the programme develops you can start to think of communicating externally to guests,
FOR HOTELS

1
suppliers, local authorities and the media.

h Carry out a simple survey of attitudes towards the environment and the planned programme
among staff (and possibly even guests). A positive reaction will motivate and sharpen
everyone’s awareness of the benefits of a successful environmental programme.

1.6.2 Training
a Training on a regular basis is essential, both for new recruits and for existing staff.

b Take trainees on a physical tour of the hotel. Ask them to identify the areas where
environmental issues arise. Look at what happens in the waste handling room and where
the waste goes. In the kitchen and bathrooms, consider the detergents and cleaning
materials being used and what their environmental impacts might be. Are there more
environmentally-friendly alternatives?

c Conduct environmental briefing and training sessions during normal, paid working hours.
This affirms the management’s commitment to the programme.

d Allow sufficient time for staff to debate and exchange their views in order to stimulate real
interest and commitment but do not make sessions over-long so that staff lose interest. A
good length might be about an hour and 20 minutes.

e Ask staff how they feel about the environment in their personal lives – what are the three
environmental issues that cause them greatest concern?

f Anticipate any likely questions and be prepared to answer them – for example, how the
financial savings from your environmental initiatives will be used.

g Relate savings and other improvements to tangible images that people can understand.
For example ‘enough water was saved this month to fill a 25 metre swimming pool’, or ‘every
metric tonne of recycled paper saves 17 trees, 20,000 litres of water and the equivalent of
1000 litres of petrol’.

h Always start a session with a brief review and finish by setting the date for the next
session.

1.6.3 Financial and technical support

a It is important that the members of the working group and other staff know that resources
are allocated to back up their actions, either through technical support or access to the
appropriate budgets.

b New responsibilities may need to be incorporated into existing job descriptions, and for
new employees, the environmental management programme will need to be included in
their induction.

c Allocate financial resources for a continuous programme of training and education.

1.6.4 Team-building activities

a Providing opportunities for staff to work together in an enjoyable way can also give you
an opportunity to benefit the wider community whilst increasing enthusiasm and helping the
hotel to raise its external profile.

b Work with the local council, environmental, youth and/or community associations to
identify areas that need improvement. Activities you could undertake include street, park or
beach litter clean-ups, purchasing and planting up containers with flowering shrubs or bulbs
or helping to install council-approved waste bins.

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1.6.5 Recognising and rewarding effort
a Reward the best staff suggestion each month with a congratulatory letter from the general
manager and a mention in the company magazine and/or incentives such as a free spa
session, a meal for them and their partner or a simple cash prize.

b Encourage departments to compete against each other through internal challenges,

but make the process enjoyable and worthwhile by rewarding those who perform well with
special treats or outings. Some hotels hold environmental quiz nights and raffles for staff,
others present monthly energy saver and energy ‘waster’ awards!

1.6.6 Publicising success

a A well presented leaflet, summarising achievements in environmental performance, will both
encourage staff pride and commitment and enhance the hotel's image in the community.

b In larger companies, space should be allocated in company magazines to write up success

stories, so that they can be shared with other hotels in the group.

1.7 IN TERN ATION AL STAN DAR D S AN D

CERTIFICATIO N SC H EM ES
Many businesses choose to implement management systems that conform to
internationally-recognised standards. This can be of benefit if they are marketing
themselves internationally to customers for whom such standards are a meaningful
way of assessing the company’s credentials. There are costs associated with attaining
standards, and it is worth weighing up beforehand whether they will be justified by
the benefits of certification to your own business in the long run.

The International Standards Organisation (ISO) is the main body responsible for
issuing standards covering how companies and other organisations should conduct
their operations. It is responsible for the best-known standard for environmental
management, ISO 14000, which is in fact a series of international standards on
environmental management. ISO 14000 provides a framework for the development
of an environmental management system (EMS) and the supporting audit programme.
ISO 14001:2004 specifies the actual requirements for an EMS and applies to those
environmental aspects over which the organisation has control and is expected to
have an influence. It enables hotels to put in place an effective EMS, to maintain
profitability whilst reducing their environmental impacts and to strive for continuous
improvement.

Today, many hotels and accommodation providers around the world have attained
certification to ISO 14001. Certification refers to the issuing of written assurance by
an independent external body that it has audited a management system and verified
that it conforms to the requirements specified in the standard.

Other ISO standards that are relevant to hotels include ISO 9001:2000 for Quality
Management, ISO 22000 for Food Safety and ISO/PAS 28000:2005 for Supply
Chain Security. OHSAS 18001 is a Health & Safety management system, similar to
ISO 14001 but focusing on Occupational Health and Safety.

Europe’s Eco-Management and Audit Scheme (EMAS) was introduced in 1995

and recognises organisations that go beyond minimum legal compliance and
continuously improve their environmental performance. Participating organisations
are required to regularly produce a public environmental statement that reports on
their environmental performance.

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The EU Ecolabelling scheme applies to hotel and tourist accommodation services

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as well a wide range of products. Hotels can apply for a Type 1 label whereby
comparison is made with others within the same category, awarding labels to those
that are environmentally preferable through their whole life cycle. Criteria are set by
an independent body and monitored through a certification, or auditing, process.

The Global Ecolabelling Network (GEN), a non-profit association of third-party,

environmental performance labelling organisations, works to improve, promote,
and develop the ‘ecolabelling’ of products and services. Together with ISO the
network has established standards for three basic types of labels, to help harmonise
the various approaches to ecolabels. Within Europe, the Voluntary Initiatives for
Sustainability in Tourism (VISIT) Standards for Tourism has brought together 10
ecotourism ecolabels.

Designed for organisations within the travel and tourism industry, Green Globe
provides an environmental management framework for hotels and other tourism
organisations. In addition to this international scheme, there are many national
and regional certification schemes for members of the tourism industry, including
the Blue Flag ecolabel for beaches and marinas in Europe, South Africa, Morocco,
New Zealand, Canada and the Caribbean, and Fair Trade in Tourism South Africa
(FTTSA), a trademark which promotes fair and responsible business practice by South
African tourism establishments.

1.8 MORE INF ORMATION

1.8.1 Contacts
1. Blue Flag 8. National Institute for Occupational Safety and
www.blueflag.org Health (NIOSH)
www.cdc.gov/niosh
2. European Ecolabelling (EU Flower)
http://ec.europa.eu/environment/ecolabel 9. Nordic Swan
www.nordic-ecolabel.org
3. Fair Trade in Tourism South Africa
www.fairtourismsa.org.za 10. The Natural Step
www.naturalstep.org
4. Forum for the Future
www.forumforthefuture.org.uk 11. Voluntary Initiatives for Sustainability in Tourism
(VISIT) Standards for Tourism
5. Green Globe www.visit21.net
http://greenglobe.com

6. Global Ecolabelling Network (GEN)

www.globalecolabelling.net

7. International Organization for Standardization

(ISO)
www.iso.org

1.8.2 Resources
1. Eco-Management and Audit Scheme (EMAS) 5. ISO 9000
http://ec.europa.eu/environment/emas/ www.iso.org/iso/home/standards/
index_en.htm management-standards/iso_9000.htm

2. The ISO 14000 Toolkit 6. ISO/PAS 28000:2007 Specification for security

www.14000-toolkit.com management systems for the supply chain
www.iso.org/iso/home/store/catalogue_tc/
3. ISO 14001:2004 for Environmental catalogue_detail.htm?csnumber=44641
management
www.iso.org/iso/home/standards/ 7. OHSAS 18001
management-standards/iso14000.htm www.osha-bs8800-ohsas-18001-health-and-safety.com

4. ISO 22000:2005 Requirements for any

organization in the food chain
www.iso.org/iso/home/standards/
management-standards/iso22000.htm

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A P P E NDI X 1 ITP Membership Charter

M C 1 .1 /0 1 . 0 8

M E M B E R S H I P C H A RT E R

RECOGNISING THE URGENT NEED TO ADOPT MORE RESPONSIBLE BUSINESS PRACTICES, WE THE MEMBERS AND
SUPPORTERS OF THE INTERNATIONAL TOURISM PARTNERSHIP SHARE A COMMON COMMITMENT TO FURTHERING
THE SUSTAINABILITY OF TOURISM INDUSTRY BY MINIMISING THE NEGATIVE IMPACTS ON THE SURROUNDING
ENVIRONMENT INCREASING THE POSITIVE CONTRIBUTIONS TO BIODIVERSITY CONSERVATION, CULTURAL HERITAGE
PRESERVATION AND COMMUNITY DEVELOPMENT.

With the cooperation and active participation of individual companies, hotels, and related organisations, the International
Tourism Partnership will encourage shareholders, investors, employees, customers, environmental and ethical groups and
the general public to be exemplary across the triple bottom line of economic, social and environmental management by:

+ PROVIDING a non-competitive platform, to share knowledge and resources, develop policy and actively
implement programmes and initiatives that have a positive impact on economic, social and environmental
issues

+ PROVIDING objective information and practical proposals for policy and institutional change that will
foster environmentally sound, socially equitable development in the tourism industry

+ ENCOURAGING the adoption of the highest standards of environmental and ethical management within
its business operation and with external stakeholders in the tourism industry

+ SUPPORTING the development of sustainability tools and strategies specifically for the industry

+ COLLABORATING with appropriate national and international organisations to ensure the widest possible
awareness and observance of the initiative and the practice it promotes

+ RECOMMENDING systems for monitoring sustainability improvements in environmental management,

social and ethical business practices including audits and reporting

+ PROVIDING practical guidance for the industry on how to improve environmental performance as part of
the day-to-day operations

+ PROVIDING standards and principles to guide tourism businesses develop more sustainable business
operations.

+ PROMOTING the sustainable siting, design and construction of hotel and tourism development

AS A MEMBER OF THE INTERNATIONAL TOURISM PARTNERSHIP WE, THE UNDERSIGNED, SUPPORT THIS CHARTER.

S I G N AT U R E C O M PA N Y

DAT E

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APPENDIX 2 Key issue review table

Note: The 'not applicable' column is intended to avoid penalising hotels which do not have the items described, for
example, where there is no in-house laundry or where the hotel is known to be free of asbestos. See APPENDIX 3 for
how to make the adjustment if not all issues apply.

Issue not
Complete Incomplete
applicable

ENVIRONMENTAL POLICY AND SYSTEM 10 POINTS — SECTION 1

1 Environmental policy prepared and on display

2 Environmental working group formally established, co-ordinator appointed

3 Initial review carried out

4 System for monitoring legislation in place

5 Action plan quantifying short-term targets

6 Long-term objectives set

7 Staff motivational campaign and training programmes in place

8 Guests kept informed of environmental programme

9 Involvement with local community over environmental actions

10 Environmental audit to measure progress towards targets

SUB-TOTALS

ENERGY 24 POINTS — SECTION 2

11 Energy co-ordinator and/or committee established to champion efficiency

12 Energy policy and guiding management practices prepared

13 Electricity purchased from renewable energy supplier

14 Review of energy use carried out, opportunities for savings identified

Opportunities for phasing out fossil fuel use identified and implementation
15
programme in place

16 Current performance assessed against industry benchmarks

Staff in all departments trained in energy-efficient practices and correct use

17
of appliances
Regular house tours conducted to identify where energy efficiency can be
18
improved

19 Capital expenditure projects with good payback reviewed and in progress

20 Routine established for monitoring consumption regularly

21 Targets set for reduced consumption

22 Consumption compared with previous targets

23 Corrective actions taken when targets not met

24 Installation of sub-meters for all departments

25 Electricity costs charged to departments

26 Regular efficiency checks of major energy consuming items (boilers, chillers, etc.)

27 Schedule for replacement established for all energy-consuming equipment

CONTINUED/...

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APPENDIX 2
.../continued

Issue not
Complete Incomplete
applicable

28 HVAC plant and other equipment regularly maintained

29 HVAC controls operate equipment in accordance with actual loads

30 Energy-efficient lighting installed throughout

31 Timers, motion detectors for selected lighting circuits installed

32 Kitchen energy efficiency measures in place

Laundry equipment maintained and operated correctly, run at full load and
33
shut down when idle
Opportunities for efficiency improvements in laundry assessed and measures
34
in place (e.g. heat recovery techniques)

SUB-TOTALS

WATER 18 POINTS — SECTION 3

water conservation
Staff training to minimise waste of water by housekeeping, catering staff etc.
35
carried out regularly

36 Installation of sub-meters for all departments

Water costs charged to departments and consumption monitored against each

37
department

38 Water use compared with industry benchmarks

39 Targets set for reduced consumption

40 Consumption compared with previous targets

41 Corrective actions taken when targets not met

Installation of low-flow fittings (taps and showerheads) and sensors and

42
timers to reduce water waste

43 Installation of low-flush WCs or devices to reduce no of litres per flush

Assessment of opportunities to save water in laundry (e.g. recycling of grey

44
water)
Towel reuse programme (guests opt not to have towels changed daily) in
45
operation
Bed linen reuse programme (guests opt not to have sheets changed daily) in
46
operation

47 Washing machines and dishwashers run only when fully loaded

water quality and waste water treatment

48 Relevant drinking water quality standards and codes identified and met

Relevant waste water quality standards and codes identified and met (e.g.
49
discharge consents, water testing etc.)
Precautions taken to ensure no Legionella contamination (cooling towers/
50
showers etc.)

51 Six monthly tests for Legionella bacteria carried out and passed

52 Grease traps in place in kitchen sinks

SUB-TOTALS

CONTINUED/...

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Issue not
Complete Incomplete
applicable

WASTE 8 POINTS — SECTION 4

53 Waste reduction/recycling committee established

54 Comprehensive review of type and quantity of waste produced

55 Waste management plan with targets for reduction, re-use and recycling

56 Aluminium and other metals recycled

57 Glass recycled (or re-used)

58 Plastics recycled (or re-used)

59 Paper and cardboard recycled

60 Organic waste composted

SUB-TOTALS

AIR 11 POINTS — SECTION 5

exter nal and inter nal air quality

61 Actual and potential sources of external air pollution identified

62 Measures in place to remove external air pollution at source

63 Actual and potential sources of indoor air pollution identified

64 Measures in place to remove indoor air pollution at source

Refrigeration manager and/or team appointed and plan for containment,

65
conversion or replacement in place
Boilers etc. serviced regularly to ensure efficient combustion where fossil
66
fuels are burned on site

67 Actions taken to reduce emissions from vehicles

68 Safe systems for handling, storage and use of paints and solvents

69 Adequate ventilation of WCs, kitchen and laundry

noise
70 Summary of known noise problems prepared, sources identified and analysed

71 Actions taken to remove problems

SUB-TOTALS

FOOD SAFETY 6 POINTS — SECTION 6

72 QA manager appointed

Staff trained in principles of food safety and hygiene (e.g. hand washing,
73
correct storage and handling of food items)

74 Food items correctly stored in refrigeration equipment

75 Correct procedures followed for cooking and chilling

76 Correct practices followed for thawing

77 Regular disinfection carried out of all food preparation areas

SUB-TOTALS

CONTINUED/...

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Issue not
Complete Incomplete
applicable

PURCHASING AND SUPPLY CHAINS 10 POINTS — SECTION 7

78 Purchasing policy and supply chain management programme introduced

79 Life cycle costing used in preference to price-based decision-making

Availability of environmentally preferable and socially responsible alternatives

80
assessed

81 Supplier questionnaire introduced

82 Preference given to products with eco and/or fair trade labels

83 Preference given to items produced locally

84 Preference given to products with minimal packaging

85 Preference given to products which can be recycled

86 Preference given to organic food items

87 Products purchased in bulk where possible to reduce transport and packaging

SUB-TOTALS

HAZARDOUS MATERIALS 13 POINTS — SECTION 8

stored fuels
88 Inventory and survey of condition of fuel storage systems carried out

89 Regulatory requirements and organisational standards identified

90 Corrective actions implemented

cleaning and other chemicals

Records kept of chemicals being used and policy for phase-out of hazardous
91
substances initiated
Environmentally preferable alternatives assessed and replaced. Any
92
‘blacklisted’ chemicals disposed of appropriately

93 Appropriate procedures for storage, handling, use and disposal followed

pestic ides and herbicides

94 Records kept of type and quantity of pesticides and herbicides in use

95 Environmentally preferable alternatives identified and replaced

96 Appropriate procedures used for storage, handling, use and disposal followed

asbestos
97 Inspection carried out to identify presence of asbestos and its condition

98 Asbestos management plan implemented

polychlorinated biphenyls
99 Equipment inspected to identify presence of PCBs

100 Removal and disposal by appropriate specialist carried out

SUB-TOTALS

Copy your sub-totals across to the Summary Review table shown in APPENDIX 3.

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A P P E NDI X 3 Calculating your performance percentage

Copy the totals from the Key Issue Review Table in APPENDIX 2 to calculate your overall percentage rating.

Total number Number not Number

of issues applicable completed

ENVIRONMENTAL
ENVIRONMENTAL POLICY
POLICY AND
AND SYSTEM
SYSTEM 10

ENERGY
ENERGY 24

WATER 18

WASTE MANAGEMENT 8

AIR 11

FOOD SAFETY 6

PURCHASING AND SUPPLIERS 10

HAZARDOUS MATERIALS 13

TOTALS 100 =A =B

The total number of key issues listed here is 100.

If all are applicable in your hotel, then the number you have completed represents your percentage
achievement.

i.e. PERCENTAGE ACHIEVEMENT = B %

But if not all apply (for example, because you have no laundry), then the percentage achievement should be
re-calculated as follows:

Number of key issues listed 100

Number which do not apply A
Number of applicable actions = 100 – A
Total completed B

PERCENTAGE ACHIEVEMENT =
( 100 ×
100 – ) B
A
%

If you want to take the relative importance of each environmental issue into account, you can use the
weightings given in FIGURE 1.3.

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A P P E NDI X 4 Sample audit tables

The following audit tables include the main environmental impacts for hotels, though they are not exhaustive.
Be wary of setting targets that address too many impacts or are too demanding – it would be unusual to see
targets for every point in the tables.
NOTE: See the conversion tables in SECTION 12.2 if you are using different units of measurement.

ENERGY: ANNUAL ENERGY CONSUMPTION SECTION 2

Year-on-year Achieved
Item Previous year Current year reduction
Year-on-year Target for
target?
consumed (amount)
reduction (%) reduction
Ó/
Electricity (kWh)
Gas (mains) (kWh)
Gas (bottled)
Oil (l)
Diesel (l)
Biofuel (l)
Other

WATER: ANNUAL WATER CONSUMPTION SECTION 3

Year-on-year Achieved
Item Previous year Current year reduction
Year-on-year Target for
target?
consumed (amount)
reduction (%) reduction
Ó/
Steam/hot (kWh)
Steam (kWh)
Water (m3)
Other

CONTINUED/...

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WHY HAVE AN ENVIRON- ESTABLISHING CONDUCTING AN SETTING TARGETS INTERNATIONAL
ENVIRONMENTAL STAFF MOTIVATION MORE
MENTAL MANAGEMENT A POLICY AND ENVIRONMENTAL AND AUDITING STANDARDS AND APPENDICES
WORKING GROUP AND TRAINING INFORMATION
PROGRAMME? SYSTEM REVIEW PROGRESS CERTIFICATION SCHEMES

© INTERNATIONAL TOURISM PARTNERSHIP, 2008

 ENVIRONMENTAL MANAGEMENT for HOTELS

POLI C Y A ND M ANAGEM ENT

1
APPENDIX 4
.../continued

WASTE: ANNUAL WASTE CONSUMPTION SECTION 4

[a] monitoring annual waste volume

Year-on-year Achieved
Annual waste Previous year Current year reduction
Year-on-year Target for
target?
(metric tonne) reduction (%) reduction
(amount) Ó/
Sorted
Unsorted

[b] monitoring annual percentage of materials recycled

Year-on-year Achieved
Annual waste Previous year Current year increase
Year-on-year Target for
target?
(metric tonne) increase (%) recycling
(amount) Ó/
Aluminium
(cans and foil)
Other metals
Glass
Plastic
Organic
(food waste)
White paper
Mixed paper
Cardboard
Other

AIR: PURCHASE (USE) OF SUBSTANCES THAT CREATE SECTION 5

EXTERNAL AND INTERNAL AIR EMISSIONS
Annual Year-on-year Year-on-year
Target for
Achieved
quantities Previous year Current year reduction reduction
reduction
target?
purchased (kg) (amount) (%) Ó/

HCFCs
HFCs
HCs
Ammonia
VOCs (itemise by
product)
Other

CONTINUED/...

22
WHY HAVE AN ENVIRON- ESTABLISHING CONDUCTING AN SETTING TARGETS INTERNATIONAL
ENVIRONMENTAL STAFF MOTIVATION MORE
MENTAL MANAGEMENT A POLICY AND ENVIRONMENTAL AND AUDITING STANDARDS AND APPENDICES
WORKING GROUP AND TRAINING INFORMATION
PROGRAMME? SYSTEM REVIEW PROGRESS CERTIFICATION SCHEMES

© INTERNATIONAL TOURISM PARTNERSHIP, 2008

 ENVIRONMENTAL MANAGEMENT for HOTELS

POLI C Y A ND M ANAGEM ENT

1
A P P E NDI X 4
.../continued

PURCHASING AND SUPPLIERS: MONITORING THE SWITCH TO SECTION 7

ENVIRONMENTALLY PREFERABLE PRODUCTS: PERCENTAGE OF

PURCHASES COVERED
For each of these items, ask whether you are purchasing products that conform to
internationally accepted labelling schemes that guarantee they have been produced with
least environmental impact throughout their life cycle.

Achieved
Purchases Previous year Current year Current target
target?
(state applicable unit of quantity) (%) (%) (%)
Ó/
Energy-efficient appliances
Locally-produced food and products
Furniture – wood from sustainable sources
Biodegradable toiletries
Phosphate-free detergents
Reusable napkins, cups, dry-cleaning covers
Oxygen bleaches
Ozone-friendly aerosols
Organic fertilisers and biocides
Recycled paper
Other items made from recycled materials
Returnable bottles
Other

HAZARDOUS MATERIALS SECTION 8

monitoring reduction in use of hazardous materials

Yearly
quantities Year-on-year Achieved
Year-on-year Target for
(itemise by product Previous year Current year reduction target?
reduction (%) reduction
and state unit of (amount) Ó/
quantity)

Cleaning chemicals
Pesticides
Herbicides
Other

23
WHY HAVE AN ENVIRON- ESTABLISHING CONDUCTING AN SETTING TARGETS INTERNATIONAL
ENVIRONMENTAL STAFF MOTIVATION MORE
MENTAL MANAGEMENT A POLICY AND ENVIRONMENTAL AND AUDITING STANDARDS AND APPENDICES
WORKING GROUP AND TRAINING INFORMATION
PROGRAMME? SYSTEM REVIEW PROGRESS CERTIFICATION SCHEMES

© INTERNATIONAL TOURISM PARTNERSHIP, 2008