Handbook to achieve the ISO 14001 Certification

Transcrição

Handbook to achieve the
ISO 14001 Certification
in the Hotel Industry
Author:
Tanja Bügler
Mühleweg 1
8413 Neftenbach
Advisor:
Prof. Dr. Peter Tromm
University Lecturer, Project Manager
[email protected]
+41 81 286 39 77
[email protected]
+41 79 575 41 69
Co-Advisor/External Principal:
Orlando Gehrig
Director Economic Policy, hotelleriesuisse
[email protected]
+41 31 370 42 02
August, 12 2011
Handbook to achieve the
ISO 14001 Certification
in the Hotel Industry
A Thesis presented to the Department of Bachelor Studies of the
University of Applied Sciences HTW Chur
in partial fulfillment of the requirements for the degree of
Bachelor of Science in Tourism and in acknowledgment
of the mentorship of Prof. Dr. Peter Tromm as Advisor to this Thesis
By
Tanja Bügler
III
Abstract
Purpose
Due to the fact that the negative influences on the earth’s ecosystems, caused by human
activities, are getting deteriorated, it is high time to think about strategies to conserve the
environment. Since the hotel industry constitutes a considerable part of the world’s industry,
it is quite sensible to aim for sustainable hotel development. Therefore, the overall goal of
this thesis is to develop a handbook which enables hotels to achieve certification according
to the ISO 14001 environmental management system requirements.
Design, Methodology and Approach
In order to understand the components of the aspired handbook, the literature review deals
with the Swiss hotel industry, environmental sustainability in the hotel industry, environmental
management systems in general and the specific requirements of ISO 14001. Based on the
theory of the literature review, the first version of the handbook is going to be developed. To
guarantee the practical application and the fulfillment of the ISO 14001 requirements, the first
version of the handbook is subjected to empirical research. After the analysis and evaluation
of the results of this empirical research, a revised and improved handbook is demonstrated.
At the very end, recommendations concerning future research are presented.
Findings
The developed handbook fulfils the ISO 14001 requirements and is generally perceived as a
fundamental tool with future potential in supporting the hotels in achieving the ISO 14001
certification. Due to the vast extent of the ISO 14001 requirements and the differences of the
hotels according to location, operations, age, size, etc., the handbook developed within this
thesis functions as a preliminary model. Further research has to be done in order to convert
this basic guiding tool into a ready-to-use solution.
Research Limitations and Implications
As this thesis is written in collaboration with hotelleriesuisse and has the intention to develop
a handbook to achieve the ISO 14001 certification in the hotel industry, only aspects with are
either relevant for the Swiss hotel industry or the ISO 14001 norm are taken into closer
consideration. Moreover, not the benefits of environmental management systems are
debated within this thesis, but the subject matter includes the implementation process of
such systems in the hotel industry.
Originality and Value
Since no handbook describing the implementation process of the ISO 14001 environmental
management system, specifically for the hotel industry, is already existing, all the relevant
information have to be newly collated and combined. The outcome of this thesis is therefore,
a case sui generis and of importance for the hotel industry.
Keywords
Environmental management system, environmental sustainability, hotel industry, handbook,
ISO 14001
Handbook to achieve the ISO 14001 Certification in the Hotel Industry
IV
Acknowledgment
At this point, the author would like to express her gratitude to all those, who have supported
her in writing this bachelor thesis. Special thanks go to her internal advisor, Prof. Dr. Peter
Tromm, who was affluently helpful and offered beneficial suggestions and representations.
Thanks are also due to the external advisor, Orlando Gehrig from hotelleriesuisse, without
whom the subject of this thesis would not have been identified. Moreover, the author thanks
all the interview partners, whose knowledge and insights were invaluable.
The author also wishes to express her love and gratitude to her family and friends for their
endless motivation and understanding during the development of this thesis.
V
Table of Contents
List of Illustrations .................................................................................................. IX
List of Tables ............................................................................................................ X
List of Abbreviations ............................................................................................. XIII
1
Introduction ..................................................................................................... 14
1.1
2
Research Problem ............................................................................................. 14
1.1.1
Context ...................................................................................................14
1.1.2
Problem Statement.................................................................................14
1.1.3
Research Objectives ..............................................................................15
1.1.4
Importance of the Study .........................................................................15
1.2
Research Scope................................................................................................. 15
1.3
Research Design................................................................................................ 15
Literature Review ............................................................................................ 17
2.1
2.2
2.3
2.4
The Swiss Hotel Industry.................................................................................... 17
2.1.1
Definition ................................................................................................17
2.1.2
Hotel Typologies.....................................................................................18
2.1.3
Operating Equipment .............................................................................22
2.1.4
Operational and Organizational Structure ...............................................23
Environmental Sustainability in the Hotel Industry .............................................. 24
2.2.1
Definition ................................................................................................24
2.2.2
Environmental Dimensions of a Hotel .....................................................24
2.2.3
Swiss Environmental Legislations ..........................................................28
Environmental Management System .................................................................. 29
2.3.1
Definition ................................................................................................29
2.3.2
Environmental Management in the Hotel Industry ..................................30
2.3.3
Existing Environmental Management Systems .......................................30
Detailed Analysis of ISO 14001 .......................................................................... 36
2.4.1
ISO 14001 Requirements .......................................................................36
2.4.2
Plan-Do-Check-Act Cycle .......................................................................40
2.4.3
Certification ............................................................................................42
VI
3
First Concept of the Handbook to achieve the ISO 14001 Certification
in the Hotel Industry ....................................................................................... 43
3.1
Explanatory Notes .............................................................................................. 43
3.2
Development of the First Version of the Handbook ............................................ 44
3.3
4
5
3.2.1
Set up.....................................................................................................44
3.2.2
Plan ........................................................................................................45
3.2.3
Do ..........................................................................................................46
3.2.4
Check .....................................................................................................48
3.2.5
Act ..........................................................................................................49
Statements to Test ............................................................................................. 49
Empirical Research ......................................................................................... 50
4.1
Data Collection ................................................................................................... 50
4.2
Data Evaluation .................................................................................................. 51
Results ............................................................................................................. 52
5.1
5.2
5.3
Design of the Handbook ..................................................................................... 52
5.1.1
Comprehensibility and Arrangement of the Handbook’s Structure ..........52
5.1.2
Comprehensibility and Arrangement of the Programs’ Structure ............52
5.1.3
Fulfillment of the ISO 14001 Requirements ............................................52
Content of the Handbook ................................................................................... 53
5.2.1
Applicability of the Handbook in the Hotel Industry .................................53
5.2.2
Choice of the Departments .....................................................................53
5.2.3
Choice of the Environmental Dimensions ...............................................53
5.2.4
Initial Environmental Review ..................................................................54
5.2.5
Evaluation of the Relevance of the Environmental Aspects ....................54
5.2.6
Identification of Legal and other Requirements .......................................55
5.2.7
Objectives, Targets and Programs .........................................................55
5.2.8
Documentation .......................................................................................56
5.2.9
Identification of Potential Emergencies ...................................................57
Further Comments ............................................................................................. 57
5.3.1
Positive Aspects of the Handbook ..........................................................57
5.3.2
Necessary Improvements .......................................................................57
5.3.3
Missing Issues ........................................................................................58
5.3.4
Future Potential of the Handbook ...........................................................58
VII
6
Discussion ....................................................................................................... 59
6.1
6.2
6.3
7
Affirmations ........................................................................................................ 59
6.1.1
Collation and Allocation of the Affirmations.............................................59
6.1.2
Summary of the Affirmations ..................................................................62
Criticisms ........................................................................................................... 62
6.2.1
Collation and Allocation of the Criticisms ................................................62
6.2.2
Summary of the Criticisms ......................................................................68
Contradictions .................................................................................................... 69
Revision of the Handbook to achieve the ISO 14001 Certification in
the Hotel Industry............................................................................................ 71
7.1
7.2
Selection of the Realized Criticisms and Contradictions ..................................... 71
7.1.1
Realized and Rejected Contradictions ....................................................71
7.1.2
Realized and Rejected Criticisms ...........................................................73
Revised Handbook ............................................................................................. 75
7.2.1
Estimation of a Budget ...........................................................................75
7.2.2
Step 1: Management Commitment .........................................................76
7.2.3
Step 2: Initial Environmental Review ......................................................76
7.2.4
Step 3: Environmental Aspects...............................................................81
7.2.5
Step 4: Legal and Other Requirements ..................................................83
7.2.6
Step 6: Objectives Targets and Programs ..............................................84
7.2.7
Step 7: Resources, Roles, Responsibilities and Authority.......................89
7.2.8
Step 12: Operational Control ..................................................................90
7.2.9
Step 13: Emergency Preparedness and Response ................................90
7.2.10 Step 20: External Certification ................................................................91
7.2.11 Overview of the Steps ............................................................................91
7.2.12 Separation of the Information Part and the Tasks ...................................92
8
Conclusion....................................................................................................... 96
8.1
Theoretical and Practical Implications ................................................................ 96
8.2
Limitations .......................................................................................................... 96
8.3
Recommendations for Future Research ............................................................. 97
References .......................................................................................................... XCIX
Appendices ............................................................................................................. CV
Appendix A: Quantity of Hotels labeled by a Specialization Category in 2011 ............ CV
Appendix B: Buildings and Structures of a Hotel ....................................................... CVI
Appendix C: Services rendered by Employees......................................................... CVII
VIII
Appendix D: Catering Departments ......................................................................... CVIII
Appendix E: Extract from the Swiss BKP .................................................................. CIX
Appendix F: Operational Work Processes ................................................................ CXI
Appendix G: Organizational Structure of a Hotel ...................................................... CXII
Appendix H: Organizational Structure of a Department ........................................... CXIII
Appendix I: The ISO 14000 Family ....................................................................... CXIV
Appendix J: First Version of the Handbook to achieve the ISO 14001
Certification in the Hotel Industry ....................................................... CXVI
Appendix K: Transliterated Expert Interviews ........................................................ CLXV
Thesis Author’s Attestation ........................................................................... CLXXIV
IX
List of Illustrations
Illustration 1:
Illustration 2:
Illustration 3:
Illustration 4:
Illustration 5:
Illustration 6:
Illustration 7:
Illustration 8:
Illustration 9:
Illustration 10:
Illustration 11:
Illustration 12:
Illustration 13:
Illustration 14
Illustration 15:
Illustration 16:
Illustration 17:
Illustration 18:
Illustration 19:
Research Design (own illustration)
Model of the Environmental Management System (own
illustration according to Europäisches Komitee für Normung,
2003) (Europäisches Komitee für Normung, 2003)
Plan-Do-Check-Act Cycle (own illustration according to
Europäisches Komitee für Normung, 2003; International
Organization for Standardization, Environmental Management
System (EMS): Principles and Elements, 1998 and Sheldon &
Yoxon, 2002)
Information Sign (Förderverein Stadtbibliothek MarzahnHellersdorf)
Task Sign (ArtistsValley, LLC, 2008-2011)
Help Sign (Linuxtopia)
Data Flow of the Empirical Research (own illustration)
Added Preparation of a Budget (own illustration)
Revised Management Commitment (own illustration)
Revised Initial Environmental Review (own illustration)
Revised Environmental Aspects (own illustration)
Revised Legal and Other Requirements (own illustration)
Revised Targets and Programs (own illustration)
Revised Roles, Responsibilities and Authority (own illustration)
Revised Documentation (own illustration)
Revised Emergency Preparedness and Response (own
illustration)
Added External Certification (own illustration)
Added Overview of the Steps (own illustration)
Separation of the Information Part and the Tasks (own illustration)
16
36
40
43
43
43
50
75
76
80
82
84
88
90
90
90
91
91
95
Illustration 20:
Illustration 21:
Illustration 22:
Illustration 23:
Illustration 24
Illustration 25:
Illustration 26:
Operational Work Processes in a Hotel (own illustration
according to Gewald, 2001) (Gewald, 2001)
CXI
Organizational Structure of a Hotel (own illustration according to
Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008)
CXII
Organizational Structure of a Department (own illustration
according to Hänssler, Die Aufbauorganisation von
Hotelbetrieben, 2008
CXIII
Plan-Do-Check-Act Cycle (own illustration)
CXVI
Management Commitment (own illustration according to Edwards,
Planning the Project, 2001)
CXVII
Environmental Policy Crowne Plaza Zurich (own illustration
according Crowne Plaza Zurich)
CXXVI
Organization Chart (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLIII
X
List of Tables
Table 1:
Table 2:
Table 3:
Table 4:
Table 5:
Table 6:
Table 7:
Table 8:
Table 9:
Table 10:
Table 11:
Table 12:
Table 13:
Table 14:
Table 15:
Table 16:
Table 17:
Table 18:
Table 19:
Table 20:
Table 21:
Table 22:
Table 23:
Size of Swiss Hotels in 2009 (own illustration according to
Schweizer Tourismus Verband (STV), 2010) (Schweizer
Tourismus Verband (STV), 2010)
Cold and Hot Water Supply in the Hotel Industry (own illustration
according to Kirk, Water Management, 1996 and Lin-Heng et al.,
2010)
Swiss Environmental Legislations (own illustration according to
Bundesamt für Umwelt BAFU, 2009)
EMAS Process Steps (own illustration according to Engel, EGÖko-Audit-Verordnung, 2010; Verordnung (EG) Nr. 1221/ 2009
des Europäischen Parlaments und des Rates, 2009 and
Geschäftsstelle des Umweltgutachterausschusses, 2010)
Differences ISO 14001/ EMAS (own illustration according to
Engel, Vergleich und Gesamtwürdigung der
Umweltmanagementsysteme, 2010 and Wellge, 2009)
Departments of a Hotel (own illustration)
Areas of a Hotel (own illustration)
Statements to Test (own illustration)
Interview Partners and Statements to Test (own illustration)
Acronyms of the Results (own illustration)
Collation of the Affirmations (own illustration according to Berger,
2011; Gruber, 2011; Häberlin, 2011; Kläy, 2011 and Rizzi, 2011)
Allocation of the Affirmations (own illustration)
Collocation of the Criticisms (own illustration according to Berger,
2011; Gruber, 2011; Häberlin, 2011; Kläy, 2011 and Rizzi, 2011)
Allocation of the Criticisms (own illustration)
Contradictions (own illustration)
Realized Contradictions (own illustration)
Realized Criticisms (own illustration)
Quantity of Hotels labeled by a Specialization Category in 2011
(own illustration according to Swisshotels) (Swisshotels)
Buildings and Structure of a Hotel (own illustration according to
Hänssler, Leistungen und Leistungserstellung in der Hotellerie,
2000; Rutherford, 2002 and Walker, 2002)
Services rendered by Employees (own illustration according to
Hänssler, Leistungen und Leistungserstellung in der Hotellerie,
2000; Rutherford, 2002 and Walker, 2002)
Catering Departments (own illustration according to Hänssler,
Leistungen und Leistungserstellung in der Hotellerie, 2000;
Rutherford, 2002 and Walker, 2002)
The ISO 14000 Family (own illustration according to International
Organization for Standardization, ISO Standards, 2011)
The Hotel’s Total Water Consumption (own illustration according
to Sustainable Business Associates, 2008)
22
24
28
32
34
44
45
49
51
52
60
61
66
67
69
71
73
CV
CVI
CVII
CVIII
CXV
CXVIII
XI
Table 24:
Table 25:
Table 26:
Table 27:
Table 28:
Table 29:
Table 30:
Table 31:
Table 32:
Table 33:
Table 34:
Table 35:
Table 36:
Table 37:
Table 38:
Table 39:
Table 40:
Table 41:
Table 42:
Table 43:
Table 44:
Table 45:
Table 46:
Table 47:
Table 48:
Water Consumption per Department (own illustration according
CXVIII
Energy Consumption per Department (own illustration according
CXIX
The Hotel’s Total Energy Consumption (own illustration
according to Sustainable Business Associates, 2008)
CXIX
Energy Figures Converter (own illustration according to
Sustainable Business Associates, 2008)
CXX
Wastes per Department (own illustration according to
CXX
The Hotel’s Total Wastes (own illustration according to
CXX
Overview of Purchasing (own illustration according to
CXXI
Overview of Emissions (own illustration according to Sustainable
Business Associates, 2008)
CXXI
Relevance Calculation (own illustration according to Edwards,
Policy and Planning, 2001)
CXXII
Water Aspects (own illustration according to Sustainable
CXXIII
Energy Aspects (own illustration according to Sustainable
CXXIII
Wastes Aspects (own illustration according to Sustainable
CXXIII
Purchasing Aspects (own illustration according to Sustainable
CXXIII
Emissions Aspects (own illustration according to Sustainable
CXXIV
Legal and Other Requirements (own illustration according to
Dyllick-Brenzigner, 1997)
CXXV
Water Targets (own illustration)
CXXVIII
Energy Targets (own illustration)
CXXVIII
Wastes Targets (own illustration)
CXXVIII
Purchasing Targets I (own illustration)
CXXVIII
Purchasing Targets II (own illustration)
CXXIX
Purchasing Targets III (own illustration)
CXXIX
Emissions Targets (own illustration)
CXXIX
Legal and Other Requirements Targets (own illustration)
CXXX
Water Program (own illustration according to Sustainable
Business Associates, 2008; The Center for Environmental
Leadership in Business/ Tour Operators Initiative for Sustainable
Tourism Development)
CXXXIV
Energy Program (own illustration according to Energie Schweiz,
2010; Lauber IWISA AG, 2010; Sustainable Business Associates,
2008 and The Center for Environmental Leadership in Business/
Tour Operators Initiative for Sustainable Tourism Development)
CXLI
XII
Table 49:
Table 50:
Table 51:
Table 52:
Table 53:
Table 54:
Table 55:
Table 56:
Table 57:
Table 58:
Table 59:
Table 60:
Table 61:
Table 62:
Table 63:
Table 64:
Table 65:
Table 66:
Table 67:
Table 68:
Wastes Program (own illustration according to Sustainable
CXLIV
Purchasing Program (own illustration according to Kirk, Materials
and Waste Management, 1996 and Sustainable Business
Associates, 2008)
CXLVIII
Emissions Program (own illustration according to Sustainable
Business Associates, 2008 and Zein et al., 2008)
CL
Water Monitoring (own illustration according to Dyllick-Brenzigner
et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001,
1997)
CLVII
Energy Monitoring (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLVII
Wastes Monitoring (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLVIII
Purchasing Monitoring I (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLVIII
Purchasing Monitoring II (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLVIII
Purchasing Monitoring III (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLIX
Emissions Monitoring (own illustration according to DyllickBrenzigner et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
CLIX
Legal and Other Requirements Monitoring (own illustration)
CLX
Water Corrective Actions (own illustration)
CLXI
Energy Corrective Actions (own illustration)
CLXI
Wastes Corrective Actions (own illustration)
CLXI
Purchasing Corrective Actions I (own illustration)
CLXI
Purchasing Corrective Actions II (own illustration)
CLXII
Purchasing Corrective Actions III (own illustration)
CLXII
Emissions Corrective Actions (own illustration)
CLXII
Legal and Other Requirements Corrective Actions (own
illustration)
CLXII
Acronyms of the transliterated Expert Interviews (own illustration) CLXV
XIII
List of Abbreviations
BAFU
BKP
EMAS
EMS
FF&E
hotelleriesuisse
LOHAS
NOGA
PDCA
SAQ
SQS
TC
UMS
UNCD
UNCTAD
UNEP
VOC
WHO
WTO
Bundesamt für Umwelt
Baukostenplan
Eco- Management and Audit Scheme
Environmental Management System
Furniture, Fixtures & Equipment
Swiss Hotel Association
Lifestyle of Health and Sustainability
Nomenclature Générale des Activités Économiques
Plan, Do, Check and Act
Schweizerische Arbeitsgemeinschaft für Qualitätsmanagement
Schweizerische Vereinigung für Qualitäts- und Management- Systeme
Technical Committee
Umweltmanagementsystem
United Nations Conference on Environment and Development
United Nations Conference on Trade and Development
United Nations Environment Program
Volatile Organic Compounds
World Health Organization
World Trade Organization
Introduction
1
1.1
1.1.1
14
Introduction
Research Problem
Context
Since tourism is the largest industry in the world, it is responsible for a big share of the
negative influences on the earth’s ecosystems caused by humans. The hotel industry forms
the biggest sector of the tourism industry. Therefore, it is sensible to bring forward
sustainable development in the hotel industry. Sustainability is an integrative approach and
includes the environmental, economic and social dimension. In the case of a hotel,
environmental sustainability means to minimize the environmental impacts on the flora, fauna,
air, water, land and natural resources. Social sustainability asks for the maximization of the
social well-being of all stakeholders and reaches from issues like public health to good
working conditions. Since all organizations in the private sector aim for profit, the economic
dimension is similar important than the other two. It has become clear, that improvements in
the environmental and social dimension can help to strengthen the economic situation of an
organization. The profit of an organization can be increased by saving costs with water or
energy conservation practices or the good working conditions can enhance the staff
motivation and productivity, to only name a few. (Sloan et al., Sustainable Development in
the Hospitality Industry, 2009) Besides sustainable profit maximization through savings, the
implementation of sustainability standards can also allure customers. The sustainable
operation of an organization and the offering of sustainable products, positively impacts the
buying behavior of certain consumer groups. (Prexl, 2010) One such a consumer group is
called LOHAS (Lifestyle of Health and Sustainability) and accounts for approximately 10 to
30% of the Swiss consumers, dependent on the type of product or service offered
(Wüstenhagen, 2009). Voluntary sustainability tools include amongst others, codes of
conduct, best practices, management systems, lables and performance indicators (Burzis,
2010). A systematic approach to enhance environmental sustainability forms the
implementation of environmental management systems (EMS) (Aminatuzuhariah, 2007) like
the ISO 14001 standard.
1.1.2
Problem Statement
As described above, environmental standards are crucial for the hotel industry, but the
implementation of these is often too difficult and involving. Environmental management
systems are effective but complex at the same time and hotel managers are no specialists in
this field. Furthermore, such management systems are construed for all kinds of
organizations and little research has been done on how the implementation in the hotel
industry may look like. Every hotel is different, according to size, classification or services
offered. This makes it even more difficult to find an implementation guideline appropriate for
all hotels. As a consequence, not many hotels have an environmental management system
in place, to not mention the low certification rate. The general question arising is, what is
exactly needed to simplify the implementation of environmental management systems like
the ISO 14001 standard in the hotel industry.
Introduction
1.1.3
15
Research Objectives
The principal purpose of this thesis is to create a handbook which supports hotels in
implementing the ISO 14001 certification.
The handbook itself should:
 suite to all hotels regardless their size, classification or services offered
 function as a supportive tool for the hotels in order to achieve the ISO 14001
certification
 present a guideline according to the ISO 14001 requirements
 be understandable and simplified
 be specific to the hotel industry
1.1.4
Importance of the Study
A lot of research has been done in evaluating the importance and effectiveness of
environmental management systems. Although, environmental management systems are an
adequate tool to improve the environmental performance of an organization, no guideline
which supports especially the hotel industry in implementing such a system has yet been
created. The handbook, which is the outcome of this thesis, explains and simplifies exactly
this implementation process of the ISO 14001 standard in the hotel industry. As then,
achieving the ISO 14001 certification becomes manageable for the hotel industry, more
hotels will be certified in the future. The wider choice of environmentally friendly hotels does
not only positively affect the potential guests, but also strengthens the Swiss hotel industry
as a whole. Another beneficial effect of this thesis is to turn the buzz word sustainability into
a long-term engagement. Therefore, the accurate moment to develop hand-tight processes
and to appeal ISO 14001 to the hotel industry is right now. Moreover, it is high time to
support hotels, who are already interested in environmental aspects, before they lose
courage.
1.2
Research Scope
The overall goal of this thesis is to develop a handbook to achieve the ISO 14001
certification in the Swiss hotel industry. Therefore, only aspects which are either relevant for
the Swiss hotel industry or the ISO 14001 standard are taken into closer consideration. As a
result, only sustainability issues which are crucial for Switzerland and related to the
environmental dimension are discussed. Furthermore, the thesis does not describe the
benefits of having an environmental management system in place, nor does it deliver a
quality or sustainability measuring tool, but concentrates on the support hotels need when
choosing to implement such a management system.
1.3
Research Design
Since the purpose of the handbook is to achieve the ISO 14001 certification in the hotel
industry, it is crucial to understand the Swiss hotel industry, environmental sustainability in
the hotel industry, environmental management systems and the ISO 14001 requirements.
Therefore, exactly these four elements are discussed in the literature review, which forms the
basis of the first version of the handbook to achieve the ISO 14001 certification in the hotel
industry. The next chapter 'First Concept of the Handbook to achieve the ISO 14001
Certification in the Hotel Industry' gives general information concerning the first version of the
Introduction
16
handbook, explains step by step how it was developed and indicates issues which need to
be further examined. The chapter 'Empirical Research' states why empirical research is
needed, how it is carried out and in what way the obtained information is applied. The
sections 'Results' and 'Discussion' are aimed to analyze and debate the findings of the
empirical research in order to create a revised and improved handbook in chapter 'Revised
Handbook to achieve the ISO 14001 Certification in the Hotel Industry'. The 'Conclusion' in
the end states the practical and theoretical implications, limitations and the recommendations
for future research.
The illustration below visualizes the flow of information and data in this thesis from the
literature review to the conclusion.
Literature Review
First Version of the Handbook
Empirical Research
Results
Discussion
Revised Handbook
Conclusion
Illustration 1:
Research Design (own illustration)
(Sloan, Legrand, & Chen, Energy Efficiency, 2009) (Sloan, Legrand, & Chen, Sustainable
Development in the Hospitality Industry, 2009)
Literature Review
2
17
Literature Review
The literature review is divided into five main chapters. The first chapter, the Swiss hotel
industry, gives insights into how the hotel industry is generally defined, what types of hotels
exist and what kind of operational equipment is needed in a hotel. Furthermore, the chapter
discusses the operational and organizational structure of hotels. The following chapter deals
with the environmental sustainability in the hotel industry and therefore presents a selection
of environmental dimensions relevant in the hotel industry and the Swiss environmental
legislations. The two best know environmental management systems including a comparison
of these and the application in the hotel industry are demonstrated in the third chapter. The
last chapter explains in detail the requirements of the environmental management system
ISO 14001 and its certification process.
2.1
2.1.1
The Swiss Hotel Industry
Definition
The hotel industry is defined as the entirety of the hotels (Duden Verlag, 1999).
In Switzerland, no standardized or protected definition of hotels exists (Pasche, 2009).
Referred to Christian Laesser and Thomas Bieger 'Was ist ein Hotel? Beitrag zu einer
adaptierten Definition von Hotel' a hotel is an establishment for the accommodation of guests
who stay overnight consisting of at least five keys (lockable spheres) and a minimal service
offer including key- and information service as well as cleaning of the keys. Minimum five and
more than 50 percent of the keys are available for transient guests, whereat transient means
that the offer can be booked by days, weeks or up to a length of maximally three month.
(Laesser & Bieger, 2008).
Concerning the attempts of hotel definitions in Switzerland, this chapter differentiates
between the industry approach of hotelleriesuisse and the legal definition fundament of
NOGA (Nomenclature Générale des Activités économiques) (Laesser & Bieger, 2008).
Industry Approach of hotelleriesuisse
Hotelleriesuisse differentiates between three categories of hotels: (1) fully serviced hotels
and bed and breakfasts, (2) star categories, and (3) specialization categories (Laesser, Was
ist ein Hotel? Beitrag zu einer adaptierten Definition von Hotel, 2009). Fully served hotels are
establishments with at least five rooms and consist of facilities for accommodation and
catering of the guests. They are characterized by the living- and residence standard and the
degree of services which are according to the star categories and the specialization
categories. In comparison, bed and breakfasts are hotels which are not endued with
restaurants. (Laesser & Bieger, 2008) The terms star categories and specialization
categories are explained in chapter '2.1.2 Hotel Typologies'.
Legal Fundament of NOGA
NOGA categorizes the accommodation industry into (1) hotels, guesthouses and pensions,
(2) holiday accommodations and similar businesses, (3) camping sites and (4) other
accommodations (Bundesamt für Statistik, 2008).
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The accommodation types, hotel, bed and breakfast, guesthouse and pension belong to the
hotel industry, while the others count to the non-hotel accommodation sector (Hänssler,
Betriebsarten und Betriebstypen des Gastgewerbes, 2000). As his thesis focuses on the
hotel industry, only the first category 'hotels, guest houses and pensions' are taken into
consideration.
The category 'hotels, guesthouses and pensions with restaurant' covers hotels, resort hotels,
apart hotels, hotels with thermal bath, hotels with conference facilities, hotels with casinos,
motels, pensions, guesthouses and similar businesses, which posses five or more rooms
and provide additionally to the ordinary services also catering services. 'Hotels, guesthouses
and pension without restaurant' include hotels, bed and breakfasts and similar businesses,
which consist of five or more rooms but only serve breakfast supplementary to ordinary
services. (Bundesamt für Statistik, 2008)
2.1.2
Hotel Typologies
It is nearly impossible to outline the different types of hotels, as the transitions between the
types of business are floating and a certain hotel can conform to several types of business
(Seitz, 1997). According to Karl Heinz Hänssler 'Leistungen und Leistungserstellung in der
Hotellerie' the type of business of hotels can be structured according to quality of the offers,
scope of the performances and the size (Hänssler, Betriebsarten und Betriebstypen des
Gastgewerbes, 2000).
The subchapters 'Hotel Classification' and 'Size of Swiss Hotels' are based exclusively on
Swiss conditions, whereat the context of the other subchapters can be used internationally.
Hotel Classification
The Swiss hotel classification, which was introduced by hotelleriesuisse (Swiss Hotel
Association) in 1979, is internationally known as exemplary. It was the first private
classification system in a worldwide context and is still a case sui generis. It often forms the
basis of classification systems in other countries. As international quality requirements and
consumer needs in the hotel industry are constantly changing and increasing, the Swiss
hotel classification system is adapted in a five years circle. (Hotelsterne, Entwicklung und
Geschichte des Originals) (Hotelsterne)
Today, approximately 77 percent of the Swiss hotels are classified according to the Swiss
hotel classification (hotelleriesuisse, 2007).
The Swiss classification system consists of two dimensions: the star system and the
specialization categories (hotelleriesuisse, Jahrbuch der Schweizer Hotellerie 2010, 2010).
(hotelleriesuisse, 2010)
Star System
Hotels can be classified into five star categories: 1-star (simple), 2-stars (comfortable), 3stars (middle class), 4-stars (first class) and 5-stars (luxury). Since 2011, a sixth category
'Swiss Lodge' for the declaration of hotels without any stars is into force. Additionally, within
each category 'superior' can be reached if the hotel offers outstanding services. Bed and
breakfast hotels are only allowed to reach four stars plus superior instead of the five stars
plus superior. (Hotelstars, 2010)
In order to classify hotels, hotelleriesuisse worked out a criteria check list. This check list is
subdivided into six areas: building/ space on offer, furnishing/ equipment, services, leisure,
composition of offers and seminar rooms. In total, the check list consists of 270 different
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19
criteria. A hotel fulfilling a criterion receives the amount of points the criterion is worth. In
order to get classified to the accordant star category, two rules have to be taken into
consideration. There are some criteria marked with a 'M' meaning this is a minimum criterion
and has to be achieved and, additionally to the minimum criteria, a hotel has to reach a
minimum amount of points. Hotels awarded with 'superior' reach the minimum amount of
points of the next higher category, but do not have to fulfill the minimum criteria of this. Bed
and breakfast hotels, which do not run a restaurant, are disadvantaged compared to fully
serviced hotels, as they are not able to collect points in certain fields (criteria 172-180).
Therefore, the minimum amount of points in each star category and superior is reduced by
20. (Hotelstars, 2010)
The detailed criteria catalog including the evaluation scale can be found on the homepage of
hotelleriesuisse.
By the year 2011, 87 hotels reached 5-star classification, 441 hotels 4-star classification, 944
hotels 3-star classification, 253 2-star classification, 42 hotels 1-star classification and 10
'Swiss Lodge' classification (Swisshotels).
Specialization Categories
The specialization categories provide supplementary information concerning the character,
target customers and infrastructure of a hotel (Hotelsterne, Spezialisierungskategorien).
Additional to the star system, classified Swiss hotels can apply for the following specialization
categories (hotelleriesuisse, Kriterienkataloge, Spezialisierungkategorien): 'Excellent Kitchen',
'Business Hotel', 'Design & Lifestyle Hotel', 'Health Hotel', 'Golf Hotel', 'Historic Hotel', 'Kids
Hotel', 'Congress Hotel', 'Country Guest House', 'Eco Hotel', 'Seminar Hotel', 'Tennis Hotel',
'Bike Hotel', 'Hiking Hotel', 'Wellness Hotel I', 'Wellness Hotel II', 'Unique' and 'International
Chain Hotel' (Hotelsterne, Spezialisierungskategorien). A hotel can be classified for
maximum three different specialization categories (hotelleriesuisse, Geschäftsbericht 2010,
2010). In order reach one of these specialization categories special requirements have to be
fulfilled (Hotelsterne, Spezialisierungskategorien). The 'Requirements for the specialization
categories' can be found on the homepage of Hotelsterne.
The number of hotels labeled with one of these specialization categories is shown in
'Appendix A: Quantity of Hotels labeled by a Specialization Category in 2011'. (Hotelsterne)
(hotelleriesuisse, 2010) (International Organization for Standardization, 2011)
Hotel Performances
The hotel industry can be seen as a part of the service industry. This means, the
performances of the hotel industry are services. The supply of services involves different
production factors as for example manpower, facilities or raw materials. The question is in
which constitution and scope these are used in order to provide a service. A considerable
characteristic of the hotel industry is that sometimes only the fact that a production factor is
available forms the performance. For instance, the hotel rooms are the production factors
and their usage through guests is already the service performed. Therefore, in comparison to
industrial manufacturing processes, the production and the product in the hotel industry
cannot always be examined separately. Since the basic functions of a hotel are
accommodation and catering of the guests, the service types of a hotel can be divided into
'Accommodation Performance', 'Catering Performance' and 'Other Performances'. (Hänssler,
Leistungen und Leistungserstellung in der Hotellerie, 2000)
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20
Accommodation Performance
The accommodation performance is on the one hand, made up of buildings and structures
and on the other hand, of the services rendered by employees (Hänssler, Leistungen und
Leistungserstellung in der Hotellerie, 2000).
The buildings and structures consists in general of:
 Guest rooms
 Reception area
 Circulation- and floor areas
 Engineering- and operation rooms
 Other areas
(Hänssler, Leistungen und Leistungserstellung in der Hotellerie, 2000) (Rutherford, 2002)
(Walker, 2002)
A detailed list of these buildings and structures can be found in 'Appendix B: Buldings and
Structures of a Hotel'.
The size of the space and the furnishing of these buildings and structures are either applied
to the needed space according to the number of guestrooms (Hänssler, Leistungen und
Leistungserstellung in der Hotellerie, 2000) or are specified by the hotelleriesuisse criteria
catalog (see chapter '2.1.2 Hotel Typologies').
Areas where services rendered by employees are needed are:
 Reception
 Housekeeping
 Security
 Other services
 Purchasing department
(Walker, 2002)
A detailed list of these sevices can be found in 'Appendix C: Services rendered by
Employees'.
The number of employees is mainly dependent on the hotel classification, as for example a
5-star hotel has a higher employee to guest ratio then a 2-star hotel (Hänssler, Leistungen
und Leistungserstellung in der Hotellerie, 2000).
The extensiveness of these performances is again partly given by hotelleriesuisse criteria
catalog (see chapter '2.1.2 Hotel Typologies').
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21
Catering Performance
The catering performance consists of the food and beverages including the catering services
a hotel is offering (Hänssler, Leistungen und Leistungserstellung in der Hotellerie, 2000).
The main departments are:
 Restaurant
 Kitchen
 Bar
 Café
 Purchasing department
 Banquet department
 Material usage control
 Stewarding
 Room service
 Bar and waiting personnel
(Walker, 2002)
A detailed list of these sevices departments can be found in 'Appendix D: Catering
Departments'.
The choice of food and beverages can either be decided by the hotel itself (Hänssler,
Leistungen und Leistungserstellung in der Hotellerie, 2000) or is given by the hotelleriesuisse
criteria catalog (see chapter '2.1.2 Hotel Typologies').
Other Performances
The other performances like the offering of conference rooms or swimming pools complete
the accommodation and catering performances (Hänssler, Leistungen und
Leistungserstellung in der Hotellerie, 2000).
Parts of additional performances have, according to the hotelleriesuisse criteria catalog (see
chapter '2.1.2 Hotel Typologies'), to be fulfilled by a hotel in order to comply with the
requirements for classification.
Hence, the single performances, which are in a relationship of dependence, form the total of
performances. Depending on which types of performances a hotel is offering and on how
these are designed and combined, the hotel represents a certain hotel category. (Hänssler,
Leistungen und Leistungserstellung in der Hotellerie, 2000)
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22
Size of Swiss Hotels
In the year 2009, the sizes of the hotels in Switzerland looked as follows:
Size of hotel
Amount of hotels
In %
0 to 10 beds
797
16.4
11 to 20 beds
1090
22.4
21 to 50 beds
1613
33.1
51 to 100 beds
886
18.2
101 to 150 beds
258
5.3
151 to 200 beds
97
2.0
201 to 300 beds
76
1.6
301 and more beds
50
1.0
Table 1:
2.1.3
Size of Swiss Hotels in 2009 (own illustration according to Schweizer Tourismus Verband (STV),
2010) (Schweizer Tourismus Verband (STV), 2010)
Operating Equipment
The operating equipment of a hotel consists of furniture, fixtures and equipment, whereat
furniture is movable and fixtures and equipment is immovable (Fidlschuster, 2007).
The Swiss BKP (Baukostenplan) is originally an investment accounting plan providing an
overview of the costs incurring when construction a building (BKP Baukostenplan). Although
the construction costs of a hotel are in the context of this thesis not in demand, the author
decided to consult this plan. By demonstrating an investment accounting plan, the Swiss
BKP also shows what furniture, fixtures and equipment is actually needed to run a hotel.
Relevant for this thesis are mainly:
Operating equipment:
 Electricity
 Heating, ventilation, air-conditioning, cooling devices
 Sanitary
 Transporation, storage
 Construction
Surrounding:
 Garden
 Installations
 Line, Pipes
Furniture and fixtures:
 Furniture
 Lightning
 Textiles
 Small inventory
 Transporation
 Consumable materials
(BKP Baukostenplan)
'Appendix E: Extract from the Swiss BKP' states a summary of the Swiss BKP corresponding
to the issues relevant for this thesis.
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2.1.4
23
Operational and Organizational Structure
Operational Structure
The operational structure regulates the course of action of the processes in a hotel. The
compliance of the hotel performance is analyzed in terms of side by side and one after the
other duties. It is assumed that the task manager has to carry out different work processes in
order to fulfill the duties. The sensible connectivity of the task manager, work processes and
duties is called operational procedure. For this purpose, it has to be decided where, when
and which processes are performed by whom. The execution of an operational structure is
highly dependent on the size of the business; this means the bigger the business the higher
the necessity. The operational structure bases on studies in which the as-is state of certain
aspects of processes is examined. (Henschel, Die Ablauforganisation und ihr
Instrumentarium, 2008)
'Appendix F: Operational Work Processes' shows the operational work processes in a hotel
according to an overnight stay of a guest.
The gained information help to make the work processes more efficient (Henschel, Die
Ablauforganisation und ihr Instrumentarium, 2008).
Organizational Structure
Organizational structure means to allocate manpower and operating resources in order to
compile the hotel performances. The goals are to reach the business objectives and to
operate as efficient as possible. This organizational structure administrates the duties of the
hotel and creates structures as well as a hierarchical decomposition. Thus, the duties of the
hotel take the center stage and are in a next step combined to positions which are in turn,
merged to departments. The positions and departments form organizational units which are
differently connected with each other. (Henschel, Die Aufbauorganisation und ihr
Instrumentarium, 2008)
The organizational structure of a hotel can be illustrated by an organization chart. The most
famous organizational forms are the functional organization (specialization according to
performance), divisional organization (specialization according to objects) and matrix
organization (specialization according to performance and objects). (Hänssler, Die
Aufbauorganisation von Hotelbetrieben, 2008)
To illustrate a hotel’s organizational structure it is reasonable to not only represent the
departments and communication lines, but also to highlight the positions including job
descriptions. (Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008)
In general, the organization structure of a hotel is dependent on the size of the business,
performance spectrum, quality standards, technological standards and strategic
considerations (Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008).
'Appendix G: Organizational Structure of a Hotel' presents a classic organizational structure
of a 300 room hotel. Furthermore, all the single departments can again be broken down as
exemplarily shown in 'Appendix H: Organizational Structure of a Department'.
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2.2
24
Environmental Sustainability in the Hotel Industry
2.2.1
Definition
The Brundtland Report defines sustainability as “development that meets the needs of the
present without compromising the ability of future generations to meet their own needs”
(World Commission on Environment and Development, 1987). As already mentionend in
chapter '1. Introduction', sustainability consists of the three pillars: economy, society and
environment. From the environmental perspective, it is important to conserve the physical
resources and to minimize negative impacts on the physical environment. (Kirk, Introduction,
1996) Therefore, environmental sustainability is dedicated to use and maintain the natural
resources in a carful way in order to not constrain future generation’s quality of life. (Andrews,
2009)
When looking at the environment from a system point of view, the environment means
everything lying outside of the system. The boundary between the system and the
environment controls the exchanges from the environment into the system and vice versa.
(Kirk, Introduction, 1996)
A system has three main components: inputs into the system, outputs from the system and
the system itself. The goal of a system is to convert inputs into outputs. In the case of a hotel
the system looks like following:
 Inputs: customers, employees, food, raw materials, consumable supplies, energy,
water and capital
 System: hotel including its production processes
 Outputs: satisfied customers and employees, financial returns, wastes and pollution
(Kirk, Environmental Management, 1996)
Since a hotel needs on the one hand, huge amounts of food, raw materials, consumable
supplies, engery and water as inputs and on the other hand, generates negative outputs like
waste and pollution, the hotel system has a huge potential impact on the environment. (Kirk,
Environmental Management, 1996)
2.2.2
Environmental Dimensions of a Hotel
Water
Water is probably the most crucial resource of a hotel and forms a major purchasing cost.
Central water consumption areas are guestrooms, kitchen, laundries, cleaning and public
toilets. The water consumption of a hotel per guestroom per year lies between 60m3 and 220
m3. It depends on the facilities a hotel is providing and whether the hotel has already
established water conservation practices. (Lin-Heng et al., 2010) (Lin-Heng & Ofori, 2010)
The table below shows for what purposes a hotel can need cold and hot water supply:
Purpose
Cold water
Drinking water, fire-fighting, cold rooms
Cold and hot water Bathrooms, kitchen, laundry, cleaning, toilets, heating, ventilation,
air-conditioning, pool
Table 2:
Cold and Hot Water Supply in the Hotel Industry (own illustration according to Kirk, Water
Management, 1996 and Lin-Heng et al., 2010)
The temperature of hot water depends on where it is used. The ideal temperature for water
for example in the guestrooms is 50°C, in the laundry 40-80°C and in the kitchen 60°C. (LinHeng et al., 2010) The heating, storage and supply method of hot water consumes a lot of
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25
energy (Lin-Heng et al., 2010) (Kirk, Water Management, 1996). Therefore, the reduction in
hot water consumption also decreases the energy utilization (Lin-Heng et al., 2010).
Since hotels need huge quantities of water, they in turn, produce enormous amounts of
waste water. Waste water can be separated in to grey-water coming from washing machines,
sinks, showers, bath and roof runoffs, and black-water resulting from toilets and dishwashing.
(Lin-Heng et al., 2010) The disposal of this waste water is administrated by local regulations
and costs the hotel money (Kirk, Water Management, 1996).
There are a lot of ways how a hotel can reduce its water consumption. However, the core
principle is to do nothing on the expenses of the guests’ comfort. (Kirk, Water Management,
1996)
Sustainable water usage includes:
 Conservation of water supplies and sources
 Recycling of water as far as possible
 Re-establishment of lost water sources
 Reduction of irrigation losses
 Repairing of pipe leakages
 Re-usage of grey-water
 Installation of water-saving devices
 Avoidance of open taps
 Monitoring of the water consumption
 Investing in state-of-the-art technologies
 Information of personnel about water conservation practices
 Involvement of guests
(Webster, 2000) (Zein et al., 2008) (Zein, Wazner, & Meylan, 2008)
Energy
After payroll, energy forms the biggest share of a hotel’s operating costs. Energy in the form
of fossil fuel and electricity is for example needed for lighting, ventilation, heating, cooling,
cooking, hot water, catering and electronic appliances. The energy usage of a hotel is
depending on the type and size of the hotel, building, climate, geographic location, energy
sources, energy-efficiency of the appliances, facilities a hotel is providing, and services the
hotel is offering. (Kirk, Energy Management, 1996) (Lin-Heng et al., 2010) On average, 6% of
a hotel’s operating costs is used for the energy consumption in the guestrooms, 20% for
lightning and 15% for hot water (Sloan et al., Energy Efficiency, 2009).
A hotel can decrease energy consumption by various measures including:
 Staff awareness training
 Involvement of guests
 Switching off equipment which is not in use
 Monitoring the energy consumption
 Regular maintenance of equipment in order to guarantee efficiency
 Investments in the building and state-of-the-art equipment
 Reviewing the mix of energy sources in use
 Improvements in the lighting system
 Minimization of energy losses
 Recoverment of energy
(Kirk, Energy Management, 1996)) (Zein et al., 2008)
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26
It is best to start with measures which give the greatest savings at the lowest cost, as these
will generate positive feedback and state a reason for more expansive investments.
Furthermore, the actions taken should never end in a perceived loss of comfort by the guests.
(Kirk, Energy Management, 1996)
Wastes
On the one hand, waste is a signal of inefficient use of resources, and on the other hand, the
disposal of waste costs money (Sloan et al., Waste Management, 2009). Hotels produce
huge amount of wastes including household waste, plastic, metal, glass, cloth, wood, organic
waste, oils, fat, packaging, old furniture and equipment, and paper. Additionally, they
generate hazardous waste as for example solvents, paint, flammable material, fertilizer,
chemicals, and batteries. (Lin-Heng et al., 2010) (Zein et al., 2008)
Instead of putting all this waste to the landfill, hotels can follow the strategy of :
 Avoid (Sloan, Legrand, & Chen, Waste Management, 2009)
 Reduce
 Reuse
 Recycle
 Recover
(Kirk, Materials and Waste Management, 1996) (Lin-Heng et al., 2010)
By thorough purchasing, waste can partly be avoided and reduced in the first place. However,
some waste is always generated and should whenever possible be reused, even if it has a
lower value. Materials which cannot be reused should be collected and carried to a recyling
unit. There are still some materials left which have a high energy value or cannot be recylced
and should be brought to incinerator or used for own power generating purposes.
Concerning all the five processes, avoid, reduce, reuse, recycle and recover, legal
requirements have to be taken into consideration. (Kirk, Materials and Waste management,
1996) Additionally, waste reduction practices should not limit the customer satisfaction and
comfort (Sloan et al., Waste Management, 2009).
Purchasing
Hotels purchase large amounts of different products like food and beverages, laundry and
cleaning supplies, toiletries, office supplies, equipment and bedding. The purchase of some
products can have negative impacts on the environment. (Lin-Heng et al., 2010). Therefore,
the whole life cycle of the product from manufacturing, marketing, transportation, and use to
disposal have to be taken into account. (Zein et al., 2008) Furthermore, the purchasing
decision also influences the amount of waste produced, energy consumed and the potential
of water, air and soil pollution by the disposal or use of the product (Lin-Heng et al., 2010)
(Zein et al., 2008). When purchasing so called 'green' products, these environmental impacts
can be reduced (Zein et al., 2008). 'Green' products support recyclable, biodegradable, less
processed and non-toxic substances, are more durable, require less energy during
manufacturing and use, are manufactured in local and cleaner production processes and
need as little packaging as possible (Lin-Heng et al., 2010) (Zein et al., 2008). Hotels can
bring forward the use of 'green' products by advancing staff, supplier and guest awareness
(Zein et al., 2008).
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27
Sustainable purchasing includes:
 Buy what is actually needed
 Buy good quality materials in order to decrease failing rate
 Buy from local suppliers to reduce transportation
 Buy in suitable quantities, as too little increases transportation and too much leads to
waste
 Buy as energy-efficient products as possible
 Buy products consisting of recycled material and in recycled packaging
 Buy recyclable products in recyclable packaging
 Rent instead of buying whenever possible
 Prefer 'green' products
 Avoid disposable products
 Use as little packaging as possible
(Kirk, Materials and Waste management, 1996)
Emissions
A hotel, like most other businesses, contributes to the atmospheric pollution. The negative
emissions from a hotel consist of combustion gases from fossil fuels and gas-operated
boilers, generators and stoves, cooling liquid from air-conditioning and refridgeration
equipment, halons in fire extinguishers, vapors from cleaning solvents and road traffic
emissions. (Lin-Heng et al., 2010)
Hotels can reduce their atmospheric pollution by:
 Maintenance of equipment
 Cleaning of equipment
 Replacing old equipment with state-of-the-art ones
 Minimization of the use of atmospheric pollutants
(Zein et al., 2008)
Indoor Air Quality
A poor indoor air quality can have an impact on the health, coziness and well-being of the
employees and guests and may evoke headache, swims, breathing difficulties or allergic
reactions. The indoor air quality of a hotel is dependent on the emissions flowing into the
building from the outside and the ones produced within the building itself. The latter comes
from fuel gas which is needed by stoves and boilers, tobacco smoke, emissions from
copymachines and printers, microbic pollutants, pesticides, dust and other particles, radon
gas emissions from construction materials, volatile organic compounds (VOC) from cleaning
agents, paints and lacquer. (Lin-Heng et al., 2010)
In order to upgrade the quality of the air in buildings the following can be done:
 Venting the building with fresh air by opening the windows or installing a
sophisticated ventilation system
 Minimization the usage of products containing VOC (volatile organic compounds)
 Investments in state-of-the-art equipment
 Restriction of smoking in the building
 Usage of a vaccum instead of a paper-bag cleaner to capture as many particles as
possible
(Chai-chen, 2000) (Lin-Heng et al., 2010)
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Noise
High exposure to noise above 70 decibel can support sick headache, disturbed blood flow,
high blood pressure, abscesses, while a noise level of 130 decibel or higher can even be
responsible for serious damages to the ears. If the noise level in a hotel is too high, the
health of the guests is affected, the productivity of the employees is depleted and disputes
with neighbors and the community can arise. The areas which generate the most noise in a
hotel are the technical rooms, kitchens, laundries, driveways for the delivery of goods, waste
separation areas, parkings, bars, clubs, and the reception.
Noise can be managed and reduced by:
 Separation of noise-sensitive areas, like guest rooms or meeting rooms, from noisegenerating areas
 Implementation of noise audits
 Investment in noise controlling facilities
(Lin-Heng et al., 2010)
2.2.3
Swiss Environmental Legislations
The Swiss environmental legislations which can be fundamental for the hotel industry are
divided into four different subjects: environmental conservation, water conservation, natureand cultural heritage protection, and climate. Each of these four subjects is based on a
separate main document which constitutes the federal law. Additionally, various regulations
and treaties are used to complete the legal foundation. (Bundesamt für Umwelt, 2009)
As a detailed analysis of the federal law, regulations and treaties is not appropriate for this
thesis, the author decided to only provide a tabular overview. Detailed information
concerning the federal laws, regulations and treaties can be found on the homepage of the
Swiss Federal Office for the Environment (BAFU).
Subject
Legal foundation
Environmental Conservation
Federal Law on Environmental Conservation
37 regulations
15 treaties
Water Conservation
Federal Law on Water Conservation
2 regulations
9 treaties
Nature- and Cultural Heritage
Federal Law on Nature- and Cultural Heritage Protection
Protection
9 regulations
8 treaties
Climate
Federal Law on C02
4 regulations
2 treaties
Table 3:
Swiss Environmental Legislations (own illustration according to Bundesamt für Umwelt BAFU,
2009)
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2.3
29
2.3.1 Definition
Environmental Management
Environmental management means to control the activities one might undertake, in order to
sustain physical resources and avoid polluting them. This is applicable to one’s daily life, but
normally it is in business where the environmental impact is greatest. (Edwards, Introduction
to Environmental Management, 2001)
Management System
The fundamental procedure of a management system can, according to Wellge (2009), be
divided into six core areas:
 Definition of goals
 Determination of need for action
 Allocation of resouces
 Planning and execution of measures
 Control of success, evaluation of performance and definition of new goals
(Wellge, 2009)
Additionally, a management system consists of elements intrinsic to the field it focuses on. In
the case of a quality system this could be the evaluation of suppliers, while an environmental
system includes methods to evaluate environmental impacts or systems to respond to
emergencies. (Jackson, 1997)
In consideration of today’s environmental problems and on the basis of the quality
management system, environment concerning management models were developed. These
environmental management systems give businesses the possibility to continuously
decrease their environmental impacts. (Wellge, 2009).
An environmental mangement system is not limited to certain fields of a buisness, but has to
be seen as a vital element of the work of the management body. This means that all
departments of a business, functional areas and production lines, are part of the
development and implementation of such a system. The thorough composition of an
environmental policy is utmost important, as environmental management is based on the
freewill of a buisness and its self declared priorities concerning environmental aspects. As a
matter of course, external requirements have to be fulfiled as a minimal objective. (DyllickBrenzinger et al., Umweltmanagementsysteme,1997) Especially requirements imposed by
the government are still perceived as threats by businesses, but an environmental
management system helps them to change their reactive behavior into a proactive one
(Engel, Einleitung, 2010). Furthermore, the implementation of such a system not only
enables to achieve the legal requirements, but motivates to voluntarily take over additional
duties concerning the environment (Wellge, 2009). Once the policy is written, an
environmental management system functions as an instrument to implement and realize this
defined environmental policy (Dyllick-Brenzinger et al., 1997). With the help of the right
allocation of resources, determination of responsibilities, and the constant optimization of
practices, procedures, and processes, environmental issues can be address with a certain
order and consistency (Haider, 2001).
Literature Review
2.3.2
30
Environmental Management in the Hotel Industry
Since 1990 the hotel industry has made great efforts towards sustainability by implementing
different tools on a voluntary basis. Voluntary environmental tools reach from codes of
conduct, best environmental practices, environmental management systems, eco-labels to
environmental performance indicators. (Burzis, 2010)
According to Ayuso, 2007, eco-labels and environmental management systems are among
the most used environmental tools in the hotel industry whereat the latter brought the
greatest success. (Ayuso, 2007)
The motivational drivers and the barriers for establishing an environmental management
system in the hotel industry vary from country to country and are dependent on the
characteristics of the businesses. (Burzis, 2010)
Potential motivations are:
 Increased profitability (in example through costs savings)
 Improved public image
 Legal regulations
 Personal commitment (in example to save natural resources and conserve the
environment)
 Competitive edge
 Governmental incentive (in example subsidies, tax benefits or penalties for noncompliance)
 Stakeholder satisfaction (in example guests and employees)
(Burzis, 2010)
Perceived barriers are:
 High implementation costs
 Lack of technology
 Time consuming implementation process
 High need for changes in the infrastructure (in example new electrical equipment)
 Lack of human resources
 Limited knowledge about environmental management systems
(Burzis, 2010)
2.3.3
Existing Environmental Management Systems
The only three management systems focusing exclusively on the ecological dimension of
sustainability are ISO 14001, EMAS and EcoStep. Additionally, these systems not only cover
Switzerland, but are internationally oriented. (Lucerne University of Applied Sciences and
Arts, 2011)
Due to the fact that ISO 14001 and EMAS are the two most famous environmental
management systems (Pischon, 1999 cit. in Wellge, 2009) and that EcoStep is completely
based on ISO 14001 (Lucerne University of Applied Sciences and Arts, 2011), the author
decided to only give insights into EMAS and the ISO 14000 series of standards. (Pischon,
1999)
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31
EMAS
EMAS (Eco-Management and Audit Scheme) is a voluntary scheme for environmental
management and environmental auditing. It was introduced by the European Union in 1993.
The intention was to create a tool for companies and other organizations to support them in
improving their environmental performance. The actual legal foundation is the regulation No.
1221/ 2009 (EMAS III). (EMAS)
According to article 48 and 50 of EMAS III regulation, the scheme is revised correspondingly
to new operating experiences in the implementation procedure and to international
development. (Europäische Union, 2009)
EMAS is a performance oriented system. Businesses should not only fulfill the legal
requirements, but should continuously increase their environmental performance. It is
important to involve the employees in the processes, in order to guarantee that employees
identify with the environmental protection interest of the business. Furthermore, a business
applying for EMAS registration has to provide the public with an environmental statement
informing about resource- and energy consumption, emissions, waste and more. (EMAS)
(Wellge, 2009)
To reach EMAS validation, an environmental audit has to be carried out followed by
subsequent circular eco-audits. These eco-audits are administrated by governmental
licensed environmental verifiers, who inspect the internal documents and the environmental
statement of a business. The verifiers not only respect compliance with formal rules of EMAS,
but more important pay heed to real environmental performance. This includes conformance
with the legal environmental protection laws and the self-set objectives. A validated business
is part of a public register, receives a European wide registration number and is allowed to
use the official EMAS logo. (EMAS) The registration is valid for three years. An annual
assessment and actualization of the environmental statement ensures the continual
development of the environmental performance in the meantime (Geschäftsstelle des
Umweltgutachterausschusses, 2010). The quality of EMAS is supervised by the member
states of the European Union (EMAS).
Since the revision of EMAS I, all businesses which want to increase their environmental
performance are allowed to participate in EMAS, independet of their business activity. The
only prerequisit is to be located in the European Union or in a country with bilateral treaties
with the European Union. (Engel, Ansatz der Europäischen Gemeinschaft, 2010)
The EMAS III regulation consists of 52 articles and 8 annexes, and can be found in various
languages on the homepage of the European Commission.
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32
According to article 4 of EMAS III regulation, the following standardized process steps have
to be observed in order to become EMAS validated:
Process
Explanation
EMAS III
Steps
documents
Environmental  Identification of all significant environmental
According to the
audit
requirements of
aspects and their impacts
 Pay attention to legal environmental requirements EMAS annex I and
II number A.3.1
 Analysis of strength and weaknesses
Environmental
management
system
Eco-audit
Envrionmental
statement
Auditing
through
verifier
Registration
Logo
Table 4:
 Establishment of environmental policy, goals and
concrete measures
 Implementation of a self-developed
environmental management system on the basis
of environmental audit and environmental policy
 Arrangement of tasks and responsibilities
 Setting of control- and early warning systems
 Setting of documentation- and information
systems
 Internal evaluation of environmental performance
 Description and definition of goals and
information for the public
 Auditing of compliance of environmental audit,
environmental management system and ecoaudit with EMAS regulations
 Evaluation of environmental performance
 Application for registration number and
acceptance to public register
 Utilization of the logo
All requirements of
EMAS annex II have
to be fulfilled.
According to EMAS
annex II number
A.5.5 and III.
According to EMAS
annex IV.
According to EMAS
annex VII.
According to EMAS
annex VI.
According to EMAS
annex V.
EMAS Process Steps (own illustration according to Engel, EG-Öko-Audit-Verordnung, 2010;
Verordnung (EG) Nr. 1221/ 2009 des Europäischen Parlaments und des Rates, 2009 and
Geschäftsstelle des Umweltgutachterausschusses, 2010)
The ISO 14000 Series of Standards (Engel, EG-Öko-Audit-Verordnung, 2010)
The International Organization for Standardization (ISO) is a standards institution located in
Geneva, Switzerland. It was founded in 1947, as a private, nongovernmental, international
standards body. The goal is to bring forward international harmonization and development of
standards as for example paper sizes, film speed or quality and environmental standards.
(Theodore & Theodore, 2010) In total ISO has developed more than 18’000 different
standards (ISO Central Secretariat, 2009).
Although, it is a private institution, governments are welcomed to participate in the
development of standards. Even though, all standards developed by ISO are voluntary,
various governments have included the ISO standards into their regulations and
approximately 160 countries act as ISO members. (Theodore & Theodore, 2010)
Literature Review
33
Due to the United Nations Conference on Environment and Development (UNCED), which
took place in Rio de Janeiro in 1992, the subject sustainable development became a matter
of importance. (Theodore & Theodore, 2010)
ISO decided that it is not enough to only integrate environmental protection into the quality
management. Therefore, a completely new and independent from ISO 9000 quality
management system environmental management system was developed. For this purpose,
the “Technical Committee 207 Environmental Management” (TC 207) was set up. (Engel,
ISO 14000er Reihe, 2010) Business and government experts from 75 countries take actively
part in this technical committee and another 26 countries act as observers. Additionally, 41
international and regional organizations, including UNCTAD, UNEP, WHO and WTO, are
participating in TC 207. (International Organization for Standardization, Origins and ISO/TC
207, 2011) TC 207 consists of 6 sub groups responsible for environmental management
systems, environmental auditing and related environmental investigations, environmental
labeling, environmental performance evaluation, life cycle assessment, and greenhouse gas
management and related activities. (International Organization for Standardization, ISO
Standards, 2011) In the year 1996 the series of standards 'ISO 14000 – Environmental
Management Systems' was published for the first time, as a uniform worldwide
environmental management system. These series of standards support businesses in
obtaining environment oriented performances and in verifying these efforts. To improve
environmental protection, environment concerning impacts of the activities, products and
services of a business are analyzed and appropriate goals are set. The environmental efforts
are documented in the environmental policy. (Engel, Aussereuropäische Ansätze, 2010)
(Engel, ISO 14000er Reihe, 2010)
With the help of ISO 14000 businesses can not only lower their negative environmental
effects, but it supports them in meeting legal environmental requirements (Theodore &
Theodore, 2010). ISO 14000 is appropriate for all businesses in the trade-, manufacturing- or
service
industry
independent
from
their
size
(Dyllick-Brenzinger
et
al.,
Umweltmanagementsystem, 1997).
At the beginning of the implementation of the ISO 14000 standard, the management has to
define an appropriate environmental policy. This police must at least include dedication to
permanent improvement, prevention of pollution, and observation of legal environmental
requirements. The environmental policy has to be detailed enough, as concrete actions rely
on it afterwards. Furthermore, this policy must be accessible for the public and
communicated, implemented and complied with, within the business. Thereafter, a first
review of the activities, products and services of the business is carried out, in order to find
out about their interaction with the environment. The results of this review form the basis for
the strategic plan. Strategic planning can be compared with project management, as it also
includes scope, time, costs and responsibilities. The business then has to identify
environmental aspects which can be influenced or even controlled by the business.
Environmental objectives according to these aspects and to the legal environmental
requirements have to be set. An environmental objective is an overall goal and is still very
general. Therefore, specific targets consisting of quantified measurements have to define the
objectives. The objectives and targets are worked out by the business itself and are not
components of ISO 14000 standards. Last step is to take the strategic plan including the set
objectives and targets into action. Internal and external audits and reviews are needed, to on
the one hand, determine if the environmental management systems follows the ISO
Literature Review
34
requirements and on the other hand, to guarantee continual improvement. Environmental
management is never constant and adjustments have to be made regularly. (Theodore &
Theodore, 2010)
The series of standards ISO 14000 consist in total of 22 norms. 'Appendix I: The ISO 14000
Family' gives an overview of these norms including their numbers and titles.
All of these norms, except ISO 14001 'Environmental Management System – Requirements
with Guidance for Use', are descriptive guidance documents. This means that these
documents only act as assistance documents and do not have to be implemented or used in
order to get certified. A business can only get certified for ISO 14001 and not for the whole
ISO 14000 standards. (Cascio, 1996) Businesses fulfilling the ISO 14001 standard are
qualified for certification. The certification is carried out by third-party organizations and not
by ISO itself (Theodore & Theodore, 2010).
ISO 14001 is therefore the central document of the ISO 14000 standards. It provides
information about the structure and minimal requirements of environmental management
systems. Additionally, it forms the basis for the implementation, maintenance, auditing and
certification. (Dyllick-Brenzinger et al., Umweltmanagementsysteme, 1997)
The standard includes six requirement categories within section 4 of the ISO 14001
document: general requirements, environmental policy, planning, implementation and
operation, checking, and management review (Theodore & Theodore, 2010). This document
'Requirements for an Environmental Management System' ISO 14001 and the specific
definitions can be found on the homepage of the International Organization for
Standardization (ISO). Further explanations concerning these six requirement categories are
documented in chapter '2.4 Detailed Analysis of ISO 14001'.
Comparison
As EMAS III regulation is built on the requirements of ISO 14001 'Environmental
Management System – Requirements with Guidance for Use', the two environmental
management systems differ only little today. (Wellge, 2009)
The differences are shown in the following table:
ISO 14001
EMAS III
Goal
Constant improvement in the Constant improvement in the
environmental management
environmental management
system
system and the
environmental performance
Area of application
Worldwide
European Union and
associated countries
Test system
Private
Governmental
Test procedure
Certification
Validation and entry in public
register
Verification
Certificate
Participation document and
registration document
Publicity effectiveness
Certificate and
Documents, EMAS Logo,
environmental policy
environmental policy,
environmental statement
Table 5:
Differences ISO 14001/ EMAS (own illustration according to Engel,
Gesamtwürdigung der Umweltmanagementsysteme, 2010 and Wellge, 2009)
Vergleich
und
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35
Although, both systems name improvements in environmental protection as their superior
goal, there are still discrepancies. While ISO 14001 only asks for continual enhancement of
the environmental management system itself, EMAS III goes a step further and requires
additionally advancements in environmental performance. (Engel, Vergleich und
Gesamtwürdigung der Umweltmanagementsysteme, 2010)
Due to the adoption of ISO 14001 'Environmental Management System – Requirements with
Guidance for Use' into EMAS III regulations, the two competing environmental management
systems are now connected with each other. This can be an advantage for businesses, as
they can implement the environmental management systems step-by-step. For instance,
they first certificate for ISO 14001 and decide in a next step, whether to use this fundament
for EMAS III participation or not. (Engel, Vergleich und Gesamtwürdigung der
Umweltmanagementsysteme, 2010)
The fact that ISO 14001 operates on a worldwide basis makes this environmental
management system much more attractive. A norm which is independent from countries or
regions is a huge advantage, since businesses today operate in a global context and
frontiers and national legislations become less important. Therefore, ISO 14001 outplays
EMAS III. (Engel, Vergleich und Gesamtwürdigung der Umweltmanagementsysteme, 2010)
Nevertheless, there are also disadvantages occurring if norms are applicable worldwide.
Businesses implementing ISO 14001 or EMAS III underlie different requirements varying
from country to country. For instance, a business in a developing country is facing much
lower legal environmental requirements and can position itself as highly environmentally
friendly, while businesses in industrial countries have to deal with stricter legal environmental
requirements and a market where a lot of the competitors have already adopted an
environmental management system. This is especially for ISO 14001 a big challenge, as the
worldwide differences are even higher than the ones which EMAS faces in the European
Union. (Engel, Vergleich und Gesamtwürdigung der Umweltmanagementsysteme, 2010)
The ISO 14000 series of standards benefit from the compatibility with the ISO 9000 series of
standards (quality management system) and their high awareness level. Businesses which
are ISO 9000 certified are already familiar with the basic structure of ISO 14001. Therefore,
the certification potential for ISO 14001 is higher than for EMAS III. (Engel, Vergleich und
Gesamtwürdigung der Umweltmanagementsysteme, 2010)
In general, it can be said that the number of participants are increasing for ISO 14001 and
constant to declining for EMAS III. (Engel, Zusammenfassung, 2010) By this year (2011)
approximately 5’000 businesses are EMAS validated while none of them is located in
Switzerland (Lucerne University of Applied Sciences and Arts, 2011) (EMAS, 2011). Until
2009 businesses holding an ISO 14001 certificate account for circa 223’000 thereof are
90’000 European businesses and 1’500 are located in Switzerland. (Lucerne University of
Applied Sciences and Arts, 2011) (ISO Central Secretariat, 2009) Furthermore,
approximately 30 hotels in Switzerland are ISO 14001 certified (SQS, 2011).
Literature Review
2.4
36
Detailed Analysis of ISO 14001
As a result of the subchapter 'Comparison', the author has decided that ISO 14001 is
superior to EMAS for the Swiss hotel industry.
2.4.1
ISO 14001 Requirements
The ISO 14001 norm is a management system consisting of five elements which are
arranged in series and connected with each other (see 'Illustration 2: Model of the
Environmental Management System') (Dyllick-Brenzigner et al., Aufbau und Gestalung eines
UMS gemäss ISO 14001, 1997).
Illustration 2:
Model of the Environmental Management System (own illustration according to Europäisches
Komitee für Normung, 2003) (Europäisches Komitee für Normung, 2003)
General Requirements
The overall goal of ISO 14001 is to improve the environmental-oriented performances of a
business. The environmental management system provides a structured process, in order to
reach continual improvement. Through regular evaluations of the environmental
management system, enhanced environmental performance can be achieved. (Europäisches
Komitee für Normung, 2003)
A business without an existing environmental management system should first, through an
assessment, identify its environmental position. The goal is to use the environmental aspects
of a business as basis for the development of an environmental management system.
(Europäisches Komitee für Normung, 2003)
The assessment should include:
 Determination of significant environmental aspects
 Legal and other environmental requirements
 Examination of existing environmental practices and actions
 Evaluation of experiences of former emergency situations
A business has the flexibility to define its boundaries by itself and can realize ISO 14001 for
the whole business or only for certain operating units. For the environmental management
system all the activities, products and services of the business or operating units have to be
Literature Review
37
taken into consideration. The degree of details and complexity of the environmental
management system, the scope of documentation and the provided resources are
dependent on the size of the business and its activities. (Europäisches Komitee für Normung,
2003)
Environmental Policy
The environmental policy defines the intentions and the basic principles of a business
concerning their overall environmental performances (Engel, ISO 14000er Reihe, 2010). The
policy should include the management commitment to be in compliance with the legal and
other environmental requirements (Europäisches Komitee für Normung, 2003). Furthermore,
the policy serves to establish environmental-oriented objectives and targets and is therefore
the basis for the concrete action planning (Engel, ISO 14000er Reihe, 2010). The
environmental policy has to be clearly formulated so that it is understandable to internal and
external stakeholders and it has to be regularly adapted to changing conditions and
experiences (Europäisches Komitee für Normung, 2003). The environmental policy can be
seen as the driving force for the implementation and improvement of the environmental
management system. As a consequence, the environmental policy has to fit with the
environmental impacts of the businesses’ activities, products and services. The continual
improvement, which means to constantly enhance the environmental management system in
order to reach improvement in environmental performance, is vitally important. The
environmental policy has to be open to the employees, as the implementation occurs through
the single employees and it has to be publicly available. (Engel, ISO 14000er Reihe, 2010)
Planning
Environmental Aspects
The business has to develop a procedure in order to indentify environmental aspects and to
assess which of these are of significance. In order to do so, the actual and prospective
activities, products and services as well as abnormal and emergency situations have to be
taken into consideration. Additionally to environmental aspects which are directly controllable
by the business, aspects which can be influence by the business should be considered as
well. Changes in the environment, whether positive or negative, which are completely or
partly generated by environmental aspects are called environmental impacts. Therefore,
environmental aspects and impacts are in a cause and effect relationship. (Europäisches
Komitee für Normung, 2003)
Legal and Other Requirements
The business has to clarify which environmental laws and regulations are applicable to its
activities, products and services (Europäisches Komitee für Normung, 2003). These can
cover:
 National and international legal requirements
 Governmental and provincial legal requirements
 Requirements of local administrations
 Agreements with public authorities
 Voluntary principles
 Voluntary labels
Literature Review
38
Objectives, Targets and Programs
Based on the environmental policy, environmental aspects and impacts, legal context and
the business itself (Theodore & Theodore, 2010), the business defines environmentaloriented objectives and targets which are specific and if possible measureable (Engel, ISO
14000er Reihe, 2010). A business should use the best available technique if it is
economically feasible, cost saving and appropriate (Europäisches Komitee für Normung,
2003). In order to reach the objectives and targets, the business develops programs
including responsibilities, resources, measurements and time frames (Engel, ISO 14000er
Reihe, 2010) (Theodore & Theodore, 2010).
Implementation and Operation
Resources, Roles, Responsibilities and Authority
The successful implementation of the environmental management system requires the
commitment of all employees of the business. Environmental-oriented tasks and
responsibilities should therefore, not be limited to the functions concerned with environmental
questions, but should involve all functions outside of the environmental protection. The
management of a business determines the environmental policy and ensures the realization
of the environmental management system throughout the whole business. As part of its
commitment, the top management authorizes a special environment agent, allocates
sufficient resources and defines key functions, as well as responsibilities. Furthermore, the
management informs all stakeholders working for or on behalf of the business about the
environmental management system. (Europäisches Komitee für Normung, 2003)
Competence, Training and Awareness
The management defines what knowledge, understanding and skills an employee
participating in an activity with an environmental impact should have. Knowledge,
understanding or skills are either already existing or are applied trough training, education or
practical experiences. Additionally, the business should ensure that the employees of the
contractors have the needed expertise or adequate education. (Europäisches Komitee für
Normung, 2003)
Communication
The business has to develop a procedure concerning internal and external communication
(Theodore & Theodore, 2010) including acceptance, documentation and response of
relevant information. Internal communication can consist of meetings of working groups,
circular letters, notice boards or intranet-websites. External communication can take place
with annual reports, circular letters or websites. (Europäisches Komitee für Normung, 2003)
Documentation
The documentation has to be detailed enough, in order to describe the environmental
management system and the interactions of the elements (Europäisches Komitee für
Normung, 2003). The documentation includes explanations concerning planning, operation
and control of the environmental management system and its compliance with the
environmental policy, objectives and targets (Theodore & Theodore, 2010).
Literature Review
39
Control of Documents
The documents have of course to be reviewed and updated, but the main focus is the
successful implementation of the environmental management system and the environmentaloriented performances (Theodore & Theodore, 2010) (Europäisches Komitee für Normung,
2003).
Operational Control
The overall goal is to reach the objectives and targets of the environmental policy. Therefore,
the processes which are in connection with significant environmental aspects have to be
accurately operated, so that the environmental impacts can be monitored or reduced.
Emergency Preparedness and Response
Each business is responsible to develop an emergency plan and a course of action which is
tailored to their individual needs (Europäisches Komitee für Normung, 2003). Potential
emergencies have to be indentified and procedures how to alleviate them (Theodore &
Theodore, 2010).
Checking
Monitoring and Measurement
In order to enhance environmental performance, the business has to determine performance
measurements which quantify the significant environmental aspects (Europäisches Komitee
für Normung, 2003).
Evaluation of Compliance
The business has to demonstrate that they act in compliance with legal and other
environmental rules and regulations (Europäisches Komitee für Normung, 2003).
Nonconformity, Corrective Action and Preventive Action
First, the non-conformances should be identified through monitoring, audits and
communication. Second, corrective actions have to be initiated and monitored concerning
their effectiveness. Third, preventive actions should help to avoid non-conformances in the
future. (Theodore & Theodore, 2010)
Control of Records
A business has to keep their records up-to-date, as they either demonstrate the business’
compliance with the environmental management system or help to reach compliance by
analyzing the documentations (Theodore & Theodore, 2010). Environmental-oriented
records can include complaints, trainings, process observations, inspections, emergency
tests, communication and more (Europäisches Komitee für Normung, 2003).
Internal Audit
A procedure discussing the responsibilities and requirements for planning and conducting an
audit, the documentation of results, and the scope and frequency of audits should be
developed (Theodore & Theodore, 2010). An internal audit can be carried out by an
employee or by an external person. By all means, the person has to be competent, neutral
and objective. (Europäisches Komitee für Normung, 2003) The effectivenes of the
Literature Review
40
environmental management system is highly dependent on these internal audits. During the
audit, the concrete adaption needs in relation to the changed conditions are identified.
Management Review
The management of a business is claimed to review the environmental management system
to ensure its compliance and its effectiveness (Europäisches Komitee für Normung, 2003).
2.4.2
Plan-Do-Check-Act Cycle
The ISO 14001 norm is based on the management rule 'Plan-Do-Check-Act' (Europäisches
Komitee für Normung, 2003). This cycle constitutes a method for establishing an
environmental management system according to the requirements of ISO 14001. By
establishing this cycle, an organization is able to achieve continual improvements. (Cascio,
1996)
Illustration 3:
Plan-Do-Check-Act Cycle (own illustration according to Europäisches Komitee für Normung, 2003;
International Organization for Standardization, Environmental Management System (EMS):
Principles and Elements, 1998 and Sheldon & Yoxon, 2002)
(Sheldon & Yoxon, 2002) (International Organization for Standardization, 1998)
Literature Review
41
By comparing ISO 14001 requirements and the Plan-Do-Check-Act Cycle it becomes clear
that the aspect 'General Requirements' of ISO 14001 Requirements is in some degree
similar to 'Commitment' and 'Initial Review' of the Plan-Do-Check-Act Cycle (International
Organization for Standardization, Environmental Management System (EMS): Principles and
Elements, 1998) (Europäisches Komitee für Normung, 2003). Since these aspects are not
totally consistent they are further explained.
Commitment
At the beginning of an environmental management system stands the commitment of the
management to enhance environmental management of the business’ activities, products
and services (International Organization for Standardization, Environmental Management
System (EMS): Principles and Elements, 1998). It is crucial to know that continual
improvement of environmental performance cannot happen parallel to day-to-day operations.
Therefore, dedication to environmental issues has to come from the management.
Additionally, it is much easier to achieve employees’ acceptance if management commitment
has been secured. (International Organization of Standardization, Environmental Managment
Systems: The ISO Approach, 1998) (International Organization for Standardization, 1998)
Initial Review
For businesses without an existing environmental management system an initial review is
highly recommended. The goal of an initial review is to find out about the business’
relationships and interactions of its activities, products and services with the environment and
to work out a data set in order to measure environmental enhancements. (International
Organization of Standardization, Environmental Managment Systems: The ISO Approach,
1998)
The initial review possibly covers the following:
 Determination of the scope of the initial review itself
 Determination of legal and other requirements
 Determination of environmental aspects of the business’ activities, products and
services and prioritization of the significance of the environmental impacts
 Estimation of the required resources to plan, implement and maintain the
environmental management system
 Determination of potential emergencies
 …
(International Organization for Standardization, Environmental Managment Systems: The
ISO Approach, 1998) (International Organization of Standardization, Environmental
Management System (EMS): Principles and Elements, 1998)
42
2.4.3
Certification
The certification takes place on a voluntary basis and serves as a success verification and
control. The certification is carried out by a specialist, who is entitled by the standardization
organization. (Engel, ISO 14000er Reihe, 2010) In Switzerland this is for example the
'Schweizerische Vereinigung für Qualitäts- und Management- Systeme' (Bundesamt für
Umwelt, Umweltmanagement: Normen und Zertifizierung). The ISO 14001 norm does not
include references regarding the certification process. Therefore, the certification is
conducted accoring to ISO 19011. The evaluation of the environmental management system
is a pure system auditing and ends with the delivery of the certificate. The certificate ensures
the conformity of the management system with the ISO 14001 norm. In general, a business
has to repeat the certification every three years. (Engel, ISO 14000er Reihe, 2010)
(Bundesamt für Umwelt)
(Dyllick-Brenzinger, Gilgen, Häfliger, & Wasmer, Aufbau und Gestaltung eines UMS gemäss
ISO
14001,
1997)
(Dyllick-Brenzinger,
Gilgen,
Häfliger,
&
Wasmer,
Umweltmanagementsysteme, 1997)
(hotelleriesuisse)
First Concept of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry
3
43
First Concept of the Handbook to achieve the ISO
14001 Certification in the Hotel Industry
This chapter gives information to the first version of the handbook to achieve the ISO 14001
certification in the hotel industry and explains step by step how it was developed. In the end,
the issues which need to be further examined are stated in the subchapter '3.3 Statements to
Test'.
3.1
Explanatory Notes
The handbook as well as this chapter is structured according to the Plan-Do-Check-Act cycle
which has been mentioned before in chapter '2.4.2 Plan-Do-Check-Act Cycle'. Therefore, the
handbook is arranged by the supertitles set up, plan, do, check and act and the 19 bullet
points forming the steps. Each of these 19 steps is, in the handbook, divided into an
information part, followed by the task(s) which has (have) to be worked off, and where
appropriate and necessary some help is provided. The following illustrations signalize these
three parts:
Illustration 4:
Information Sign (Förderverein Stadtbibliothek Marzahn-Hellersdorf)
Illustration 5:
Task Sign (ArtistsValley, LLC, 2008-2011)
Illustration 6:
Help Sign (Linuxtopia)
In order to develop a first version of the handbook, the author had to combine parts of the
literature review, reject things from the literature review and add new data. Whenever parts
are combined, rejected or added it is stated in this chapter. Objects which are transferred
one-to-one from the literature review into the first version of the handbook are not mentioned
again. The finished first version of the handbook can, due to its length, not be found in this
chapter but in 'Appendix J: First Version of the Handbook to achieve the ISO 14001
Certification in the Hotel Industry'. New data, which is not mentioned in the literature review,
is marked with the corresponding sources in the handbook.
By looking at the structure of the literature review, it becomes clear that this thesis focus on
the hotel industry, environmental sustainability and the processes of the ISO 14001
certification. Consequently, the first version of the handbook to achieve the ISO 14001
certification in the hotel industry puts emphasis on the same subjects. This means that the
steps 1, 2, 3, 5, 6, 14 and 16 are worked out in detail and offer clear solutions to the hotels,
as these steps ask for a combination of the subjects of the literature review. Whereat the
steps 4, 7, 8, 9, 10, 11, 12, 13, 15, 17, 18 and 19 deal only with parts of the literature review
and would demand further insights into other subject like for example communication,
44
documentation or employee training theory. Of course, these steps are part of the handbook
too, but mainly provide information and instructions and no ready-to-use concepts.
3.2
Development of the First Version of the Handbook
3.2.1
Set up
Management Commitment
The first part of the handbook consists of an example of a documented management
commitment, which has to be signed by the top management of the hotel and all the
department heads.
As an implication of chapter '2.1 The Swiss Hotel Industry' is can be said that a hotel might
have the following departments:
Department
Details
Accommodation
Bathroom, storage room, sleeping area,
working area, cosmetics area,
communication area, living area, catering
area
Reception
Front office, lounges, recreation areas,
driveway
Housekeeping
Cleaning, laundry, sewing, wardrobe
F&B
Restaurant, bar, café, banquet, room
service,
Kitchen
Kitchen, pastry, stewarding, staff canteen
Administration
Accounting, purchase, storage, goods
receiving
Facility Management
Sport facilities, leisure facilities, health
facilities, beauty facilities, congress facilities,
child care facilities, parking spaces,
boutiques
Sales
Sales, Marketing, PR
HR
Personnel
Engineering
Electricity, heating, air-conditioning and
ventilation, plumbing, lightning, sewerage,
elevators, staircases, floors, corridors,
Table 6:
Departments of a Hotel (own illustration)
Since this table only presents an excerpt of possible departments in a hotel and due to the
fact that the departments vary from hotel to hotel according to their size and services, the
author decided that it is not reasonable to include a list of possible departments within the
handbook. Additionally, it can be assumed that each hotel has already an organizational
structure (see chapter '2.1.4 Operational and Organizational Structure') which can directly be
applied.
Initial Environmental Review
The initial environmental review helps hotels with no existing environmental management
system to compile the information necessary for further steps in the handbook. Since water,
energy, wastes, purchasing and emissions are the most significant environmental
45
dimensions (Sloan et al., Sustainable Development in the Hospitality Industry, 2009), the
other two from chapter '2.2.2 Environmental Dimensions of a Hotel' are neglected. However,
if a hotel wants to take more environmental dimensions into consideration, they are free to do
so. The reviews consist of various tables which contain information about the hotel’s total
consumption or quantity, inform about the single areas or departments and state the use or
the source of water, energy, wastes, purchasing and emissions.
Out of chapter '2.1 The Swiss Hotel Industry' it appears that a hotel can possibly consist of
the following areas:
Area
Details
Accommodation area
Bathroom, storage room, sleeping area,
working
area,
cosmetics
area,
communication area, living area, catering
area
Reception area
Front office, lounges, recreation areas,
driveway
Circulation- and floor areas
Corridors, floors, staircases, elevators
Engineering- and operation rooms
Electricity, heating, air-conditioning and
ventilation, plumbing, lightning, laundry,
kitchen facilities, sewerage
Other areas
Sport facilities, leisure facilities, health
facilities, beauty facilities, congress facilities,
child care facilities, parking spaces,
boutiques
Table 7:
Areas of a Hotel (own illustration)
Like the table with the departments, this table is also not entirely perfect. Furthermore, the
available areas in a hotel differ according to the size and offers the hotel has. Therefore, no
list with possible areas and departments is included in the handbook.
3.2.2
Plan
Environmental Aspects
In order to detect environmental aspects which are relevant for further measures within the
handbook, the gained information from the 'Initial Environmental Review' has to be combined
with a rating system. This rating system is made up of three components, extent of
consumption or quantity, frequency of potential abnormal or emergency situations and
severity. All components are divided into levels with corresponding numbers. By multiplying
these three numbers, the relevance of the aspect can be identified.
Legal and Other Requirements
The ISO 14001 standard claims for compliance with all legal and other requirements. Since
the legal requirements which are of relevance differ between hotels according to their size
and services, and as the other requirements are absolutely individual, it is not possible to
provide a pre-assembled list of all legal and other requirements. Nevertheless, the author
created a table including the four most obvious Swiss environmental legislations, as well as
further hints of existing sources of the potentially relevant requirements. Furthermore, the
table asks for detailed information concerning the requirements which are of importance and
helps to discover whether the hotel is in compliance with these or not. If hotels do not have
46
the ability to identify their relevant legal and other requirements or have to deal with complex
cases, they are advised to call a consulting firm or legal advisor in.
Environmental Policy
Every hotel has to write its own environmental policy including the individual intentions and
principles concerning the environmental performance. For that reason, the handbook cannot
contain a generally accepted environmental policy. However, a hotel specific example and a
list with topics which can be integrated is, has a help, provided.
The objectives procured in the handbook focus again on the five environmental dimensions
already mentioned before and can either be directly applied by the hotels if appropriate, or
taken as examples in order to work out individual ones. In any case, the hotels are advised to
define objectives regarding the compliance with legal and other regulations, as this is
mandatory within the ISO 14001 requirements.
So as to set targets concerning the defined objectives, the information from 'Step 3:
Environmental Aspects' have to be expanded by the distinctive targets the hotels want to
reach. Hotels which have directly applied the example objectives beforehand can use the
provided tables to do that. Whereat, hotels which have defined individual objectives need to
adjust these tables according to their needs. Anyway, it is the hotels’ own decision which
issues they want to look at and which not, except the ones concerning the legal and other
requirements which have to be taken into consideration. They are also informed that an
increase in the environmental effort is still possible afterwards.
In order to reach the targets, adequate programs have to be defined. The comprehensive
tables of the handbook, which are again structured according to five environmental
dimensions, may help to form effective programs. First, the hotels have to decide which
departments/ areas they have and which of these are actually affected by the environmental
effort. Second, they have to mark the actions they want to take and prioritize these with high,
medium or low in a third step. Furthermore, for each action, a responsible person, financial,
technological and/ or human resources, and a completion date has to be determined. If
hotels have departments/ areas where they want to improve the environmental performance
or further actions which are not mentioned in the tables, they can simply add them.
3.2.3
Do
Resources, Roles, Responsibilities and Authority
In 'Step 6: Objectives, Targets and Programs' the hotels had already to define which
resources are needed and in what amount to carry out each action. In order to successfully
implement the ISO 14001 standard, the management of the hotels is requested to ensure
that the right and sufficient resources are actually allocated and that future resource needs
are recognized and subjected.
To demonstrate the roles, responsibilities and authorities, the handbook suggests creating an
organization chart including job descriptions. Since this organization chart and the job
descriptions vary from hotel to hotel, the handbook cannot give clear instructions how to do
this. Nonetheless, assistance is offered with an example of an organization chart and a list of
potential contents of the job descriptions.
47
Competence, Training and Awareness
The employees of every hotel have different needs of training concerning environmental
knowledge and understanding. The hotels have to identify these needs of training, develop a
training plan, and document and evaluate the trainings. A catalog showing what employees
should typically be informed about might help the hotels to identify the training needs of their
employees.
Communication
Internal and external communication is utmost important, since it raises the awareness level
of the employees, and increases the transparency and credibility of the hotel. Therefore, the
handbook supports the hotels in developing an internal and external communication
procedure by presenting potential communication tools.
Documentation
The ISO 14001 standard calls for a detailed documentation of the environmental
management system including planning, operation and control. The author decided that it is
best if the hotels structure their documentation according to the 19 steps of the handbook
itself.
Control of Documents
The purpose of the documentation of the environmental management system is, among
other things, to facilitate the control whether the management system is successfully
implemented or not. Therefore, the handbook gives tips how to update, review and organize
the documentation on a regular basis.
Operational Control
Since the overall goal of the environmental management system is to continually improve the
environmental performance of a hotel, the set objectives and targets have to be met.
Consequently, it is of high importance to accurately implement the programs defined in 'Step
6: Objectives, Targets and Programs'. To control the execution, every action taken within the
programs has to be described and documented. As the list of actions to take in 'Step 6:
Objectives, Targets and Programs' is quiet voluminous and due to the fact that every hotel
arranged its programs individually, it is not possible to provide descriptions of all these
procedures in the handbook. But, reference points of what should be included in such a
description are listed.
Emergency Preparedness and Response
Hotels have to be able to react in emergency situations. As a result, potential emergencies
have to be identified and an emergency plan developed. Once again, it is impossible to
attach a ready-to-use solution in the handbook, since the potential emergencies depend on
the size of the hotel and the services it offers. A list with typical potential emergencies and
contents of emergency plans might help the hotels to better solve the tasks.
3.2.4
48
Check
Monitoring and Measurement
To ensure continual improvement of the environmental performance, performance
measurements which quantify the significant environmental aspects have to be determined.
For that purpose, the information from 'Step 6: Objectives, Targets and Programs' can be
upgraded with the actual measurement of the consumption or quantity of water, energy,
wastes, purchasing and emissions, and/ or what was individually enclosed by the hotels. In a
next step, the hotels can state whether an improvement/ reduction has taken place or not.
Organizational wise, the hotels have to fix the rhythm of the measurement and a responsible
person. Last but not least, this table calls for a new target.
Evaluation of Compliance
The evaluation of compliance with legal and other requirements functions identically as 'Step
14: Monitoring and Measurement'. The handbook comprises a table which claims again the
information from 'Step 6: Objectives, Targets and Programs' regarding the legal and other
requirements. Additionally, the hotels have to state whether they act in compliance with the
various regulations or not, and have again to determine the rhythm of the measurement and
a responsible person. If needed, a new need for action has to be defined.
Nonconformity, Corrective Action and Preventive Action
Since the nonconformity has already be identified in 'Step 14: Monitoring and Measurement'
and 'Step 15: Evaluation of Compliance', the hotels only have to copy all the issues which
have not reached the targets or are not in compliance with legal and other requirements into
the new tables. Supplementary, the hotels have to determine new actions to take from 'Step
6: Objectives, Targets and Programs' in order to reach the targets in the future.
Control of Records
The records help to prove the compliance of the implemented environmental management
system with the ISO 14001 standard or to reach the compliance. Therefore, the handbook
advises the hotels to continually up-date, analyze and improve their manual created in 'Step
10: Documentation'.
Internal Audit
The environmental management system has to be audited, so that the compliance with the
ISO 14001 requirements can be assessed, and that the system can continually be improved.
Since the separate ISO documents 14010, 14011 and 14012 deal with the internal audits
regarding what criteria an environmental auditor has to fulfill and how an environmental audit
has to be conducted, it is was, due to the scope of this thesis, not possible to go into details.
Therefore, the handbook only indicates roughly what has to be considered in an internal
audit and refers, for further information, to the ISO documents 14010, 14011 and 14012.
3.2.5
49
Act
Management Review
Since the management of the hotels is responsible for the environmental management
system, the handbook quotes what the management has to pay attention to. This includes
reviewing the objectives, targets and the environmental performance, checking the results
and audits, and evaluating the appropriateness of the environmental policy.
3.3
Statements to Test
Some issues of the fist version of the handbook to achieve the ISO 14001 certification in the
hotel industry need to be further investigated, in order to guarantee the practical application.
The table below shows the domains and their subjects which need to be more examined.
Domains
Subjects
Practice
 Congruency with practical experiences
Ecology
 Totality of the environmental dimensions
Hotel industry
Technology
ISO 14001 requirements
Table 8:




Ecological reasonability of the measures
Comprehensibility
Clear arrangement
Applicability for all hotels regardless their size and services
offered
 Feasibility concerning the technological conditions
 Fulfillment of the ISO 14001 requirements
 Potential of achievement of the ISO 14001 certification
Statements to Test (own illustration)
Empirical Research
4
50
Empirical Research
This chapter is dedicated to explain for what reasons an empirical research is needed, how it
is conducted and in what form the gained information is used. The illustration beneath
represents the data flow of this empirical research.
First Version of the Handbook
Statements to Test
Practice
Ecology
Hotel Industry
Technology
ISO 14001
Requirements
Urs Kläy
Hubert Rizzi
Expert Interviews
Roland
Berger
Simone
Gruber
Sven Häberlin
Results
Discussion
Revised Handbook
Illustration 7:
4.1
Data Flow of the Empirical Research (own illustration)
Data Collection
As already mentioned in chapter '3.3 Statements to Test', some questions regarding the
practical application of the first version of the handbook to achieve the ISO 14001
certification in the hotel industry have still to be clarified. These open questions are, one the
one hand, related to real life and on the other hand, specific to the developed handbook (see
chapter '3.2 Development of the First Version of the Handbook'). As therefore, no theory can
offer valuable clues, empirical research is essential. The author resolved to clarify and verify
the open questions by conducting expert interviews.
Empirical Research
51
The table stated below shows again the domains and subjects (shown in chapter '3.3
Statements to Test'), which need to be tested plus the selected interview partners and their
areas of activity.
Name of the Expert
Activity Area
Domains
Subjects
Roland Berger
Tune Management Practice
 Congruency with practical
and Training AG
experiences
Simone Gruber
Fachstelle für
Ecology
 Totality of the environmental
Tourismus und
dimensions
Nachhaltige
 Ecological reasonability of the
Entwicklung
measures
Sven Häberlin
Welcome hotels &
Hotel
 Comprehensibility
restaurants
industry
 Clear arrangement
 Applicability for all hotels
regardless their size and
services offered
Urs Kläy
Planungsberatung
Technology
 Feasibility concerning the
für Hotelbau
technological conditions
Hubert Rizzi
SQS
ISO 14001
 Fulfillment of the ISO 14001
(Schweizerische
requirements
requirements
Vereinigung für
 Potential of achievement of
Qualitäts- und
the ISO 14001 certification
ManagementSysteme)
Table 9:
Interview Partners and Statements to Test (own illustration)
Out of the table, it becomes clear that the experts and their areas of activity do principally
correspond with the domains and subjects which need to be tested. Nevertheless, the
interviews are carried out in an unstructured manner. This means, there are questions which
are posed to more than one expert. The expert interviews are carried out either face to face
or via e-mail.
4.2
Data Evaluation
The outcome of the expert interviews are written out in a paraphrased way in the chapter
Results', while the transliterated expert interviews can be found in 'Appendix
Transliterated Expert Interviews'. The maintained information is debated in chapter
Discussion', until at last the data is used to work out the revised handbook in chapter
Revision of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry'.
'5.
K:
'6.
'7.
Results
5
52
Results
The findings of the expert interviews are structured by the answers concerning the design,
and the content of the handbook and by general comments. Moreover, these three main
elements are divided into components the respective answers are referring to.
The table below shows the acronyms used in this chapter and states again the domains the
interview partners are assigned to.
Acronyms
Name of the Expert
Domains
B
Roland Berger
Practice
G
Simone Gruber
Ecology
H
Sven Häberlin
Hotel industry
K
Urs Kläy
Technology
R
Hubert Rizzi
ISO 14001 requirements
Table 10:
5.1
5.1.1
Acronyms of the Results (own illustration)
Design of the Handbook
Comprehensibility and Arrangement of the Handbook’s Structure
B: - The practice asks for the separation of the information part, the help and the tasks in the
handbook. The centralization of all the tasks at the end of the handbook would form a
better auxiliary and working tool.
- Additionally, the handbook should include examples which are filled in. Considering that
the responsible person is mostly practice oriented, an applied exemplar would definitely
simplify the working procedures. (Berger, 2011)
H:- For the hotel industry, the constitution of the handbook, which is structured by supertitles,
steps, information, tasks and help, is comprehensible and clear. In general, the single
procedures are perspicuous. (Häberlin, 2011)
5.1.2
Comprehensibility and Arrangement of the Programs’ Structure
G: - The programs are in general well-arranged and comprehensible. The table form of the
programs is user-friendly and the arrangement of departments and the specific water,
energy, waste, purchasing and emission programs support the readability.
- However, the instruction how to use the programs is slightly confusing. Consequently, a
list of the tasks or a description in keywords is suggested. (Gruber, 2011)
5.1.3
Fulfillment of the ISO 14001 Requirements
R: - According to the ISO 14001 requirements, the cycle which is based on set up, plan, do,
check and act is understood and employed correctly.
- Furthermore, the 19 steps of the handbook are clearly following the ISO 14001
requirements and are therefore, regarding the titles, applied in the right form. (Rizzi,
2011)
Results
5.2
5.2.1
53
Content of the Handbook
Applicability of the Handbook in the Hotel Industry
B: - Theoretically, after slight changes, the handbook is feasible for the hotel industry.
- For small hotels, the implementation of ISO 14001 is too time-consuming, but they could
use certain parts, as for example the programs, of the handbook.
- In general, hotels can be convinced to implement the standard, if the potential to save
money is clearly visible. (Berger, 2011)
K: - The adaptability of this handbook is highly dependent on the hotel’s location, operations
and age. For example, the water supply differs from hotel to hotel, the average duration
of stay in a hotel influences whether the bed-linen is only changed on the guest’s
request or not, and new buildings have a totally different starting position than old
buildings.
- Additionally, the ownership structure plays a central role. The implementation of
environmental practices is much easier, if the owner and the operator of a hotel are the
same person. On the other hand, it is much more complicated, if different persons are
involved, like it is the case in chain hotels.
- Usually, the implementation of an environmental management system in small hotels is
not sensible. Since environmental protection is also possible and reasonable in the small
scale, of course, parts of the developed handbook can still be used.
- The employment structure of an organization is also a crucial factor. If, for example, a lot
of foreigners are employed, cultural and linguistic problems can occur. The perception
and understanding of environmental conservation varies from nation to nation, what
makes the implementation of environmental practices challenging. (Kläy, 2011)
5.2.2
Choice of the Departments
B: - It is sensible to leave the choice of the departments, where the hotels want to implement
environmental efforts, to the hotels themselves. Hence, a list of predetermined
departments is, in practice, not required. (Berger, 2011)
H: - It is adequate to let the hotels decide how they want to structure the departments, in
which environmental practices should be implemented, since an organizational structure
is in the hotels already existing and also varies from hotel to hotel. Therefore, the hotels
need no prearranged list of departments. Nevertheless, examples of typical departments
like reception, kitchen or cleaning would further explain what needs to be done.
(Häberlin, 2011)
5.2.3
Choice of the Environmental Dimensions
B: - The concentration on the environmental dimensions, water, energy, waste, emissions
and purchasing is not reasonable, since practical experiences show that the relevant
environmental dimensions are highly dependent on the organization itself.
- Furthermore, the ISO 14001 standard involves, nowadays, also health protection, what
in turn interfaces with job safety issues. Job safety includes for example the handling of
hazardous and harmful substances.
Results
54
- In addition, topics like traveling and electro smog move more and more into the centre of
attention.
- Nevertheless, no environmental dimension should be added or removed, but
examples should be stated. (Berger, 2011)
G: - According to the ecological domain, all dimensions are covered (Gruber, 2011).
K: - Hygiene and safety are also central topics. If, for example, the water temperature in the
pool is too low or too thigh, the problem with legionella bacteria or the risk of burning can
occur. (Kläy, 2011)
R: - On the basis of the current praxis, the dimensions relevant for the hotel industry are
identified. It is therefore sufficient for the ISO 14001 certification. (Rizzi, 2011)
5.2.4
Initial Environmental Review
Feasibility of the Review
B: - The tables of the initial environmental review can practically be filled in by the hotels
without any problems. (Berger, 2011)
H: - The hotels know by means of the invoices what amount of for example water or energy
has been used. Therefore, the hotels know their consumption either per month or per
quarter.
- Approximately 70% of the hotels cannot exactly assign for example the water
consumption in the kitchen; only hotel chains might have such measuring appliances.
- The tables in this step are, in general, sensible, but they could be reworked, so that the
consumption can also be stated by quarter and only needs to be assigned to
departments where possible. (Häberlin, 2011)
K: - Since not all hotels are equipped with the needed measuring appliances, the
consumption cannot be assigned to the single departments. From a technical
perspective, the installation of such measuring appliances is not everywhere possible.
(Kläy, 2011)
Totality of the Review
B: - To improve and simplify the initial environmental review, examples in the information part
are implicitly needed (Berger, 2011).
K: - The energy sources should be extended by district heating and alternative energy (Kläy,
2011).
5.2.5
Evaluation of the Relevance of the Environmental Aspects
K: - The evaluation criteria are well selected, but comparative figures have to be added.
Otherwise, the categorization into high, medium or low consumption is absolutely
subjective. (Kläy, 2011)
Results
55
R: - The approach, how the relevance is calculated is good. Also the chosen scale is
appropriate and often used in the practice.
- Normally, the relevant emissions are identified through an environment-relevance
analysis, input-output scheme or an eco-balance. The results vary from hotel to hotel,
dependent on whether they have, for example, a wellness area or not. (Rizzi, 2011)
5.2.6
Identification of Legal and other Requirements
H: - Most hotels are only informed about the laws concerning the food and job safety, since
these are regularly inspected. Other laws are, in general, not known and implemented,
unless it is revealed and the hotel has to pay for it.
- Although, the hotels are not able to fill in the tables in this step by themselves, the link to
external consultants is sufficient. (Häberlin, 2011)
K: - Hotels are, in general, not able to identify all the legal and other legislations by
themselves. The problem is that not only environmental laws are relevant. After installing,
for example, flow-regulators on all taps, the water pressure has still to comply with the
legal requirements. It is therefore, as mentioned in the handbook, advisable to consult
experts. (Kläy, 2011)
5.2.7
Totality of the Objectives, Targets and Programs
G: - According to the ecological domain, the programs are thorough and all dimensions are
covered.
- The programs can be used to ecologically reflect and improve activities and actions.
- It is generally accepted that such catalogs are never terminatory, as the necessities and
requirements have to be customized for every single organization.
- Some actions in the programs are rather useless and subjective and should therefore be
removed. One is example is 'buy only what is really needed'.
- The lists of actions are very detailed and repetitive in different programs and
departments, like for example the information of employees about water conservation
practices. Categories which eliminate the crossovers are consequently worth
considering. An option proposed is to structure the programs according to the subjects
relevant for the employees, guests, operational equipment and investments. (Gruber,
2011
K: - The statement to use the best available technique is sensible, but examples of what the
best available technique is, is missing. Therefore, reference to a homepage or experts is
needed.
- The company technician is often unable to cope with measures concerning the hygiene
and safety, since it always includes consequences. If, for example, the water
temperature in the pool is too low or too thigh, the problem with legionella bacteria or the
risk of burning can occur.
- Since the energy and water is extremely expansive in peak periods, fleet management
systems which automatically switch off certain appliances in such periods are needed.
- It is not sufficient to only assign a responsible person to each action in the programs, but
the responsible person should also be controlled by someone. (Kläy, 2011)
Results
56
Feasibility of the Objectives, Targets and Programs
H: - The content of the programs is huge but feasible and gives hotels an overview of the
spectrum of potential actions.
- Another positive aspect is that the hotels do not have to fulfill all the actions, but can
compile a catalog which fits to their individual needs. Hence, also small hotels, which do
not want to get the ISO 14001 certification, can use the programs as a supportive tool to
enhance their environmental performance.
- Although, the actions are repetitive in each program and department, the structure of the
programs is sensible. A categorization according to actions instead of departments
would complicate the realization in the hotels. (Häberlin, 2011)
K: - The energy supply or the waste management is dependent on the contractual basis of
the suppliers and acceptors. Often, the suppliers ask for a certain quantity of energy or
waste which has to be purchased or returned. Otherwise, the organization slips into
another price category.
- Since good lightning positively affects the sales and bad lightning negatively affects
tripping hazards, what in turn is a safety problem, an expert has definitely to be called in.
(Kläy, 2011)
R: - The examples of the objectives are well chosen and feasible for the hotel industry.
- The created programs are interpreted correctly. (Rizzi, 2011)
5.2.8
Documentation
B: - In practice, the environmental management system according to ISO 14001 is not
documented by the 19 steps of the first version of the handbook, but situation analysis
and checklists are used. Out of these, specifications like environmental concepts or
environmental guidelines are developed. As records, the filled checklists and the
environmental auditing, which shows the temporal developments of the relevant
environmental aspects, is suggested. (Berger, 2011)
H: - Hotels which have already implemented the ISO 9000 standard will have no problems
with the documentation guideline of the handbook.
- Eventually, a link to a homepage showing an example of such a documentation would
simplify the task. In any case, the inclusion of such an example into the handbook is not
required, as the hotels would be demoralized by the amount of the pages they have to
work off. (Häberlin, 2011)
R: - According to the ISO 14001 requirements, the documentation approach, including the 19
steps of the handbook, is practicable (Rizzi, 2011).
Results
5.2.9
57
Identification of Potential Emergencies
H: - Actually, potential emergencies should already be documented by the hotels, but mostly
these emergency plans are not very detailed and more often than not incomplete.
- The provision of a list of potential emergencies would definitely simplify the identification
process. The industry solution for job safety has already developed such an emergency
plan. (Häberlin, 2011)
5.3
5.3.1
Further Comments
Positive Aspects of the Handbook
B: - It is positive that it is tried to develop a guideline for such an actual subject (Berger,
2011).
R: - The PDCA structure and the composition of the single chapters are well done (Rizzi,
2011).
5.3.2
Necessary Improvements
B: - The knowledge transfer and the tasks should be separated in the handbook (Berger,
2011).
K: - The hotel industry is highly coined by labor turnovers. That means, new employees have
always to be trained and educated concerning the environmental conservation practices.
An organization can enhance its environmental performance with constructional,
technical or organizational measurements. Due to the high labor turnovers, hotels should
mainly focus on constructional and technical solutions.
- As a holistic view including the causes and effect of the environmental measures have to
be taken into consideration, often specialists have to be called in. The handbook should
more often refer to experts.
- The environmental manager should not only take a function unit, but should directly
report to the management of the hotel.
- Furthermore, the job description of the environmental manager should clearly state its
competences, tasks, employees and budget. (Kläy, 2011)
R: - 'Step 3: Environmental Aspects' and 'Step 12: Operational Control' should, according to
the ISO 14001 requirements, be linked. The operational control asks for a description of
the relevant environmental operations. This can take place in a process-oriented way, by
referencing to the procedure of the environmental aspects. (Rizzi, 2011)
Results
5.3.3
58
Missing Issues
B: - It is not clear what the tasks of the environmental manager exactly are. An example of a
job description would clarify this issue.
- 'Step 11: Control of Documents' is a vital component of the ISO 14001 requirements. In
order that the hotels are not overstrained, further assistance is needed.
- The information of all employees about the environmental engagement of the
organization is a big challenge. Therefore, training and education plans have to be
treated in more detail.
- The internal and external communication, as well as the communication with external
partners concerning the sustainable course of action of the organization, is too cursorily
described. (Berger, 2011)
H: - A checklist, at the end, which gives an overview of all the steps of the handbook would
be useful. This checklist helps hotels to tick the steps which have already been worked
off. (Häberlin, 2011)
K: - The handbook should be extended by a further step which explains the certification
through an external organization.
- Before starting the implementation of the environmental management system, a budget
exclusively for the ISO 14001 certification should be determined. This budget should
also include the salary of the environmental manager. (Kläy, 2011)
R: - In the introduction or in 'Step 12: Operational Control', the handbook could refer to the
ISO 9001 certification, as this already includes the necessary operations and processes
(Rizzi, 2011).
5.3.4
Future Potential of the Handbook
B: - The handbook does definitely have potential (Berger, 2011).
H: - Since the guests, as well as Switzerland Tourism are more and more interested in
sustainability issues, this handbook has certainly potential (Häberlin, 2011).
K: - In general, the implementation of the ISO 14001 environmental management system
should be supervised by an organization like SQS. In any case, a qualified person in the
hotel is additionally needed. (Kläy, 2011)
R: This handbook has unconditionally potential (Rizzi, 2011).
Discussion
6
59
Discussion
The discussion of the findings of the expert interviews differentiates between the positive and
the negative propositions. These affirmations and criticisms are in a first step collated and in
a next step allocated to the corresponding parts of the handbook. Thereinafter, some
contradictions are revealed and explained.
6.1
6.1.1
Affirmations
Collation and Allocation of the Affirmations
The table below lists all the positive aspects which have been mentioned by the interview
partners. The structure of the table includes the components which have already been used
in chapter '5. Results', the propositions of the empirical research and the domains the
interview partners are assigned to. Additionally, each line is marked with a number, as this
identification mark is needed in a later stage. If an interview partner has positively
commented a component more than once, the characters 'a', 'b' and 'c' are used.
Number Component
Proposition
Domain
- Structure is comprehensible and
Comprehensibility and
1a
clear
arrangement of the
Hotel industry
Procedures
are
perspicuous
handbook’s structure
1b
2a
2b
2c
arrangement of the
programs’ structure
4b
5a
5b
6
Fulfillment of the ISO
14001 requirements
Applicability of the
handbook
7
Choice of the departments
8
9
10
Choice of the
environmental dimensions
Ecology
- Arrangement supports readability
- The structure of the program is
sensible
- Plan-do-check-act cycle is correct
3
4a
- Structure is well-arranged and
comprehensible
- Table form is user-friendly
- The 19 steps fulfill the
requirements
- The handbook is feasible
- Small hotels can use certain parts
- Small hotels can use certain parts
- To leave the choice of the
departments to the hotels is
sensible
- It is adequate to let the hotels
choose the departments
- All relevant dimensions
concerning the ecology are
covered
- The dimensions relevant for the
hotel industry are identified
Hotel industry
ISO 14001
requirements
Practice
Technology
Practice
Hotel industry
Ecology
ISO 14001
requirements
Discussion
11
12
13a
13b
60
Feasibility of the initial
environmental review
Evaluation of the relevance
of the environmental
aspects
14
Identification of legal and
other requirements
15
16a
16b
16c
Totality of the objectives,
targets and programs
17
18a
18b
18c
Feasibility of the
objectives, targets and
programs
19a
19b
20
Documentation
21
22
23a
23b
Table 11:
Positive aspects of the
handbook
- The review can practically be filled
in
- The evaluation criteria are well
selected
- The proposed approach is good
- The scale used is appropriate
- Although, the identification is not
possible, the link to external
consultants is sufficient
- Although, the identification is not
possible, the link to external
consultants is sufficient
- The programs are thorough
- The programs reflect the activities
and actions in an ecological way
- It is normal that such catalogs are
never terminatory
- To establish the best available
technique is good
- The programs are huge, but
feasible
- It is good that hotels do not have
to apply all the actions
- Also small hotels can use the
programs
- The examples of objectives are
well chosen and sensible
- The programs are interpreted
correctly
- The provision of an example
documentation in the handbook is
not needed
- The proposed documentation
approach is practicable
- The attempt of developing a
handbook is positive
- Plan-do-check-act cycle well
implemented
- Composition of the single steps is
good
Practice
Technology
ISO 14001
requirements
Hotel industry
Technology
Ecology
Technology
Hotel industry
ISO 14001
requirements
Hotel industry
ISO 14001
requirements
Practice
ISO 14001
requirements
Collation of the Affirmations (own illustration according to Berger, 2011; Gruber, 2011; Häberlin,
2011; Kläy, 2011 and Rizzi, 2011)
Discussion
61
In a next step, the listed affirmations are allocated to the concerned parts of the handbook. In
order to not mention all the propositions of the interview partners again, the corresponding
numbers are used as identification marks.
Concerned Part of the Handbook
Corresponding Number
1a, 1b
4a, 4b
5a, 5b
General
6
22
23a
23b
7
Step 1: Management commitment
8
7
8
Step 2:Initial environmental review
9
10
11
7
8
9
Step 3: Environmental aspects
10
12
13a
13b
14
Step 4: Legal and other requirements
15
2a, 2b, 2c
3
7
8
9
Step 6: Objectives, targets and programs
10
16a, 16b, 16c
17
18a, 18b, 18c
19a, 19b
20
Step 10: Documentation
21
Table 12:
Allocation of the Affirmations (own illustration)
Discussion
6.1.2
62
Summary of the Affirmations
Due to the collation and the allocation of the affirmations, the following findings can be
demonstrated.
The structure of the handbook, namely the supertitles, steps, information, tasks and help, is
perceives as comprehensible, clear and perspicuous. The PDCA cycle, as well as the 19
steps of the handbook follow the ISO 14001 requirements, are correctly applied and well
managed. The handbook is generally applicable for the hotel industry and small hotels can
use certain parts of it. The attempt of developing a handbook for such an actual subject is
recognized has positive. Additionally, it is sensible to leave the choice of the departments, in
which environmental practices are implemented, to the hotels themselves. The relevant
environmental dimensions for the hotel industry are identified. Moreover, the initial
environmental review can practically be filled in the by the hotels and the approach, criteria
and scale to evaluate the relevant environmental aspects are well selected and appropriate.
Although it is found that the hotels are not able to identify the legal and other requirements,
the reference to external consultants is perceived as sufficient. The examples of objectives
are well chosen and sensible, and the programs are generally thorough, feasible, sensible
and correctly interpreted. The structure of the programs is well-arranged and user-friendly.
Furthermore, it is stated as positive that not all actions of the programs have to be fulfilled by
the hotels and that due to this; also the small hotels can use the programs. The described
documentation process is practicable and an example of such a documentation is not
needed within the handbook.
6.2
6.2.1
Criticisms
Collation and Allocation of the Criticisms
The following table lists all the negative aspects which have been mentioned by the interview
partners. The structure of the table is the same as in chapter '6.1.1 Collation and Allocation
of the Affirmations' and includes the components which have already been used in chapter '5.
Results', the propositions of the empirical research and the domains the interview partners
are assigned to. Additionally, each line is marked with a number, as this identification mark is
needed in a later stage. If an interview partner has negatively commented a component more
than one, the characters 'a', 'b', 'c' and 'd' are used.
Discussion
63
Number Component
24a
24b
arrangement of the
handbook’s structure
25a
arrangement of the
programs’ structure
25b
26a
26b
27a
Applicability of the
handbook
Choice of the departments
29a
29b
30
- Since a lot of the actions are
repeated in the different
programs and departments, a
categorization according to the
subjects relevant for the
employees, guest, operation,
investment is suggested
- For small hotels, the
implementation of ISO 14001 is
too time-consuming
- The potentials to save money
with ISO 14001 should be visible
Domain
Practice
Ecology
Practice
- The implementation process is
dependent on the hotel’s location,
operations, age, ownership and
organization structure
Technology
- For small hotels, the
implementation of ISO 14001 is
not sensible
27b
28
Proposition
- The information part should be
separated from the tasks
- Examples which are filled in
should be added
- The instruction how to use the
programs should be explained by
a list of the tasks or with
keywords
Choice of the
environmental dimensions
- Although, no prearranges list of
departments is required,
examples of typical departments
should be included
- The relevant environmental
dimensions depend on the
organization
- Further relevant dimensions,
which should be included as
examples, are health protection,
job safety, traveling and electro
smog
- Hygiene and safety are also
central topics
Hotel industry
Practice
Technology
Discussion
64
31a
31b
32
33
34
35
36
Totality of the initial
Evaluation of the relevance
of the environmental
aspects
37
Identification of legal and
other requirements
38
39
40a
40b
40c
40d
Totality of the objectives,
targets and programs
- The consumption of energy and
water is sometimes only known
by quarter
- Only big hotels might be able to
assign the consumption to the
departments
- From a technical perspective, the
installation of measuring
appliances, with which the
assignment of the consumption to
the departments is practicable, is
not everywhere possible
- Normally, the emissions are
identified trough an environmentrelevance analysis, input-output
scheme or an eco-balance
- Examples of the review are
needed
- District heating and alternative
energy are missing as energy
sources
- The evaluation criteria need
comparative figures
- Most hotels are only informed
about laws concerning the food
or job safety
- Generally, the hotels are not able
to identify all the legal and other
legislations, since not only
environmental laws are relevant
- Some actions, like 'buy only what
is needed' are useless and
subjective
- The handbook should explain
what the best available technique
actually is
- Concerning the actions, the
handbook should more often
refer to experts
- Fleet management systems are
needed to avoid a too high
consumption in peak periods
- The person responsible for an
action, should also be controlled
by someone
Hotel industry
Technology
ISO 14001
requirements
Practice
Technology
Technology
Hotel industry
Technology
Ecology
Technology
Discussion
41
65
Feasibility of the
objectives, targets and
programs
42
Documentation
43
44
Identification of potential
emergencies
45
Necessary improvements
46
- As the energy supply and waste
management are dependent on
contractual agreements, the
handbook should point that out
- In practice, the ISO 14001
standard is documented by
checklists and audits and not by
the 19 steps of the handbook
- The handbook should refer to an
example documentation
- Since hotels do not have
concrete emergency plans, the
handbook should provide a list of
potential emergencies
- The environmental manager
should directly report to the
management and not only take a
function unit
- Since the operational control
asks for a description of the
relevant environmental
operations, it is best to link 'Step
12: Operational Control' to 'Step
3: Environmental Aspects'
Technology
Practice
Hotel industry
Hotel industry
Technology
ISO 14001
requirements
Discussion
66
- The tasks of the environmental
manager should be explained in
more detail with an example job
description
- Since the control of the
documents is vitally important,
further assistance is needed
47a
47b
47c
48
Missing issues
49a
49b
50
Table 13:
- The internal and external
communication procedure, as
well as the communication with
external partners should be
extended
- A checklist, at the end, which
gives an overview of the steps of
the handbook would be useful
- The handbook should be
extended by a step explaining the
certification through an external
organization
- Before starting the
implementation of ISO 14001, a
budget exclusively for the
certification and the salary of the
environmental manager should
be determined
- In the introduction or in 'Step 12:
Operational Control', the
handbook could refer to the ISO
9001 standard, as this already
includes the necessary
operations and processes
Practice
Hotel industry
Technology
ISO 14001
requirements
Collocation of the Criticisms (own illustration according to Berger, 2011; Gruber, 2011; Häberlin,
2011; Kläy, 2011 and Rizzi, 2011)
Discussion
67
In a next step, the listed criticisms are allocated to the concerned parts of the handbook. In
order to not mention all the propositions of the interview partners again, the corresponding
numbers are used as identification marks.
Corresponding Number
24a, 24b
26a, 26b
27a, 27b
General
48
49a, 49b
50
28
28
29a, 29b
30
31a, 31b
32
33
34
35
28
29a, 29b
30
36
37
38
25a, 25b
28
29a, 29b
30
39
40a, 40b, 40c, 40d
41
45
Step 7: Resources, roles, responsibilities and authority
47a
Step 9: Communication
47c
42
43
Step 11: Control of documents
47b
46
Step 12: Operational control
50
Step 13: Emergency preparedness and response
44
Table 14:
Allocation of the Criticisms (own illustration)
Discussion
6.2.2
68
Summary of the Criticisms
Based on the collocation and the allocation of the criticisms, some findings can be stated.
In order to make the structure of the handbook more comprehensible, the information part
needs to be separated from the tasks and filled examples should be included. For small
hotels, the implementation of ISO 14001 is too time-consuming and therefore, not sensible.
The potential of where money could be saved, due to the environmental management
system, should be highlighted, as this convinces the hotels to implement such a system. The
implementation process is, in general, highly dependent on the location, operations, age and,
ownership structure and organizational structure of a hotel. A checklist, providing an
overview of the steps would be useful. This checklist could be integrated at the end of the
handbook. An additional step explaining the certification through an external organization
should also be added. Before starting the implementation of the ISO 14001 standard, a
budget exclusively for the ISO 14001 standard, including the salary of the environmental
manager should be determined. Since the operational control is very similar as in the ISO
9001 standard, this should be mentioned either in the introduction or in 'Step 12: Operational
Control'. Although, the choice of the departments, where environmental practices are
implemented, is left to the hotels, examples of typical departments should be included. In
general, the relevant environmental dimensions depend always on the organization itself.
Nevertheless, the handbook should include examples concerning job safety, health
protection, traveling and electro smog. Since only big hotels might have the possibility to
assign the energy and water consumption etc. to the single departments and due to the fact
that such measuring appliances are sometimes technically not feasible, the hotels often
know the consumption/ quantity only by quarter. Therefore, the initial environmental review
should correspond to this. Furthermore, filled in examples should be provided and district
heating as well as alternative energy should be added to the energy sources. The criteria
used to evaluate the relevance of the environmental aspects need comparative figures, as
otherwise, the evaluation is absolutely subjective. In practice, the emissions are identified
through an environment-relevance analysis, input-output scheme or an eco-balance.
Generally, the hotels are not able to identify all the legal and other legislations, since not only
environmental laws are relevant and most hotels only know the laws concerning the food and
job safety. The instruction explaining how to use the programs is perceived as confusing and
an explanation by a list of the tasks or with keywords is suggested. Some actions of the
programs, like 'buy only what is needed', are apparently useless and subjective. Since a lot
of the actions are repeated in the different programs and departments, a categorization
according to the subjects relevant for the employees, guest, operation or investment is
suggested. Although, the usage of the best available technique is sensible, the handbook
should further state what the best available technique actually is. As the actions in the
programs frequently comprise unpredictable consequences, the handbook should more often
refer to experts. Energy and water supply is extremely expansive in peak periods. Hence, the
installation of a fleet management system, which automatically switches off certain
appliances in such periods, is recommended. As energy supply and waste management is
dependent on the contractual agreements with suppliers and acceptors, the handbook
should point that out. The environmental manager should directly report to the management
and not only take a function unit. Additionally, the tasks of the environmental manager should
be explained in more detail with an example job description. The communication procedure
has to be more detailed and should also include the communication with external partners. In
Discussion
69
practice, the ISO 14001 standard is documented by checklist and audits and not by the 19
steps as proposed in the handbook. Furthermore, the handbook should refer to an example
documentation. Since the operational control asks for a description of the relevant
environmental operations, it is best to link 'Step 12: Operational Control' to 'Step 3:
Environmental Aspects'. Most hotels do not have concrete emergency plans; consequently,
the handbook should provide a list of potential emergencies.
6.3
Contradictions
There are mainly seven areas where the affirmations and the criticisms are contradicting.
These contradictions occurred because some questions where posed to more than one
interview partner. The table below depicts these contradictions. The middle column shows
the components the respective contradictions take place. In order to not repeat all the
propositions, the corresponding numbers are used as identification marks. The letters in the
very first column are used to label the contradictions.
Affirmations
A
1a, 1b
B
C
D
5a
9
10
11
E
3
F
16a, 16b, 16c
G
18a, 18b, 18c
Table 15:
Criticisms
Comprehensibility and arrangement
of the handbook’s structure
Applicability of the handbook
Choice of the environmental
dimensions
Comprehensibility and arrangement
of the programs’ structure
Totality of the objectives, targets
and programs
Feasibility of the objectives, targets
and programs
24a, 24b
27a
29a, 29b
30
31a, 31b
32
25b
40a, 40b, 40c, 40d
41
Contradictions (own illustration)
A: According to Sven Häberlin, the structure of the handbook is comprehensible and clear
and the procedures are perspicuous. The practice (Roland Berger) asks for the separation
of the information part and the tasks, and filled in examples.
B: The practice (Roland Berger) states that the handbook is feasible for nearly all hotels,
while Urs Kläy highlights that the implementation process varies according to the hotel’s
location, operations, age and, ownership and organizational structure.
C: While Simone Gruber and Hubert Rizzi agree that all relevant environmental dimensions
are identified, Roland Berger reveals that it is always dependent on the organization and
that issues regarding the health protection and job safety are missing. Moreover, Urs Kläy
perceives the hygiene as crucial.
Discussion
70
D: According to Roland Berger, the initial environmental review can practically be filled in by
hotels. Sven Häberlin remarks that some hotels know their energy or water consumption
only per quarter. Furthermore, Urs Kläy and Sven Häberlin agree that the assignment of
the consumption to the single departments is not in all hotels possible.
E: On the one hand, Sven Häberlin perceives the structure of the programs as sensible and
on the other hand, Simone Gruber asks for a structure with fewer repetitions of the single
actions and a better explanation of the tasks.
F: Simone Gruber states that the programs are thorough and reflect the activities and actions
in an ecological way. Moreover, according to her proposition, it is absolutely normal that
such catalogs are never terminatory. Contrarily, Urs Kläy says that the handbook should
more often refer to experts and should suggest the installation of fleet management
systems. Furthermore, he states that the responsible person has to be controlled by
another person.
G: Referred to Sven Häberlin, the programs are feasible, but Urs Kläy mentions that energy
supply and waste management is dependent on the contractual agreements and therefore,
the handbook should point that out.
Revision of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry
7
71
Revision of the Handbook to achieve the ISO 14001
Certification in the Hotel Industry
This chapter consists of two parts. The first part focuses on the selection of the prepositions
which should be adjusted, while the second one implements the selected prepositions.
7.1
Selection of the Realized Criticisms and Contradictions
Since some propositions of the expert interviews are contradicting, the author has to decide,
in a first step, which of these should be realized or rejected. In a second step, the realized
criticisms are selected and the rejection of the remaining propositions is explained.
7.1.1
Realized and Rejected Contradictions
The table below shows the contradictions which are realized in chapter '7.2 Revised
Handbook' and the ones which are rejected. The second column states the corresponding
identification marks of the realized propositions and the third column the rejected ones. The
fourth column refers to the concerned parts of the handbook. The roman numerals in the
very first column are used to label the realized contradictions.
Realized
Rejected
Contradictions
Contradictions
I
24a
1a, 1b
General
24b
II
3
25b
III
27a
5a
General
IV
29a, 29b
9
30
10
V
31a, 31b
11
Step 2: Initial environmental review
32
VI
40a, 40b, 40c, 40d
16a, 16b, 16c
VII
41
18a, 18b, 18c
Table 16:
I:
Realized Contradictions (own illustration)
Although, Sven Häberlin perceives the structure of the handbook as comprehensible and
clear, the author follows the suggestion of Roland Berger and separates the information
part from the tasks, as this will only increase the comprehensibility. However, no filled
examples will be included, since this would be counterproductive and lower the
comprehensibility.
II:
72
Simone Gruber asks for a structure of the programs with fewer repetitions of the single
actions and proposes a solution where the actions are separated according to the
relevance for employees, guest, operations, and investments. But Sven Häberlin
mentions that although this structure includes a lot of repetitions, it is easier for the
hotels to implement the programs than with the proposed structure of Simone Gruber.
Therefore, the structure of the programs will not be changed.
III: Since Roland Berger states that the handbook is feasible for nearly all hotels, no major
adaption will occur. Nevertheless, the considerations of Urs Kläy, who says that the
implementation process varies according to the hotel’s location, operations, age and,
ownership and organizational structure will simply be mentioned in the revised
handbook.
IV: As all the relevant dimensions are, according to Simone Gruber and Hubert Rizzi,
identified, the revised handbook will only list health protection, job safety, traveling,
electro smog and hygiene as
further potential dimensions.
V: Although Roland Berger mentions that the initial environmental review can practically be
filled in by the hotels, the inputs of Sven Häberlin and Urs Kläy will be implemented. This
will happen by changing the tables of the initial environmental review, so that the
assignment of the consumption to the single departments is not necessarily needed and
that the consumption can also be stated per quarter instead of per month.
VI: The propositions of Urs Kläy to refer more often to experts, to suggest the installation of
a fleet management system and to control also the responsible person will be adapted,
although it is, according to Simone Gruber, generally know that such catalogs are never
terminatory.
VII: Sven Häberlin says that the programs are feasible, but Urs Kläy mentions that energy
supply and waste management is generally dependent on the contractual
agreements. The author decided to mention this input of Urs Kläy in the revised
handbook.
7.1.2
73
Realized and Rejected Criticisms
The table below shows the criticisms which are realized in chapter '7.2 Revised Handbook'.
The first column states the corresponding identification marks of the propositions and the
second column refers to the concerned parts of the handbook.
Corresponding Numbers
25a
28
33
35
35
36
37
38
44
Step 13: Emergency preparedness and response
45
46
Step 12: Operational control
47a
48
General
49a, 49b
General
Table 17:
Realized Criticisms (own illustration)
Consequently, the propositions with the identification marks 26a, 26b, 27a, 27b, 34, 39, 42,
43, 47b, 47c and 50 are not realized in the revised handbook. Reasons why some of these
are not taken into further consideration is that they refer to steps of the handbook which are,
due to the focus of the literature review, not worked out in detail (see chapter '3. First
Concept of the Handbook to achieve the ISO 14001 Certification in the Hotel Industry') or go
beyond the scope of this thesis (see chapter '1.2 Research Scope'). Nevertheless, the
following section explains the other reasons of the rejection.
26a, 27b:
- That the implementation of ISO 14001 is too time-consuming for small hotels is a closing
statement. This means, the handbook could be revised howsoever, but the fact that it is too
time-consuming will not change.
26b:
- The author agrees with Roland Berger that the hotels can be convinced to implement ISO
14001 by highlighting the potential to save money. But as mentioned in chapter '1.
Introduction', this thesis does not focus on the benefits hotels have when implementing ISO
14001. Consequently, the handbook will not be revised to this absolutely true statement of
Roland Berger.
74
27a:
- Although Urs Kläy mentioned that the implementation process is dependent on the hotel’s
location, operations, age, and ownership and organizational structure, it is, within this thesis,
not possible to change the handbook to totally support all kinds of hotels.
34:
- On the one hand, the provision of examples of the initial environmental review would
simplify the handling of the task, but on the other hand, this would lead to an enlarged
handbook what in turn, negatively influences the comprehensibility. Therefore, the author
decided to not follow the proposition of Roland Berger.
39:
- Although Simone Gruber is definitely right in saying that some actions in the programs in
'Step 6: Objectives, Target and Programs' are useless and subjective, no actions are
eliminated. The author holds that the sensibility and objectivity of the single actions have to
be further tested.
42, 43:
- Roland Berger mentioned that in practice, the ISO 14001 standard is documented by
checklists and audits and not by the 19 steps of the handbook, he also states that the
approach of the handbook is practicable. Furthermore, Sven Häberlin asks for a example
documentation, but such an example is not available. Hence, the documentation process is
not adapted.
47b, 47c:
- Roland Berger is absolutely right by saying that 'Step 9: Communication' and 'Step 11:
Control of Documents' are too cursorily. But as mentioned in chapter '3. First Concept of the
Handbook to achieve the ISO 14001 Certification in the Hotel Industry ', these steps are not
the main focus of this thesis. Therefore, the specification of these two steps is neglected.
50:
- Hubert Rizzi is certainly right with his statement that the ISO 9001 standard already
includes the necessary operations and processes and hence, a link to ISO 9001 in the
introduction of the handbook or in 'Step 12: Operational Control' would be sensible.
Nevertheless, the author decided to not include this link, as the designed handbook should
either be totally independent from ISO 9001 or, on the contrary, absolutely embedded into
the ISO 9001 standard.
7.2
75
Revised Handbook
Due to the length, not the entire handbook is presented, but only the parts which are
adjusted. Since the steps 5, 8, 9, 10, 11, 14, 15, 16, 17, 18 and 19 remain the same as in the
first version of the handbook (see 'Appendix J: First Version of the Handbook to achieve the
ISO 14001 Certification in the Hotel Industry'), they are consequently not pictured again.
Moreover, in order to not unnecessarily stretch this chapter, sometimes even the modified
steps are not completely shown.
7.2.1
Estimation of a Budget
The handbook is extended by a preliminary stage called 'Preparation of a Budget'.
Illustration 8:
Added Preparation of a Budget (own illustration)
7.2.2
76
Step 1: Management Commitment
The only change in 'Step 1: Management Commitment' is to provide the hotels with a list of
typical departments.
Illustration 9:
7.2.3
Revised Management Commitment (own illustration)
Step 2: Initial Environmental Review
'Step 2: Initial Environmental Review' was modified by:
 providing typical examples of departments
 listing health protection, job safety, hygiene, traveling and electro smog as further
potential environmental dimensions
 informing the hotels that the consumption/ quantity can also be stated in quarter, half
yearly or yearly and that the use/ source has only to be filled in if possible
 letting the hotels know that the emissions are normally identified through an
environment-relevance analysis, input-output scheme or an eco-balance
 and adding district heating and alternative energy to the list of energy sources
77
78
79
80
Illustration 10: Revised Initial Environmental Review (own illustration)
7.2.4
81
Step 3: Environmental Aspects
The alterations in 'Step 3: Environmental Aspects' includes the notice that the tables can only
be entirely filled in, if the consumption/ quantity could be assigned to the single departments
and the use/ source was stated in the previous step. Additionally, the hotels are advised to
redraw the individually added environmental dimensions from 'Step 2: Initial Environmental
Review'. Furthermore, links with comparative figures are provided in order to better evaluate
the relevance of the environmental aspects.
82
Illustration 11: Revised Environmental Aspects (own illustration)
7.2.5
83
Step 4: Legal and Other Requirements
'Step 4: Legal and Other Requirements' was augmented by informing the hotels that not only
environmental laws and regulations can be of importance.
84
Illustration 12: Revised Legal and Other Requirements (own illustration)
7.2.6
Step 6: Objectives Targets and Programs
The changes of 'Step 6: Objectives, Targets and Programs' consist of the following:
 In the part of the targets:
- The hotels are informed that they can only entirely fill in the tables if the
consumption/ quantity could be assigned to the single departments and the use/
source was stated in the previous steps and are advised, if needed, to only work
with the total consumption/ quantity figures.
- The hotels are advised to redraw the individually added environmental dimensions
from 'Step 2: Initial Environmental Review'.
 In the part of the programs:
- The instruction how to use the programs is changed to bullet points.
- The hotels are informed that they should consult external help if there are any
uncertainties about the actions.
- The action requesting a fleet management system to avoid peak periods is
integrated.
- A column asking for a person who controls the responsible person is added.
- The hotels are advised to check their contracts with suppliers and acceptors
regularly in order to not slip into a higher price category when lowering the amount
of water, energy used or waste produced.
Since only the targets and programs are modified, the objectives are not shown again.
Furthermore, as only the structure of the actions was changed, not all actions are listed again.
85
86
87
88
Illustration 13: Revised Targets and Programs (own illustration)
7.2.7
89
Step 7: Resources, Roles, Responsibilities and Authority
The modifications of 'Step 7: Resources, Roles, Responsibilities and Authority' include the
direct reporting of the environmental manager to the management and the extension of his
job description.
90
Illustration 14 Revised Roles, Responsibilities and Authority (own illustration)
7.2.8
Step 12: Operational Control
'Step 12: Operational Control' is only augmented by advising the hotels to consult again 'Step
3: Environmental Aspects'.
Illustration 15: Revised Documentation (own illustration)
7.2.9
Step 13: Emergency Preparedness and Response
'Step 13: Emergency Preparedness and Response' is extended by the reference to the
emergency plan of the 'Branchenlösung für Arbeitssicherheit'.
Illustration 16:
Revised Emergency Preparedness and Response (own illustration)
91
7.2.10 Step 20: External Certification
The handbook is extended by 'Step 20: External Certification'.
Illustration 17: Added External Certification (own illustration)
7.2.11 Overview of the Steps
The handbook is augmented by the 'Overview of the Steps'.
Illustration 18: Added Overview of the Steps (own illustration)
92
7.2.12 Separation of the Information Part and the Tasks
In order to not include the entire handbook, an excerpt of the handbook demonstrates the
separation of the information part and the tasks.
93
94
95
Illustration 19: Separation of the Information Part and the Tasks (own illustration)
Conclusion
8
96
Conclusion
This last chapter of this thesis gives a résumé of the positive aspects of the fist version of the
handbook and summarizes the enhancements due to the empirical research. Furthermore,
the limitations of the revised handbook as well as the recommendations for future research
are indicated.
8.1
Theoretical and Practical Implications
Built on the theory of the literature review, a first version of a handbook to achieve the ISO
14001 certification in the hotel industry was developed. Since this first version needed to be
tested according to its integrity and application, empirical research was conducted. Due to
the empirical research, it became apparent which subjects of the first version of the
handbook are already well implemented and what has to be improved. In general, the
structure of the first version of the handbook was perceived as comprehensible and
understandable. Moreover, the composition of the single steps of the handbook is, with the
exception of some details, practically convertible and fulfils the ISO 14001 requirements.
Since the handbook to achieve the ISO 14001 certification in the hotel industry demonstrates
a basic guiding tool, which has certainly to be worked out in greater detail, it has definitely
potential to support the hotels in achieving the ISO 14001 certification. Under the
circumstances that the handbook is merely a preliminary model, it is applicable for nearly all
hotels and feasible concerning the contemporary technical conditions. Regarding the aspect
of the environmental sustainability in the hotel industry, the handbook implies the most
crucial environmental dimensions and provides ecologically reasonable measures.
Nevertheless, the first version of the handbook could be improved by implementing some
considerations out of the empirical research. The comprehensibility and understandability of
the handbook could be further enhanced by separating the auxiliary material from the
working material. Although the 19 steps of the first version of the handbook already complied
with the ISO 14001 requirements, the insertion of the three steps 'Estimation of a Budget',
'External Certification' and 'Overview of the Steps' rounds the handbook off and provides
additional support to the hotels. As the handbook functions as a basic guiding tool and
should be applicable for all hotels regardless their size and services offered, the revised
handbook lists further environmental dimensions which are possibly of importance for some
hotels. Furthermore, the tables of the initial environmental review have been altered, in order
to guarantee the adaptability for all hotels. Another issue of significance is the reference to
comparative figures, like the energy indicators in 'Step 3: Environmental Aspects'. Lots of
other minor enhancements, like the augmentation of the energy sources or the provision of
typical departments, complete the revised handbook.
8.2
Limitations
What the title of this thesis is already explaining, the handbook is, on the one hand, limited to
the environmental management system according to the ISO 14001 requirements and, on
the other hand, to the hotel industry. Furthermore, the handbook is developed in agreement
with hotelleriesuisse and therefore focuses on Switzerland. As a consequence, only
sustainability issues which are of importance for the Swiss hotel industry and related to the
environmental dimension of sustainability are part of the handbook. Due to the fact that the
literature review forms the theoretical basis of the handbook and because of the vast extent
Conclusion
97
of the ISO 14001 standard, not all essential steps to achieve the ISO 14001 certification have
been worked out in detail.
As the implementation of ISO 14001 is highly dependent on the hotel’s location, operations,
age, and ownership and organizational structure, it became clear that the handbook
developed within this thesis cannot function as a ready-to-use tool. It acts more as a
preliminary model which has to be finalized and customized. Moreover, environmental
management systems are very time-consuming and therefore, the implementation of such a
system is often not desirable for small hotels. However, environmental protection is also
possible in the small scale and thus, the developed handbook can also be used by small
hotels, even though only parts are beneficial.
In addition, the handbook only consists of blank tables and corresponding instructions, but
offers no practical examples. Such practical examples would help to ease the implementation
process, but also extend the length of the handbook and hence, reduce the simplicity of its
structure. It is difficult to estimate which actions to improve the environmental performance
are, by the hotels, perceived as obvious and therefore only unnecessarily lengthening the
handbook and which of these are implicitly needed. As a result, the handbook definitely
consists of some useless actions. The revised handbook retains the documentation
procedure according to the 19 steps of the handbook what is, in principle, conceivable, but,
so far, differently practiced. Another limitation of the handbook is the missing linkage to the
ISO 9001 quality management system. Since the basic concept of ISO 14001 is similar to the
one of ISO 9001, hotels which have already the ISO 9001 quality management system in
place would enormously profit from a connection of the two. Furthermore, hotels with the
intention of implementing both, the ISO 14001 and ISO 9001, would be able to do this
concurrently.
8.3
Recommendations for Future Research
In order to convert the preliminary model handbook into a ready-to use handbook, further
investigations are needed. Firstly, all the 19 steps of the handbook have to be worked out in
detail. Thereby, the focal points are the control of the documents, employee training and the
documentation procedure. Since the handbook already suggests a certain documentation
procedure which is conceivable but not yet applied in practice, its functional adaptability has
to be tested. Secondly, the additional environmental dimensions, hygiene, job safety, health
protection, traveling and electro smog, which are mentioned in the revised handbook, need
to be finalized. It is not sufficient to only list them, but they have to provide equal support to
the hotels like the environmental dimensions which have been involved from the very start.
Thirdly, the evaluation of the environmental aspects has to be better bedighted with
comparative figures. The handbook already refers to hotel specific comparative figures
concerning water and energy consumption and quantity of emissions, though reference
values in respect of purchasing and waste are still missing. Furthermore, a method to
analyze the amount of emissions needs to be discussed in greater detail. Possible methods
which are applied in practice are the environmental-relevance analysis, input-output scheme
or the eco-balance. Fourthly, the programs to enhance the environmental performance of a
hotel include partly useless actions. Since it is difficult to determine, from a theoretical point
of view, between the obvious and the valuable actions, real life related research has to be
conducted. According to the author’s opinion, one possibility is to question employees of
different hotels and hierarchical levels concerning the objectivity and sensitivity of the single
Conclusion
98
actions. Furthermore, the various actions in the programs need to be readjusted according to
their effectiveness, since it is always best to start with those measures with the highest
outcome. As the hotel industry is affected by high personnel fluctuations, technical and
constructional measures are superior to the organizational ones. Besides other minor
required advancements, like the development of a hotel specific emergency plan or the
explanation of the term 'best available technique', the following two main issues need to be
subjected to further research. The handbook has to establish a connection to the ISO 9001
quality management system, so that the implementation process of ISO 14001 can be
simplified for those hotels already certified by ISO 9001 and to enable the launching of both
systems at the same time. In addition, the handbook has to be customized for the various
types of hotels in due consideration of the differences according to location, operations, age,
size, and ownership and organizational structure of the hotels. Due to the reason that ISO
14001 is often no option for small hotels, it is vitally important that also only parts of the
handbook are accessible.
After the realization of all the issues discussed above, it would be best to practically test the
handbook with a hotel. This means to accompany the implementation process of ISO 14001
from the beginning to the end.
XCIX
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Industry. In P. Sloan, W. Legrand, & J. S. Chen, Sustainability in the Hospitality
Industry: Principles of Sustainable Operations (pp. 1-12). Oxford, Burlingtion:
Butterworth-Heinemann.
Sloan, P., Legrand, W., & Chen, J. S. (2009). Waste Management. In P. Sloan, W. Legrand,
& J. S. Chen, Sustainability in the Hospitality Industry: Principles of Sustainable
Operations (pp. 27-47). Oxford, Burlington: Butterworth-Heinemann.
SQS. (2011, May 24). Retrieved May 25, 2011, from SQS Schweizerische Vereinigung für
Qualitäts- und Management-Systeme:
http://www.sqs.ch/zertifizierte_unternehmen_ergebnis.htm?seite=1&startrow=0&endro
w=9&firma=&plz=&ort=&land=&norm=H.144&scope=S.30&mitarbeiter=&regnum=&ord
erby=cert.sqsmlname&submit=Suche+starten
Sustainable Business Associates. (2008, June). Best Environmental Practices for the Hotel
Industry. Lausanne, Switzerland.
Swisshotels. (n.d.). Die Schweiz von ihren schönsten Seiten. Retrieved May 04, 2011, from
Swisshotels: http://www.swisshotels.com/
The center for Environmental Leadership in Business/ Tour Operators Initiative for
Sustainable Tourism Development. (n.d.). A Practical Guide to Good Practice:
Managing Environmental and Social Issues in the Accommodations Sector.
Washington, Paris Cedex 15, United States of America, France.
Theodore, M. K., & Theodore, L. (2010). ISO 14000. In M. K. Theodore, & L. Theodore,
Introduction to Envrionmental Management (pp. 45-60). Boca Raton: CRC Press
Taylor & Francis Group.
Walker, J. R. (2002). Hotel and Rooms Division Operation. In J. R. Walker, Introduction to
Hospitality (pp. 150-201). New Jersey: Prentice-Hall.
Webster, K. (2000). Water. In K. Webster, Environmental Management in the Hospitality
Industry (pp. 90-107). London: Cassell.
Wellge, S. (2009). Umweltmanagement. In S. Wellge, Evaluation von betrieblichen
Umweltmanagementsystemen (pp. 7-9, 11-18). Darmstadt: Institut WAR.
World Commission on Environment and Development. (1987). Our Common Future. Oxford:
Oxford University Press.
Zein, K., Wazner, M. S., & Meylan, G. (2008, June). Best Environmental Practices for the
Hotel Industry. Lausanne, Switzerland.
CV
Appendices
Appendix A: Quantity of Hotels labeled by a Specialization Category in 2011
Specialization category
Excellent Kitchen
Business Hotel
Design & Lifestyle Hotel
Health Hotel
Golf Hotel
Historic Hotel
Kids Hotel
Congress Hotel
Country Guest House
Eco Hotel
Seminar Hotel
Tennis Hotel
Bike Hotel
Hiking Hotel
Wellness Hotel I
Wellness Hotel II
Unique
International chain Hotel
Table 18:
Quantity
139
171
68
17
72
38
47
53
52
33
324
9
117
245
41
50
36
8
Quantity of Hotels labeled by a Specialization Category in 2011 (own illustration according to
Swisshotels) (Swisshotels)
CVI
Appendix B: Buildings and Structures of a Hotel
Buildings and Structures
Guest rooms
Reception area
Circulation- and floor areas
Engineering- and operation rooms
Other areas
Table 19:
Details
- Bathroom
- Storage areas
- Sleeping area
- Working area
- Cosmetics area
- Communication area
- Living area
- Catering area
- Reception
- Lounges
- Recreation areas
- Driveway
- Corridors
- Floors
- Staircases
- Elevators
- Electricity
- Heating
- Air-conditioning and ventilation
- Plumbing
- Lightning
- Laundry
- Kitchen facilities
- Sewerage
- Sport facilities
- Leisure facilities
- Health facilities
- Beauty facilities
- Congress facilities
- Child care facilities
- Parking spaces
- Boutiques
Buildings and Structure of a Hotel (own illustration according to Hänssler, Leistungen und
Leistungserstellung in der Hotellerie, 2000; Rutherford, 2002 and Walker, 2002)
CVII
Appendix C: Services rendered by Employees
Services
Reception
Housekeeping
Security
Other services
Purchasing department
Table 20:
Details
- Planning of the room occupancy
- Room reservations and cancelations
- Welcome and consulting of the guests
- Invoicing and accounting
- Telephone conversations
- Correspondence and communication with the
guests
- Administrative work including statistics and
reports
- Safekeeping of valuables
- Portage of luggage
- Messenger services
- Car parking
- Night audit
- Cleaning and maintenance of rooms,
corridors, floors and other public areas
- Laundry (washing and ironing)
- Room inventory control
- Operation and maintenance of physical plant
- Minor repairs and renovations
- Guest safety
- Alarm systems
- According to the facilities a hotel is offering
- Procurement of goods
Services rendered by Employees (own illustration according to Hänssler, Leistungen und
Leistungserstellung in der Hotellerie, 2000; Rutherford, 2002 and Walker, 2002)
CVIII
Appendix D: Catering Departments
Departments
Restaurant
Kitchen
Bar
Café
Purchasing department
Banquet department
Material usage control
Stewarding
Room service
Bar and waiting personnel
Table 21:
Details
- Gourmet restaurant
- Specialty restaurant
- Traditional restaurant
- Hybrid forms
- Preparation of food and beverages
- Kitchen equipment (i.e. refrigerator)
- Communication centre for guests in the
evening
- Wide variety of beverages
- Small catering offers
- Communication centre for guests during the
day
- Hot beverages
- Refreshment beverages
- Cakes
- Procurement of food and beverages
- Arrangements with clients
- Planning of the event
- Mentoring of the event
- Inventory
- Dinnerware logistics
- Dish and ware washing
- Disposal of waste
- Clearance of the back-of-the-house area
- Delivery of food and beverages
- Set-ups (i.e. fruits, chocolates)
- Inventory control
- Serving of food and beverages
Catering Departments (own illustration according to Hänssler, Leistungen und Leistungserstellung
in der Hotellerie, 2000; Rutherford, 2002 and Walker, 2002)
CIX
Appendix E: Extract from the Swiss BKP
3 Operating equipment
33 Electrical systems
332 Heavy current installations
333 Lightning
34 Heating, ventilation, air-conditioning, cooling devices
342 Heat generation
343 Heat distribution
344 Ventilation systems
345 Air-conditioning systems
346 Cooling equipment
348 Insulations
35 Sanitary installations
351 Sanitary equipment
353 Sanitary supply and disposal equipment
354 Sanitary lines
355 Insulations
356 Sanitary installation elements
358 Kitchen equipment
36 Transportation and storage equipment
361 Elevators
364 Conveyor systems
366 Parking
37 Construction 1
374 Glazing
38 Construction 2
381 Floor covering
382 Wall covering
383 Ceiling covering
388 Garden
4 Surrounding
42 Garden
423 Garden equipment
424 Play and sport areas
44 Installations
443 Electrical systems
444 Heating, ventilation, air-conditioning, cooling devices
445 Sanitary installations
446 Transportation
45 Lines and pipes
452 Canalization
453 Electrical lines
454 Heating, ventilation, air-conditioning and cooling devices lines
455 Sanitary lines
CX
9 Furniture and fixtures
90 Furniture
901 Wardrobe, shelves
902 Sport facilities
91 Lightning
92 Textiles
921 Curtains, decoration
94 Small inventory
96 Transportation
97 Consumable materials
(BKP Baukostenplan)
CXI
Appendix F: Operational Work Processes
Illustration 20: Operational Work Processes in a Hotel (own illustration according to Gewald, 2001) (Gewald, 2001)
CXII
Appendix G: Organizational Structure of a Hotel
Illustration 21: Organizational Structure of a Hotel (own illustration according to Hänssler, Die Aufbauorganisation von Hotelbetrieben, 2008)
CXIII
Appendix H: Organizational Structure of a Department
Illustration 22: Organizational Structure of a Department (own illustration according to Hänssler, Die
Aufbauorganisation von Hotelbetrieben, 2008
CXIV
Appendix I: The ISO 14000 Family
Number
ISO 14001: 2004/ cor 1:2009
ISO 14004: 2004
ISO 14005: 2010
ISO 14015: 2001
ISO 14020: 2000
ISO 14021: 1999
ISO 14024: 1999
ISO 14025: 2006
ISO 14031: 1999
ISO 14040: 2006
ISO 14044: 2006
ISO 14048: 2002
ISO 14050: 2009
ISO 14062: 2002
ISO 14063: 2006
Title
Environmental management systems Requirements with guidance for use
Environmental management systems General guidelines on principles, systems and support
techniques
Environmental management systems Guidelines for the phased implementation of an
environmental management system, including the use of
environmental performance evaluation
Environmental management Environmental assessment of sites and organizations
(EASO)
Environmental labels and declarations General principles
Environmental labels and declarations Self-declared environmental claims (type II environmental
labeling)
Environmental labels and declarations Type I environmental labeling Principles and procedures
Environmental labels and declarations Type III environmental declarations Principles and procedures
Environmental management Environmental performance evaluation - Guidelines
Environmental management Life cycle assessment Principles and framework
Environmental management Life cycle assessment Requirements and guidelines
Environmental management Life cycle assessment Data documentation format
Environmental Management Vocabulary
Environmental management Integrating environmental aspects into product design and
development
Environmental management Environmental communication Guidelines and examples
CXV
ISO 14064-1: 2006
ISO 14064-2: 2006
ISO 14064-3: 2006
ISO 14065: 2007
ISO 14066: 2011
ISO Guide 64: 2008
ISO 19011: 2002
Table 22:
Greenhouse gases Part 1: Specification with guidance at the organization level
for quantification and reporting of greenhouse gas
emissions and removals
Greenhouse gases Part 2: Specification with guidance at the project level for
quantification, monitoring and reporting of greenhouse gas
emission reductions or removal enhancements
Greenhouse gases Part 3: Specification with guidance for the validation and
verification of greenhouse gas assertions
Greenhouse gases Requirements for greenhouse gas validation and verification
bodies for use in accreditation or other forms of recognition
Greenhouse gases Competence requirements for greenhouse gas validation
teams and verification teams
Guide for addressing environmental issues in product
standards
Guidelines for quality and/or environmental management
systems auditing
The ISO 14000 Family (own illustration according to International Organization for Standardization,
ISO Standards, 2011)
(International Organization for Standardization, 2011)
CXVI
Appendix J: First Version of the Handbook to achieve the ISO 14001
Certification in the Hotel Industry
Introduction
This handbook assists hotels in achieving the ISO 14001 certification. The structure follows
the plan-do-check-act cycle and includes 19 steps in total.
Each of these 19 steps is divided into:
 an information part
 followed by the task(s) which have to be worked off
 where appropriate and necessary some help is given
The illustration below gives an overview of the content of this handbook.
Illustration 23: Plan-Do-Check-Act Cycle (own illustration)
CXVII
SET UP
Step 1: Management Commitment
Information
In order to successfully implement an environmental management system in your hotel, the
commitment of the management to enhance environmental management of the hotel’s
operations is required. It is crucial to know that continual improvement of environmental
performance cannot happen parallel to day-to-day operations. Therefore, dedication to
environmental issues has to come from the management. Additionally, it is much easier to
achieve employees’ acceptance if management commitment have been secured. The
management commitment should be documented and signed by the top management and
the management of the departments.
Task
Create a documented management commitment like the one shown below and let all your
department heads sign it.
Management Commitment
[Name of the hotel] is a hotel which pays attention to the environment.
We will conform to all relevant environmental legislations.
We will identify the environmental impacts our operations have and encourage good
environmental practice in order to eliminate or reduce these impacts.
In order to achieve this, we will implement an environmental management system
according
to the ISO 14001 requirements. Furthermore, we aim for ISO 14001 certification.
All managers are committed to this intention.
Director
Deputy Director
Department head xy
Department head xy
Department head xy
Department head xy
[Date]
Illustration 24 Management Commitment (own illustration according to Edwards, Planning the Project, 2001)
(Edwards, Planning the Project, 2001)
CXVIII
Step 2: Initial Environmental Review
Information
If your hotel does not have an environmental management system in place, an initial environmental review is highly recommended. The goal of this
initial review is to find out about the hotel’s relationships and interactions of its activities, product and services with the environment and to work out
a data set in order to measure environmental enhancements.
The following section enables you to render an initial environmental review concerning the environmental dimensions: water, energy, wastes,
purchasing and emissions.
1. Water
Tasks
Fill out the following tables with the available data. Involve in a second step the different departments you have in your hotel.
The Hotel's Total Water Consumption
Period
Consumption
Use
in month
in m3/ liters
Water Consumption per Department
January
Department
Period
in month
February
January
March
February
…
March
Total Consumption
…
Total Consumption
Table 23:
The Hotel’s Total Water Consumption (own illustration
Table 24:
Consumption
in m3/ liters
Use
Water Consumption per Department (own illustration
Information
 Since water consumption is dependent on the time of the year and the occupancy rate of the hotel rooms, it is best to measure it per month.
(Sustainable Business Associates, 2008)
 By combining the two tables, you can find out the proportion of each department’s consumption.
CXIX
Help
The necessary data can be acquired by checking the meters. (Sustainable Business Associates, 2008)
2. Energy
Tasks
The Hotel's Total Energy Consumption
Period
[month]
Energy Source
Consumption
in kWh
Energy Consumption per Department
Period
Use
[month]
Department
Consumption
in kWh
Use
Electricity
Gas
Diesel
Fuel
…
Butane
Total Consumption
Coal
Table 25:
…
Energy Consumption per Department (own illustration
Total Consumption
Table 26:
The Hotel’s Total Energy Consumption (own illustration
Help
 State for what the form of energy is used (i.e. cooking, heating …).
 Translate the consumption figures for each form of energy into kWh to achieve the total consumption.
CXX
1m3 natural gas
1 ton oil
1 ton coal
1 ton butane
Table 27:
=
=
=
=
10,54 kWh
12’602 kWh
8’012 kWh
12’703 kWh
Energy Figures Converter
(own illustration according
to Sustainable Business
Associates, 2008)
Information
 Since energy consumption is dependent on the time of the year and the occupancy rate of the hotel rooms, it is best to measure it per month.
 By combining the two tables, you can find out the proportion of each department’s consumption.
3. Wastes
Tasks
The Hotel's Total Wastes
Period
Kind of Waste
[month]
Quantity
in kg/ m3/ t
Wastes per Department
Period
Source
Department
…
…
Total Wastes
Total Wastes
Table 29:
The Hotel’s Total Wastes (own illustration according to
Table 28:
[month]
Quantity
in kg/ m3/ t
Source
Wastes per Department (own illustration according
CXXI
Information
 Since waste quantity is dependent on the occupancy rate of the hotel rooms, it is best to
measure it per month. (Sustainable Business Associates, 2008)
 By combining the two tables, you can find out the proportion of each department’s waste
quantity
4. Purchasing
Task
Fill out the following table with the available data.
Overview of Purchasing
Item
Quantity per year
Department
Supplier
…
Table 30:
Overview of Purchasing (own illustration according to Sustainable Business
Associates, 2008)
5. Emissions
Task
Fill out the following table with the available data.
Overview of Emissions
Emission
Source
Concerned Area
Rough Quantity
in tons per year
…
Table 31:
Overview of Emissions (own illustration according to Sustainable Business
Associates, 2008)
CXXII
PLAN
Step 3: Environmental Aspects
Information
You have to develop a procedure in order to indentify environmental aspects and to assess
which of these are of significance. In order to do so, the actual and prospective activities,
products and services as well as abnormal and emergency situations have to be taken into
consideration. Additionally to environmental aspects which are directly controllable by your
hotel, aspects which can be influence by your hotel should be considered as well. Changes
in the environment, whether positive or negative, which are completely or partly generated by
environmental aspects are called environmental impacts. Therefore environmental aspects
and impacts are in a cause and effect relationship.
The following section enables you to find out which environmental aspects are relevant for
further measures within the environmental management system. Again, the tasks are divided
into the five environmental domains: water, energy, wastes, purchasing and emissions.
Help
 All the columns, expect the one named 'Relevance', can be filled out with the data from
'Step 2: Initial Environmental Review'.
 Do not forget to think about environmental aspects of prospective activities, products and
services. If there is something planned, estimate figures.
 The column 'Relevance' can be calculated as shown in the table below. With the
application of this table, the highest relevance will be 90 and the lowest 1.
Extent of Consumption/
Quantity
Frequency of Potential
Abnormal or Emergency
Situations
Description
Description
Factor
Factor
Severity
Description
Minimal environmental
impact
Factor
High
1
Unlikely
1
1
Medium
2
Common
2
Low environmental impact
2
Low
3
Frequent
3
Moderate environmental
impact
3
High environmental impact
6
Severe environmental impact
10
Relevance = Extent of Consumption/ Quantity x Frequency of Potential Abnormal or
Emergency Situations x Severity
Table 32:
Relevance Calculation (own illustration according to Edwards, Policy and Planning, 2001)
(Edwards, Policy and Planning, 2001)
CXXIII
Tasks
Fill out the following tables with the information from 'Step 2: Initial Environmental Review'
and assign the points according to the relevance of each aspect.
Water Aspects
Department
Consumption
in m3/ liters
Use
Relevance
…
Table 33:
Water Aspects (own illustration according to Sustainable
Energy Aspects
Department
Consumption
in kWh
Use
Relevance
…
Table 34:
Energy Aspects (own illustration
according
to
Wastes Aspects
Department
Source
Quantity
in kg/ m3/ t
Relevance
…
Table 35:
Wastes Aspects (own illustration
according
to
Purchasing Aspects
Department
Item
Quantity per year
Relevance
…
Table 36:
Purchasing Aspects (own illustration
according
to
CXXIV
Emissions Aspects
Concerned Area
Source
Emission
Rough quantity
in tons per year
Relevance
…
Table 37:
Emissions Aspects (own illustration according to Sustainable Business
Associates, 2008)
Step 4: Legal and Other Requirements
Information
Your hotel has to clarify which environmental laws and regulations are applicable to your
activities, products and services. These can cover:
 National and international legal requirements
 Governmental and provincial legal requirements
 Requirements of local administrations
 Agreements with public authorities
 Voluntary principles
 Voluntary labels
 …
Task
List all the laws, regulations, permissions and instructions with are relevant for your hotel
incuding the remission date and articles. The federal laws which are most important for your
hotel are already filled in. Derive, in a second step, the concrete requirements and identify
the concerned areas in your hotel. In a last step, you have to check if your hotel is in
compliance with these requirements. Make sure that this table is always up-to-date.
Source of
requirement
Remission Article
date
Concrete
requirement
Concerned Compliance
areas
Yes
No
Federal laws
Federal Law on
Environmental
Conservation
Federal Law on
Water Conservation
Federal Law on
Nature- and Cultural
Heritage Protection
Federal Law on C02
CXXV
Cantonal laws
…
Regulations
…
Permissions
…
Internal instructions
…
Others
…
Table 38:
Legal and Other Requirements (own illustration according to Dyllick-Brenzigner,
1997)
Help
 In terms of the documentation and updating of the federal laws it could be vice to call a
consulting firm in. (Dylick-Brenzinger et al., Aufbau und Gestaltung eines UMS gemäss
ISO 14001, 1997)
 If you have to deal with complex cases within the evaluation of compliance with the
environmental laws and regulations, it is best to bring in a legal advisor. (DylickBrenzinger et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
Step 5: Environmental Policy
Information
The environmental policy defines the intentions and the basic principles of your hotel
concerning your overall environmental performances. Furthermore, the policy serves to
establish environmental-oriented objectives and targets and is therefore the basis for the
concrete action planning. The environmental policy has to be clearly formulated so that it is
understandable to internal and external stakeholders and it has to be regularly adapted to
changing conditions and experiences. The environmental policy can be seen as the driving
force for the implementation and improvement of the environmental management system.
The environmental policy has to be open to the employees, as the implementation occurs
through the single employees and it has to be publicly available.
CXXVI
Task
Write your environmental policy. Below you find a hotel specific example.
Environmental Policy Hotel Crowne Plaza Zurich
Continual improvement of the environmental performance
The Hotel Crowne Plaza Zurich admits to an environmentally sound business activity and
commits to a continual improvement of its environmental performance. The environmental
management system is an integrated component of the overall management system and is
reviewed on a regular basis.
Cooperation with partners and guests
Crowne Plaza Zurich achieves the holistic environmental responsibility program in
cooperation with its partners and suppliers. Individual responsibility is introduced to the
employees and the guests.
Compliance with legal requirements
The Crowne Plaza Zurich respects not only the legal requirements of the Swiss federation
and the Canton of Zurich, but acts in an open and cooperative concert with public authorities
and interested parties.
Sensitization of employees
The sense of responsibility for the environment of the employees is brought forward, in order
to ensure their ecological responsibility at work and in leisure.
Internal and external communication
Crowne Plaza Zurich communicates its environmental improvements internally as well as
externally.
Illustration 25: Environmental Policy Crowne Plaza Zurich (own illustration according Crowne Plaza Zurich)
Help (Crowne Plaza Zurich)
Your environmental policy can include the following:
 Your mission, vision, core values and beliefs concerning the environment
 Your commitment to act in compliance with the relevant environmental laws and
regulations
 Your commitment to continually improve of the environmental performance
 Your commitment to prevent pollution
 Your commitment to set and progress objectives and targets
 Your statement that you follow the requirements of the ISO 14001 environmental
management system
 Your internal and external communication approach
 …
(Dylick-Brenzinger et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
(Edwards, Policy and Planning, 2001)
CXXVII
Step 6: Objectives, Targets and Programs
Information
Based on the environmental review, environmental policy, environmental aspects, legal
context and your hotel you have to define environmental-oriented objectives and targets
which are specific and if possible measureable. Your hotel should use the best available
technique if it is economically feasible, cost saving and appropriate. In order to reach the
objectives and targets, you have to develop programs including responsibilities, resources,
measurements and time frame.
The following section helps you to define objectives, targets and appropriate programs.
1. Objectives
Task
Define the objectives of your hotel concerning the environmental dimensions: water, energy,
wastes, purchasing and emissions. You can either choose the ones listed below or work
them out by yourselves, but it is mandatory to set an objective regarding the compliance with
legal and other requirements.
Water:
 Reduction in the water consumption
 Compliance with legal and other requirements
Energy:
 Reduction in energy consumption
Wastes:
 Reduction in waste quantity
Purchasing:
 Increase the purchase of ecologically friendly products
 Reduction in purchasing
 Increase the purchase from ecologically friendly suppliers
Emissions:
 Reduction in emission quantity
2. Targets
Information
Targets have to be set for the individual objectives and the compliance with legal and other
requirements. Therefore, the tasks are split up in tables concerning your individual objectives
and compliance with legal and other requirements.
Tasks
Fill out the following tables concerning your individual objectives. Take the issues, which you
have classified as relevant in 'Step 3: Environmental Aspects' and fill in the corresponding
department, use/ source or item and the actual consumption/ quantity/ item or supplier. Next
you have to state the target you want to reach.
CXXVIII
Water Targets
Department
Actual
consumption
in m3/ liters
Target
consumption
in m3/ liters
Energy Targets
Actual
consumption
Use
in kWh
Target
consumption
in kWh
Use
…
Table 39:
Water Targets (own illustration)
Department
…
Table 40:
Energy Targets (own illustration)
Department
Wastes Targets
Actual
quantity
Source
in kg/ m3/ t
Target
quantity
in kg/ m3/ t
…
Table 41:
Wastes Targets (own illustration)
Department
Purchasing Targets I
Actual
item
Target
item
…
Table 42:
Purchasing Targets I (own illustration)
CXXIX
Department
Purchasing Targets II
Actual
Item
quantity
Target
quantity
…
Table 43:
Purchasing Targets II (own illustration)
Department
Purchasing Targets III
Actual
Item
supplier
Target
supplier
…
Table 44:
Purchasing Targets III (own illustration)
Concerned area
Emissions Targets
Actual
Emission &
quantity
Source
in tons per year
Target
quantity
in tons per year
…
Table 45:
Emissions Targets (own illustration)
Help
 You are free to decide where you want to draw the line concerning which issues you want
to take into closer examination and which not. It is a question of how far you want to go.
 Be aware that you can increase your efforts also afterwards. This means you can either
take more issues into closer consideration or/ and adapt the respective targets.
CXXX
Task
Fill out the following table concerning your objective to be in compliance with legal and other
requirements. Take all the issues from the table in 'Step 4: Legal and Other Requirements'
which are not in compliance with the legal and other requirements. In a second step, you
have to define the need for action. This means you have to find out what needs to be done in
order to be in compliance with the legal and other requirements.
Legal and Other Requirements Targets
Concerned
Source of
Concrete
Need for
area
requirement
requirement
action
…
Table 46:
Legal and Other Requirements Targets (own illustration)
CXXXI
3. Programs
Tasks
To reach the set objectives and targets, appropriate programs are necessary. Fill out the following tables according to your needs. First, you have
to decide a) which departments/ areas you actually have in your hotel and b) which of these departments/ areas are affected. Tick your selection in
the first column. Second, mark the actions you want to take in the third column. Third, prioritize the action to take with high, medium and low.
Fourth, determine for each action a responsible person. Fifth, define the financial, technological and/ or human resources which are needed to
carry out the action. In the end, you should set in a completion date in the last column.
Water Program
Department
Action to take
Priority
Responsible
person
Resources
Completed
by
Accommodation
Inform employees about water conservation practices
Install flow regulators on all showerheads
Install flow regulators on all taps
Install low-flush or dual-flush toilets
Install self-closing taps
Invite guests to re-use linen and towels
Invite guests to save water
Re-use grey-water for flushing toilets
…
Cleaning
Re-use grey-water for cleaning floors
Use biodegradable detergents and cleaning agents to reduce water pollution
…
CXXXII
Engineering
Check all hotel equipment regularly to avoid water leaks
Invest in state-of-the-art equipment to improve efficiency
Maintain plumbing fixtures and piping regularly to avoid losses
…
Garden/
Golf course
Avoid flower beds that quickly dry up
Choose plants that fit to your region's climate and rainfall
Collect rainwater for watering the garden
Install automatic sprinkler systems and localized devices
Re-use the grey-water for watering the garden
Use less polluting fertilizer to reduce water pollution
Water garden early in the morning and late at night to limit evaporation
…
Kitchen
Adjust the water flow according to the type of cleaning
Avoid leaving taps open unnecessary
Do not defrost food in water
Do not let water flow while cleaning or rinsing
Fill dishwasher to the maximum capacity
Replace old kitchen equipment with state-of-the-art ones
…
CXXXIII
Laundry
Do not use prewash function
Fill washing machine to the maximum capacity
Recover the relatively unsoiled rinse water for another washing cycle
Replace old laundry equipment with state-of-the-art ones
Sort the laundry according to the degree of soiling
Use biodegradable detergents to reduce water pollution
Wash towels and linen only at the request of guests
…
Public areas
Invite the guests to save water
Re-use grey-water for flushing toilets
…
Wellness/ Pool/
Whirlpool
Cover the pool outside of the opening hours
Install flow regulators on all showerheads
Invite the guests to save water
Reduce the use of chlorine or choose other treatment systems
Re-use the pool's water to clean floors
CXXXIV
…
…
…
Table 47:
Water Program (own illustration according to Sustainable Business Associates, 2008; The Center for Environmental Leadership in Business/ Tour Operators Initiative
for Sustainable Tourism Development)
(The center for Environmental Leadership in Business/ Tour Operators Initiative for Sustainable Tourism Development)
CXXXV
Energy Program
Department
Action to take
Priority
Responsible
person
Resources
Completed
by
Accommodation
Clean lightning fixtures to improve efficiency
Close the curtains to reduce the heating and cooling effort
Code the light switches to switch on only the right ones
Decrease room temperature to reduce heating and air-conditioning effort
Do not leave electronic devices on standby
Improve reflection from walls with the use of bright colors
Inform employees about lightning reduction practices
Inform employees about energy reduction practices
Install air-conditioning that automatically switches off when the windows are
open
Install dimming functions
Install double glazed windows
Invest in energy-efficient electronic devices
Invite the guests to only switch on the needed lights
Invite the guests to save energy and hot water
Replace electronic equipment with energy-efficient ones
Switch off mini-bars in rooms that are unoccupied for three or more days
Switch off the lights in unoccupied rooms
Turn off air-conditioning and set heating at minimum in unoccupied rooms
Use energy saving light bulbs
Use rooms allocated next to each other, during low occupancy times
…
CXXXVI
Administration
Close doors and windows to reduce heating and cooling effort
Decrease room temperature to reduce heating and cooling effort
open
Re-arrange workplaces to make optimal use of natural lightning
Switch off electronic devices when taking breaks longer than 30 minutes
Use natural light rather than artificial lightning as much as possible
…
Cleaning
Do not air rooms for more than 15 minutes to reduce heating and cooling effort
Use only hot water for cleaning where necessary
…
CXXXVII
Engineering
Check the insulation on hot water pipes to reduce heat losses
Choose high performance insulation systems to minimize heat losses
Clean and change the air-conditioning filters regularly
Invest in alternative, renewable energy sources
Install timers and movement detectors to reduce lightning time in selected
locations
Invest in energy-efficient equipment
Repair equipment on a regular basis
Switch off water boilers during night
Switch on exterior lightning only at night
Use machines according to operating instructions for better energy-efficiency
…
Kitchen
Use only hot water where necessary
Avoid turning on kitchen equipment without thinking when arriving in the
morning
Cover pots when cooking
Defrost food in refrigerator or cold room
Defrost refrigerators and clean the door seals monthly
Do not exceed preheating times
CXXXVIII
Do not place hot food directly into refrigerators, freezer or cold room
Fill dishwasher to their maximum capacity in order to minimize the number of
cycles
Fill oven and dishwasher to the maximum capacity
If you have more than one kitchen, centralize them
Improve reflection of from walls with the use of bright colors
Install plastic curtains outside refrigerators or freezers to retain cold air
locations
Invest in energy-efficient kitchen equipment
Invest in high-performance cooking units
Locate refrigerator and freezer sensible to kitchen temperatures
Open refrigerators, freezers, ovens and steamers only when necessary
Recover the heat generated by the refrigerator and freezer
Regulate water temperature according to the kitchen needs
Switch off kitchen equipment when it is not required
Use energy saving bulbs
Use equipment according to operating instructions for better energy-efficiency
Use pressure cookers to increase efficiency
Use the fan appropriate to the cooking intensity
…
Laundry
Avoid overloading the dryer and thereby increasing drying time
Choose washing machines with high spinning speed in order to limit drying time
CXXXIX
Install timers and movement detectors to reduce lightning time at selected
locations
Invest in energy-efficient laundry equipment
Regulate water temperature according to the cleaning needs
Use equipment according to operating instructions for better energy-efficiency
Use low temperature washing programs
…
Public areas
Close doors and windows to reduce heating and cooling effort
Code the light switches so that you switch on only those light that you need
Decrease room temperature to reduce heating and cooling effort
open
locations
Reduce the number of lifts that are operated during off-peak hours
CXL
…
Wellness/ Pool/
Whirlpool
Define operating hours and switch off the facilities during non-opening hours
Install a demand-oriented switching on of the attractions in the whirlpool
locations
Invest in energy-efficient wellness equipment
Keep the water temperature at 24°C
Recover the heat generated by the sauna and solarium
Retain the pool's heat by covering it with a thermal cover at night
…
CXLI
…
…
Table 48:
Energy Program (own illustration according to Energie Schweiz, 2010; Lauber IWISA AG, 2010; Sustainable Business Associates, 2008 and The Center for
Environmental Leadership in Business/ Tour Operators Initiative for Sustainable Tourism Development)
(Energie Schweiz, 2010) (Lauber IWISA AG, 2010)
CXLII
Wastes Program
Department
Action to take
Priority
Responsible
person
Resources
Completed
by
Accommodation
Choose the products which are least polluting and most sustainable
Donate old furniture
Inform employees about waste reduction practices
Invite guest to reduce waste
Limit the use of individual packaged products
Organize waste separation in the guest rooms by providing adequate means
Recycle electric and electronic appliances and donate unwanted appliances
Use refillable dispenser for hygiene products
…
Administration
Avoid using disposable tableware
Limit color printing and copying
Reduce the printing of documents whenever possible and use e-mail
Recycle PET and non-deposit glass bottles, metal packaging, cardboard,
paper, batteries and accumulators
Return toner and ink cartridges of printers and copying machines to suppliers
Re-use the blank side of used paper for scrap paper
Use recycled paper where possible
Use the two-sided printing option on printers/ copying machines where possible
…
CXLIII
Cleaning
Avoid leaving detergents in humid places
Choose adequate detergents and use recommended dosages
Improve waste collection by adding compartments to room service trolleys
Replace plastic laundry bags with wicker baskets or cloth bags
Re-use old bedding and napkins as rags
Use refillable products instead of disposable ones
…
Engineering
Maintain and repair hotel equipment regularly to expand its lifespan
…
Kitchen
Check expiration dates of food and use older food items first
Collect used oil and dispose it in an environmentally friendly manner
Compost biodegradable organic wastes or re-use them as animal feed
Inform employees about waste reduction practices
Promote waste separation by providing specific containers
Recycle PET and non-deposit glass bottles, metal packaging,
plastic and cardboard
Reduce the use of individual portions
Store fresh and perishable products at the appropriate temperatures
Store liquid wastes in adequate containers and dispose them correctly
CXLIV
…
Laundry
Avoid leaving detergents in humid places
Choose adequate detergents and use recommended dosages
Collect chemicals and send them back to the suppliers
Replace plastic laundry bags with wicker baskets or cloth bags
Sort textiles according to their degree of soiling and color to not damage them
Transform old bed sheets into laundry bags
…
…
…
Table 49:
Wastes Program (own illustration according to Sustainable Business Associates,
2008)
CXLV
Purchasing Program
Department
Action to take
Priority
Responsible
person
Resources
Completed
by
Accommodation
Buy good quality materials to decrease failing rate
Buy in suitable quantities due to transportation efforts and waste generation
Buy local products to reduce pollution from transportation
Buy only what is needed
Buy products consisting of recyclable material
Buy products consisting of the maximum amount of recycled material
Buy products packaged in recycled and recyclable material
Identify suppliers that have already implemented eco-efficient measures
Install refillable soap and shampoo dispensers due to packaging and amount
used
Prefer FSC labeled wood and avoid exotic wood
Prefer furniture which is easily disposable and recyclable
Use recycled toilet paper
…
Cleaning
Choose concentrated, environmentally friendly cleaning agents
…
Kitchen
Avoid disposable (one-trip) products
CXLVI
Choose seasonal fruits and vegetables
Choose, whenever possible, organic products
Purchase in bulk rather than individually packaged items
Rent equipment that is seldom used, instead of buying it
Use fresh products with little or no preservatives
…
Laundry
Buy compact, concentrated products and eco-refills to limit packaging
Buy ecologically friendly detergents
Prefer detergents whose components are active at low temperature
…
Public areas
CXLVII
Install refillable soap and shampoo dispensers due to packaging and amount
used
Prefer FSC labeled wood and avoid exotic wood
Prefer furniture which is easily disposable and recyclable
Replace paper towel dispensers with energy-saving hot air blowers
Use recycled toilet paper
…
Restaurant/ Bar
Avoid using paper tablecloths and napkins
Choose wash-resistant materials
Involve guest in the selection of "green products"
Prefer draft drinks or deposit bottles
Prefer products with little packaging
Use table linen made with environmentally friendly materials
…
CXLVIII
Shops
Encourage the shops to sell products that are made in ecologically friendly
ways
…
…
…
Table 50:
Purchasing Program (own illustration according to Kirk, Materials and Waste Management, 1996 and Sustainable Business Associates, 2008)
(Kirk, Materials and Waste Management, 1996)
CXLIX
Emissions Program
Concerned area
Action to take
Priority
Responsible
person
Resources
Completed
by
Accommodation
Choose sprays that do not use propellant gases
Limit the use of aerosols
…
Administration
Ask your suppliers to switch off their vehicles when delivering supplies
…
Cleaning
Choose biodegradable cleaning agents
Do not mix cleaning agents (interactions can increase toxicity)
Ensure close adherence to the instructions for the use of cleaning agents
Prefer solvent-free products due to emissions of VOC
…
Company cars
In cases where fuel oil is specifically required, use low sulfur fuel
Replacing old equipment with state-of-the-art ones
…
Engineering
Change the filters of air conditioning equipment regularly
Check and maintain boilers and cooling equipment regularly
In cases where fuel oil is specifically required, use low sulfur fuel
Monitor leaks in refrigerating systems
CL
Replace old oil-fired burners with natural gas ones
Select fire-extinguishers and fire fighting systems that are halon-free
…
Kitchen
Replace refrigerators containing CFC with environmentally friendly ones
…
Laundry
Choose biodegradable cleaning agents
Do not mix cleaning agents (interactions can increase toxicity)
Ensure close adherence to the instructions for the use of cleaning agents
…
…
…
Table 51:





Emissions Program (own illustration according to Sustainable Business Associates, 2008 and Zein et al., 2008)
Help
If you have departments/ areas in your hotel where you want to improve your environmental performance which are not mentioned in the tables
above, you can simply add them.
If you want to take actions which are not listed in the table below, you can simply add them.
Grey water can come from washing machines, sinks, showers, bathrooms and roof runoffs. (Lin-Heng et al., 2010)
Since hot water uses energy, the water conservation practices from the water program also help to reduce the energy consumption. (Kirk,
Water Management, 1996) (Lin-Heng et al., 2010)
For further help you can visit hotelpower.ch and consult for example:
CLI
>
>
>
>
>
information sheet for renewing the heating
information sheet for alternative energy sources
information sheet for lightning
information sheet for heating
etc.
CLII
DO
Step 7: Resources, Roles, Responsibilities and Authority
Information
The successful implementation of the environmental management system in your hotel
requires the commitment of all employees. Environmental-oriented tasks and responsibilities
should therefore not be limited to the functions concerned with environmental questions, but
should involve all functions outside of the environmental protection. As part of its
commitment, the top management authorizes a special environment agent, allocates
sufficient resources and defines key function as well as responsibilities.
1. Resources
Information
To implement an environmental management system in your hotel financial, technological
and/ or human resources are needed. By defining your environmental programs, you have
already identified the needed resources.
Task
Make the topic 'resources' an agenda item at your management meetings in order to ensure
that:
 the right and sufficient resources are actually allocated.
 future resource needs are recognized and subjected.
(Edwards, Implementation and Operation, 2001)
2. Roles, Responsibilities and Authority
Information
Since environmental protection is a cross-sectional task, an organisational structure is
required. For this, it is best to design an organisation chart which shows all employees
involved in the implementation of the environmental management system including job
descriptions. Moreover, the management of your hotel has to appoint an environmental
manager. (Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001,
1997) (Edwards, Implementation and Operation, 2001)
Tasks
 Create an organization chart including job descripitons.
 Appoint an environmental manager.
Help
An organization chart could look like the following:
CLIII
Management
Line function
Environmental
Manager
Illustration 26: Organization Chart (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung
eines UMS gemäss ISO 14001, 1997)
 The job descriptions could include:
> Tasks of the management:
- Integration of environmental protection in the strategic planning
- Determination of the environmental policy
- Definition of objectives, targets and programs
- Determination of resouces, roles and responsibilities
- Appointment of an environmental manager
- Assessment of the performance of the environmental management system
- Identification of measures for the continual improvement of the environmental
management system
> Line function:
- Compliance with envrionemental legislations
- Assistance to define objectives, targets and responsibilities
- Implementation of the evironmental programs
- Passing on of relevant information
- Taking steps for corrective measures
- Control of the implementation of the environmental management system
> Tasks of the environmental manager:
- Analysis of risks, opportunities and weak spots
- Assistance to the implementation process
- Reporting of the environmental performance
- Motivation and sensitization
- Training of employees
- Control of the environmental management system
- External communication
(Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
CLIV
Step 8: Competence, Training and Awareness
Information
The management defines what knowledge, understanding and skills an employee
participating in an activity with an environmental impact should have. Knowledge,
understanding or skills are either already existing or are applied trough training, education or
practical experiences.
Tasks
 Identify the training needs of your employees
 Develop a training and/ or education plan to adress the training needs of your employees
 Document the trainings
 Evaluate the trainings
(Edwards, Implementation and Operation, 2001)
Help
Employees should typically be informed about:
 The context and importance of the environmental policy of your hotel
 The requirements of the environmental management system
 The environmental consequences of their activities
 The legal environmental requirements of their activities
 The behavior in emergency situations
Step 9: Communication
Information
Internal communication ensures that all employees of your hotel are aware of their
responsibilities and helps therefore to implement the environmental management system at
all hierarchical levels. External communication increases transparency and credibility of your
hotel. (Edwards, Implementation and Operation, 2001)
Task
Develop a procedure concerning internal and external communication.
Help
Internal communication can consist of:
 Meetings of working groups
 Circular letters
 Notice board
 Intranet-website
External communication can consist of:
 Annual reports
 Circular letters
 Website
CLV
Information
The documentation has to be detailed enough in order to describe the environmental
management system and the interactions of the elements. The documentation includes
explanations concerning planning, operation and control of the environmental management
system and its compliance with the environmental policy, objectives and targets. The
documentation of the environmental management system helps on the one hand your
employees to get aware of what should be achieved and, on the other hand enables the
evaluation of the environmental performance and the system itself. (International
Organization for Standardization, International Standard ISO 14004: 1996 (E): Environmental
Management Systems - General Guidelines on Principles, Systems and Supporting
Techniques, 1998) (International Organization for Standardization, 1998)
Task
Document your environmental management system by writing a manual.
Help
You can structure your manual according to this handbook. Copy the 19 steps of this
handbook and write down all the information concerning your environmental management
system under each of these steps.
Step 11: Control of Documents
Information
The documents have of course to be reviewed and updated, but the main focus is the
successful implementation of the environmental management system.
Tasks
 Organize your documents by:
- adding dates and dates of revision
- adding the appropriate division, function, activtiy, and/ or contact person
 Review and revise your documents periodically
 Make the actual version of the documents available to all the relevant employees
 Withdraw obsolete documents immediately
(International Organization for Standardization, International Standard ISO 14004: 1996 (E):
Environmental Management Systems - General Guidelines on Principles, Systems and
Supporting Techniques, 1998)
CLVI
Step 12: Operational Control
Information
The overall goal is to reach the objectives and targets of the environmental policy. Therefore,
the processes which are in connection with significant environmental aspects have to be
accurately operated so that the environmental impacts can be monitored or reduced.
Task
Describe all the procedures taken in order to achieve the set objectives and targets.
Help
When developing your environmental program, you have already decided which actions you
want to take in order to reach your set objectives and targets. Now you have to describe the
context of each action including procedures, instructions, control invervals, limiting values
etc. (Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
Step 13: Emergency Preparedness and Response
Information
Your hotel is responsible to develop an emergency plan and a course of action which is
tailored to your individual needs. Potential emergencies have to be indentified and
procedures how to alleviate them.
Tasks
 Identify potential emergencies
 Develop an emergency plan
Help
Potential emergencies can include:
 Emissions to the atmosphere due to accidents
 Pollution of water and land due to accidents
 Harmful effects on the environment and ecosystems due to accidents
An emergency plan can include:
 Organization and responsiblities in emergency situations
 A list with emergency services (i.e fire-fighters)
 Communication plans (internals and external)
 Action plan
 Training and testing plans
CLVII
CHECK
Step 14: Monitoring and Measurement
Information
In order to enhance environmental performance, your hotel has to determine performance measurements which quantify the significant
environmental aspects.
Tasks
Fill out the following tables with the information form 'Step 6: Objectives, Targets and Programs' and measure/ state the actual consumption/
quantity/ item or supplier. In a next step you should indicate if an improvement/ reduction has taken place. Furthermore, you have to determine
the rhythm of the measurement, a responsible person and a new target.
Water Monitoring
Department
Use
Actual
measurement
in m3/ liters
Reduction
in %
Target reached
yes/ no
Rhythm of
measurement
Responsible
person
New
target
in m3/ liters
…
Table 52:
Water Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
Energy Monitoring
Department
Use
Actual
measurement
in kWh
Reduction
in %
Target reached
yes/ no
Rhythm of
measurement
Responsible
person
New
target
in kWh
…
Table 53:
Energy Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
CLVIII
Wastes Monitoring
Department
Source
Actual
measurement
in kg/ m3/ t
Reduction
in %
Target reached
yes/ no
Rhythm of
measurement
Responsible
person
New
target
in kg/ m3/ t
…
Table 54:
Wastes Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
Purchasing Monitoring I
Department
Actual item
Improvement
yes/ no
Rhythm of
measurement
Target reached
yes/ no
Responsible
person
New
target item
…
Table 55:
Purchasing Monitoring I (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
Purchasing Monitoring II
Department
Item
Actual
measurement
in quantity
Reduction
in %
Target reached
yes/ no
Rhythm of
measurement
Responsible
person
New
target
in quantity
…
Table 56:
Purchasing Monitoring II (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
CLIX
Department
Item
Actual
supplier
Purchasing Monitoring III
Target
Improvement
reached
yes/ no
yes/ no
Rhythm of
measurement
Responsible
person
New
target item
…
Table 57:
Purchasing Monitoring III (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
Emissions Monitoring
Concerned area
Emission & Source
Actual
measurement
in tons per year
Reduction
in %
Target reached
yes/ no
Rhythm of
measurement
Responsible
person
New
target
in tons per year
…
Table 58:
Emissions Monitoring (own illustration according to Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS gemäss ISO 14001, 1997)
CLX
Step 15: Evaluation of Compliance
Information
Your hotel has to demonstrate that they act in compliance with legal and other environmental rules and regulations.
Task
Fill out the following table with the information form 'Step 6: Objectives, Targets and Programs' and state whether you act in compliance or not.
In a next step you should indicate determine the rhythm of the monitoring, a responsible person and if needed a new need for action.
Legal and Other Requirements Monitoring
Concerned
area
Source of
requirement
Concrete
requirement
Compliance
yes/ no
Rhythm of
measurement
Responsible
person
New
need for action
…
Table 59:
Legal and Other Requirements Monitoring (own illustration)
CLXI
Step 16: Nonconformity, Corrective Action and Preventive Action
Information
The non-conformances should be identified through monitoring, audits and communication
and corrective actions have to be initiated.
Tasks
Fill out the follwing tables by taking over all the lines from 'Step 14: Monitoring and
Measurement' and 'Step 15: Evaluation of Compliance' which have not reached the targets
or are not in compliance with the legal and other requirements. In a next step you have to
determine new actions to take from 'Step 6: Objectives, Targets and Programs' in other to
fulfil the targets in the future.
Department
Water Corrective Actions
Responsible
Use
person
Action to take
…
Table 60:
Water Corrective Actions (own illustration)
Department
Energy Corrective Actions
Responsible
Use
person
Action to take
…
Table 61:
Energy Corrective Actions (own illustration)
Department
Wastes Corrective Actions
Responsible
Source
person
Action to take
…
Table 62:
Wastes Corrective Actions (own illustration)
Department
Purchasing Corrective Actions I
Responsible
Actual item
person
Action to take
…
Table 63:
Purchasing Corrective Actions I (own illustration)
CLXII
Department
Purchasing Corrective Actions II
Responsible
Item
person
Action to take
…
Table 64:
Purchasing Corrective Actions II (own illustration)
Department
Purchasing Corrective Actions III
Responsible
Item
person
Action to take
…
Table 65:
Purchasing Corrective Actions III (own illustration)
Concerned area
Emissions Corrective Actions
Responsible
Emission & Source
person
Action to take
…
Table 66:
Emissions Corrective Actions (own illustration)
Legal and Other Requirements Corrective Actions
Concerned area
Source of
requirement
Concrete
requirement
Responsible
person
Action to take
…
Table 67:
Legal and Other Requirements Corrective Actions (own illustration)
Step 17: Control of Records
Information
Your hotel has to keep the records up-to-date, as they either demonstrate your compliance
with the environmental management system or help to reach compliance by analyzing the
documentations. Environmental-oriented records can include complaints, trainings, process
observations, inspections, emergency tests, communication and more.
Task
Continually up-date, analyze and improve your environmental management system manual
which you designed at 'Step 10: Documentation'.
CLXIII
Step 18: Internal Audit
Information
You have to audit your environmental management system regularly and systematically in
order to check if you are in compliance with the guidelines and requirements and if the
system is implemented and maintained correctly. The results indicate the effectiveness of
your environmental management system and help to continually improve the system and the
environmental performance. (Dyllick-Brenzigner et al., Aufbau und Gestaltung eines UMS
gemäss ISO 14001, 1997)
Tasks
 Determine a responsible person for the audits
 Define an audit procedure which discovers non-conformances and proposes corrective
actions with clear completion dates
 Inform you employees about the audit
 Ensure that the results are reported to the management
 Determine the rhythm of the audits
Help
 The responsible person can either be an employee or an external person. By all means,
the person has to be competent, neutral and objective. The ISO 14012 compendium
'Qualification Criteria for Environmental Auditors' defines what qualifications an
appropriate auditor has to fulfill.
 Compendium ISO 14010 and 14011 contain information how to conduct an environmental
audit.
 Yearly environmental audits are advisable
CLXIV
ACT
Step 19: Management Review
Information
The management of your hotel is claimed to review the environmental management system
to ensure its compliance and its effectiveness.
Tasks
 Review the objectives, targets and the environmental performance
 Check the results of the audits
 Evaluate the effectiveness of the environmental management system
 Evaluate the appropriateness of the environmental policy concerning:
- Changes in legal and other requirements
- Newly available technologies
- Learned lessons from environmental incidents
CLXV
Appendix K: Transliterated Expert Interviews
The expert interviews are arranged according to the last name of interview partners. The
acronyms in the transliterated interviews stand for:
Acronym
Name of the Person
B
Roland Berger, Tune Management and Training AG
G
Simone Gruber, Fachstelle Tourismus und Nachhaltige Entwicklung
H
Sven Häberlin, welcome hotels & restaurants
K
Urs Kläy, Planungsberatung für Hotelbau
R
Hubert Rizzi, SQS
I
Interviewer
Table 68:
Acronyms of the transliterated Expert Interviews (own illustration)
Interview with Roland Berger, Tune Management and Training AG
Question regarding the design of the handbook:
I: Ist der Aufbau des Handbuches (Übertitel, Schritte, Informationen, Aufgaben und
Hilfestellungen) verständlich und übersichtlich?
B: Wir haben jeweils beim Aufbau des Branchenleitfadens mit ausgefüllten Beispielen
gearbeitet. Diese helfen den, meist praktisch orientierten, Verantwortlichen bei der Arbeit.
Aus meiner Sicht wäre die Anordnung der Aufgaben-Listen am Schluss zusammengefasst
ein besseres Hilfs- und Arbeitsmittel.
Questions regarding the content of the handbook:
I: Ist es sinnvoll den Hotels jeweils die Wahl der betreffenden Abteilungen zu überlassen?
B: Ja.
I: Oder sollte man eine Aufzählung an Abteilungen zur Auswahl stellen?
B: Nein.
I: Ist die Konzentration auf die Umweltdimensionen Wasser, Energie, Abfälle, Emissionen
und Einkauf sinnvoll?
B: Nein. Dies hängt sehr stark vom Betrieb ab. Die Norm ist heute auch sehr eng beim
Gesundheitsschutz. Hier kommen die Berührungspunkte zu Arbeitssicherheit (Umgang
mit gefährlichen Stoffen – Schadstoffen). Auch werden Themen wie: Reisetätigkeit und
Elektrosmog immer mehr erwähnt.
I: Würden Sie eine Dimension hinzufügen oder entfernen?
B: Würde nur mit Beispielen die Dimensionen aufzeigen.
I:
B:
I:
B:
Können die Tabellen beim Schritt 2 von Hotels problemlos ausgefüllt werden?
Ja.
Sind die Tabellen sinnvoll? Wie könnte dieser erste Umweltreview verbessert werden?
Unbedingt ein Beispiel im Text. Ich würde die Task-Liste in den Anhang als
Arbeitshandbuch stellen.
CLXVI
I: Wie könnte man die Programme (Schritt 6) verbessern?
B: Für mich ist die Aufgaben-Liste wiederum eher
Trainingsprogramm. Mir fehlt der Schulungsplan.
eine
Checkliste
als
ein
I: Ist eine Dokumentation des Umweltmanagementsystems gemäss den 19 Schritten des
Handbuches realisierbar? Wäre eine solche Dokumentation ausführlich genug? Was wäre
eine bessere Dokumentationsvariante?
B. Wir arbeiten in der Situationsanalyse mit den Checklisten, daraus erstellen wir
Vorgabedokumente (Umweltkonzept und Umwelt-Leitfaden). Diese sind die Grundlage für
die Schulung und das Training. Und als Nachweisdokumente empfehlen wir die
ausgefüllten Checklisten, die Umweltbilanz (zeigt die zeitliche Entwicklung der
Umweltrelevanten Aspekte) und die Audits.
General questions:
I: Was ist gut an diesem Handbuch?
B: Der Versuch den Hoteliers einen Leitfaden für ein aktuelles Thema zu liefern.
I: Wo sollten unbedingt Verbesserungen vorgenommen werden?
B: Trennung von Inhaltsvermittlung und Arbeitshandbuch.
I: Fehlt etwas komplett?
B: - Die Umwelt-Organisation ist in der EN ISO 14001 vorgegeben. Jedoch ist nicht klar, was
genau die Aufgaben eines Umweltbeauftragten sind. Hier würde ich ein „Muster
Stellenbeschrieb“ aufnehmen.
- Zusätzlich ist die Dokumentenlenkung ein wesentlicher Bestandteil der
Normanforderung. Hier muss den Betrieben eine Hilfestellung gegeben werden.
Ansonsten sind die Fachpersonen deutlich überfordert.
- Die EN ISO 14001:2004 fordert die Bestimmung der Umweltrelevanten Aspekte. Dieser
Punkt ist je nach Betrieb unterschiedlich, muss jedoch klar definiert werden. Hier fehlt
mir noch der Fokus. Wo muss der Betrieb diese Aspekte klar definieren?
- Einer der wesentlichen Herausforderungen ist die Sicherstellung, dass bis zum letzten
Mitarbeitenden der Nachhaltigkeitsgedanke verankert wird. Dieser Aspekt wird meist
durch Schulung und Training erreicht. Es sollte nach meinem Empfinden ebenfalls ein
Schritt sein, damit Schulungen/Trainings geplant werden.
- Die Norm verlangt zusätzlich, dass Sie bezüglich dem UMS aktiv gegen innen und
aussen kommunizieren. Habe diesen Punkt nicht gefunden. Ebenfalls müssen externe
Partner (Handwerker, Serviceunternehmen) auf die Handlungsweise des Unternehmens
aufmerksam gemacht werden.
I: Hat ihrer Meinung nach dieses Handbuch Potential um Hotels zur ISO 14001
Zertifizierung zu verhelfen?
B: Sicher.
CLXVII
Interview with Simone Gruber, Fachstelle Tourismus und Nachhaltige Entwicklung
Questions regarding the programs (step 6):
I: Ist der Aufbau der Programme übersichtlich und verständlich?
G: Es ist übersichtlich gestaltet. Der tabellarische Aufbau ist „benutzerfreundlich“. Die
Gliederung durch die Abteilungen und Programme (Wasser, Energie, etc.) unterstützt die
Lesbarkeit. Jedoch ist die Anleitung zum Gebrauch der Programme etwas unübersichtlich
(evtl. eine Auflistung oder stichwortartig wäre besser).
I: Was sollte man unbedingt noch hinzufügen?
G: Ihre Programme scheinen mir soweit vollständig. Alle Bereiche sind abgedeckt und
können helfen das eigene tun 'ökologisch' zu reflektieren und zu verbessern.
Grundsätzlich ist eine solche Checkliste nie abschliessend, da die Bedürfnisse/
Anforderungen pro Betrieb angepasst werden müssen.
I: Was könnte man weglassen?
G: Es hat ein paar eher „lehrmeisterliche“ Fragen, wie z.B. „kaufen Sie nur das Nötigste“…
Ist eher überflüssig und subjektiv. Was ist das Nötigste?
I: Was stört Sie an den Programmen?
G: Die Auflistung der Massnahmen/ Handlungen sind sehr detailliert und wiederholen sich
bei den unterschiedlichen Programmen und Abteilungen. Z.B. Informieren der
Mitarbeitenden über Wassersparmethoden. Diese Handlung ist z.B. bei Küche, Reinigung
oder Technik aufgelistet. Weiter sind z.B. informieren über (Wasser, Energie etc.)Sparmethoden bei den meisten Programmen aufgelistet. Man könnte sich überlegen ob
die Kategorien anderes gewählt werden. Damit die Wiederholungen wegfallen.
I: Haben Sie eine Idee wie man diese Wiederholungen vermeiden könnte?
G: - Was betrifft das Personal? Z.B. Einweisung des Personals, Aufklärung über
Sparmethode, hausinterne Kurse, Weiterbildung, etc.
- Was betrifft die Gäste? Z.B. sichtbares, kommuniziertes Leitbild des Hotels für die
Gäste, Wasser sparen, Handtücher öfters brauchen, etc.
- Was betrifft die bestehende Einrichtung/ Technik? Z.B. nicht unnötig das Licht brennen
lassen, kein Standby-Modus, etc.
- Was betrifft Neuanschaffungen/ Technik/ Einrichtung? Z.B. Energiesparlampen, etc.
CLXVIII
Interview with Sven Häberlin, welcome hotels & restaurants
Question regarding the design of the handbook:
I: Ist der Aufbau des Handbuches (Übertitel, Schritte, Informationen, Aufgaben und
Hilfestellungen) verständlich und übersichtlich?
H: Ja, es ist verständlich und übersichtlich. Man versteht was man tun sollte.
I: Ist es sinnvoll den Hotels jeweils die Wahl der betreffenden Abteilungen zu überlassen?
H: Generell ist es sinnvoll, da die Abteilungen in den Hotels schon vorhanden sind und auch
in jedem Hotel anders sind.
I: Oder sollte man eine Aufzählung an Abteilungen zur Auswahl stellen?
H: Nein, aber man könnte ein paar typische Abteilungen erwähnen, damit ganz klar ist was
gemeint ist. Typische Abteilungen wären Rezeption, Küche oder Reinigung.
I: Können die Tabellen beim Schritt 2 von Hotels problemlos ausgefüllt werden?
H: Die Hotels wissen, anhand der Rechnungen, wie hoch zum Beispiel ihr Wasser- oder
Stromverbrauch ist. Sie wissen es entweder pro Monat oder pro Quartal, es kommt immer
auf die Rechnung darauf an. Etwa 70% der Hotels können zum Beispiel nicht zuordnen
wie viel Wasser in der Küche oder wie viel Strom in den Zimmern verbraucht wurde.
Meistens haben nur die grossen Hotelketten solche Messdaten, aber für die meisten ist es
zu aufwendig und zu teuer.
I: Sind die Tabellen sinnvoll? Wie könnte dieser erste Umweltreview verbessert werden?
H: Generell sind die Tabellen sinnvoll. Man könnte es jedoch so formulieren, dass die
Messung auch pro Quartal stattfinden kann und, dass der Verbrauch nur zugeordnet
werden muss, wenn dies möglich ist.
I: Ist es für die Hotels möglich, die relevanten gesetzlichen und anderen Forderungen
(Schritt 4) zu erkennen?
H: Die meisten Hotels wissen nur über Gesetze der Lebensmittel- und Arbeitssicherheit
Bescheid, da diese auch geprüft werden. Die anderen Gesetze kennt man eigentlich
nicht, ausser man läuft rein und es kommt die Hotels teuer zu stehen.
I: Bräuchte es eine detailliertere Hilfestellung?
H: Den Verweis auf externe Berater ist ausreichend.
I: Sind die Inhalte der Programme (Schritt 6) von Hotels problemlos umsetzbar?
H: Es sind viele, aber das ist gut. So sehen die Hoteliers was sie alles tun können. Es ist gut,
dass man nicht alle Massnahmen wählen muss. Auch für kleinere Betriebe, welche ISO
14001 nicht einführen wollen, ist das gut, da sie so trotzdem eine Hilfestellung zur
Verbesserung ihrer Umweltleistung haben.
I: Ist die Aufteilung der Programme in die einzelnen Abteilungen gut? Oder wiederholen sich
die Massnahmen so zu oft?
H: Die Aufteilung ist gut. Es wiederholt sich zwar, aber eine Aufteilung nach Massnahmen
wäre komplizierter in der Umsetzung.
CLXIX
I: Wie könnte man diese Programme verbessern?
H: Man könnte eine Sparte einfügen, welche ein Visum der Mitarbeiter erfordert. Wie bei der
Arbeitssicherheit hätte man dann das Controlling Instrument gleich in der Tabelle. Somit
hätte man eine Sicherheit gegenüber den Mitarbeitern, dass sie auch wirklich informiert
wurden.
I: Ist es für die Hotels möglich mit den Angaben in Schritt 10, 11 und 12 das
Umweltmanagementsystem zu dokumentieren und zu lenken?
H: Ich wüsste jetzt wie, aber ich habe auch mit ISO 9000 zu tun, wo der Ablauf ähnlich ist.
I: Bräuchte es eine detailliertere Hilfestellung?
H: Eventuell könnte man einen Verweis zu einer Homepage machen, welche eine
Beispielsdokumentation aufzeigt. Aber ein Beispiel in das Handbuch einzufügen macht
keinen Sinn, da die Hotels sonst von der Anzahl der Seiten erschlagen würden.
I: Sind Hotels in der Lage potentielle Notfälle (Schritt 13) zu erkennen?
H: Eigentlich sollten potentielle Notfälle in den Hotels dokumentiert sein, aber diese sind
meistens nicht fertig gedacht.
I: Bräuchte es eventuell eine Auswahl an potentiellen Notfällen?
H: Ja, das ist eine gute Idee. Die Branchenlösung für Arbeitssicherheit hat bereits einen
solchen Notfallplan entwickelt, und dieser könnte man übernehmen.
General questions:
I: Denken Sie dieses Handbuch ist für alle Hotels, unabhängig von der Grösse und der
Anzahl Sterne, anwendbar?
H: Theoretisch, wenn die besprochenen Punkte verbessert sind, wäre es machbar. Aber für
kleinere Betriebe ist es viel zu aufwendig. Generell kann man die Hotels überzeugen,
indem man ihnen aufzeigt, dass sie damit Geld sparen können. Kleinere Betriebe könnten
einfach Teile, wie zum Beispiel die Programme, nutzen.
H: Am Schluss des Handbuches könnte man eine Checkliste einbauen, welche alle Schritte
nochmals übersichtlich darstellt. In dieser Checkliste könnte man dann auch abhacken
was man bereits erledigt hat.
H: Das Handbuch hat definitiv Potential. Vor allem schauen auch immer mehr Kunden auf
die Nachhaltigkeit und Schweiz Tourismus setzt auch auf die Nachhaltigkeitskarte.
CLXX
Interview with Urs Kläy, Planungsberatung für Hotelbau
I: Ist das Handbuch für alle Hotels, unabhängig der Grösse und der Anzahl Sterne,
anwendbar?
K: - Es ist sehr stark Betriebs- und Standortabhängig. Zum Beispiel funktioniert die
Wasserversorgung in einem grossen Hotels anders als in einem kleinen Hotel. Auch
funktioniert es anders in einem Stadthotel als in einem Hotel auf einem Berg. Ein
anderes Beispiel ist die Aufenthaltsdauer. Ist die Aufenthaltsdauer niedrig, kann es
unterumständen zu kompliziert werden, die Bettwäsche nur auf Verlangen der Gäste zu
waschen. Hat ein Hotel jedoch im Schnitt eine Aufenthaltsdauer von 7 Tagen, kann man
die Mitarbeiter konkret darauf schulen.
- Das Besitzverhältnis spielt eine zentrale Rolle. Ein kleiner Betrieb, in welchem der
Besitzer und der Geschäftsführer dieselbe Person ist, können ökologische
Zielsetzungen wesentlich einfacher umgesetzt werden als zum Beispiel in einer
Hotelkette. In Kettenhotels müssen viel mehr Personen (z.B. Besitzer, Betreiber etc.) mit
einbezogen werden, was unweigerlich zu Meinungsverschiedenheiten führt.
- Für Kleinbetriebe macht es oft keinen Sinn, sich nach ISO 14001 zertifizieren zu lassen.
Aber diese können einzelne Teile des Handbuches nutzen. Kleine Betriebe sollten kleine
aber wesentliche Schritte machen und diese konkret vermarkten. Umweltschutz ist auch
ohne ISO 14001 im kleinen Rahmen möglich.
- In einem Neubau sind die Massnahmen völlig anders als in einem Altbau.
- Die Struktur des Betriebes in ein weiteres Problem. Sind viele Ausländer angestellt
kommt es zu sprachlichen und kulturellen Problemen. Das heisst, andere Nationen
haben zum Teil eine andere Einstellung zur Umwelt.
I: Ist die erste Umweltbewertung (Schritt 2) technisch umsetzbar? Oder wo stellen sich
Probleme?
K: Nicht alle Hotels sind mit Messgeräten, mit welchen man den Verbrauch per Abteilung
und per Monat messen kann ausgerüstet. Es ist vielerorts technisch gar nicht möglich.
I: Was fehlt bei der ersten Umweltbewertung (Schritt 2)?
K: Bei den Energiequellen sollte Fernwärme und alternative Energien hinzugefügt werden.
I: Ist die Bewertung der Relevanz (Schritt 3) sinnvoll und anwendbar?
K: Generell sind die Bewertungskriterien sinnvoll gewählt, aber es müssen Vergleichszahlen
aufgezeigt werden. Ansonsten weiss man nicht was z.B. ein hoher Verbrauch ist. Die
Menge in Zeiteinheit muss messbar sein.
I: Sind die Hotels in der Lage, die gesetzlichen und anderen Forderungen (Schritt 4) zu
erkennen?
K: Nein. Das Problem ist, dass nicht nur ökologische Gesetze relevant sind. Z.B. müssen
auch die Wasserdruckverhältnisse nach Gesetz erfolgen, wenn man z.B.
Wasserspardüsen installiert. Hier ist es, wie im Handbuch erwähnt, sinnvoll einen
Experten hinzuzuziehen.
CLXXI
I: Sind die Zielsetzungen, Einzelziele und Programme (Schritt 6) umsetzbar und sinnvoll?
Oder wo stellen sich Probleme?
K: - Z.B. beim Energiebezug oder Abfallmanagement kommt es auf die Vertragsgrundlagen
darauf an. Zum Teil werden mit Anbietern Verträge ausgehandelt, welche besagen, dass
so und so viel Energie bezogen werden muss oder so und so viel Abfall zurückgegeben
werden muss. Wenn man weniger bezieht/ zurück gibt rutscht man in eine höhere
Preiskategorie. Daher ist es wichtig, sinnvolle Verträge auszuhandeln.
- Bei der Beleuchtung muss ein Experte hinzugezogen werden, da gutes Licht
verkaufsunterstützend ist und schlechtes Licht Stolperfallen fördert. Das ist wiederum
ein Sicherheitsproblem.
- Dass man die beste verfügbare Technik nutzen sollte ist sinnvoll, aber was ist die beste
verfügbare Technik. Hier sollte man auf eine Internetseite oder Experten verweisen.
- Die Hygiene und die Sicherheit sind zentrale Themen. Ist z.B. die Wassertemperatur im
Pool zu tief, kommt das Problem der Legionellen auf. Ist die Wassertemperatur aber zu
hoch, besteht eine Verbrennungsgefahr. Hier ist der Haustechniker oftmals überfordert,
daher ist ein Experte gefragt. Man muss die Massnahmen ganzheitlich, inklusive deren
Folgen betrachten. Die SOS Formel kommt hier zum Zug. Sicherheit + Organisation +
Sauberkeit = Werterhaltung der Anlagen und Wirtschaftlichkeit.
- Grauwasser wieder verwenden ist sinnvoll, aber es muss aufgezeigt werden, wie das
Grauwasser gesammelt werden kann. Ein Verweis auf einen Experten ist sinnvoll.
I: Was würden Sie unbedingt hinzufügen/ streichen?
K: - In den Spitzenzeiten ist die Energie/ das Wasser besonders teuer. Deswegen muss ein
Leitsystem integriert werden, damit einige Geräte in Spitzenseiten automatisch für ein
paar Minuten ausschalten.
- Die Zielsetzungen müssen in Zeiteinheit messbar sein.
General questions:
K: - Die Hotelindustrie ist von starker Personalfluktuation geprägt. Das heisst, die neuen
Mitarbeiter müssen jeweils wieder neu eingearbeitet und geschult werden. So ist am
ständig mit der Schulung von Mitarbeitern beschäftigt. Ein Betrieb kann sich mittels
baulichen, technischen oder organisatorischen/ personellen Massnahmen ökologisch
verbessern. Aufgrund der hohen Personalfluktuation, sollte in einem Hotel möglichst
bauliche und technische Massnahmen ergriffen werden.
- Es sollte besser auf die verschiedenen Rahmenbedingungen wie die Personalfluktuation,
Standort, Besitzverhältnis etc. hingewiesen werden.
- Viele Dinge sind von den Hotels selber nicht zu bewältigen. Zum Beispiel kann die
Montage von Wassersparduschköpfen sich negativ auf den Wasserdruck auswirken. Es
muss immer das Ganze und die möglichen Folgen angeschaut werden und nicht nur
einzelne Teile. Dazu sind Fachpersonen wie z.B. Ingenieure notwendig. Das Handbuch
sollte öfters auf den Einbezug von solchen Experten verweisen.
- Es reicht nicht, für jede Massnahme im Schritt 6 eine verantwortliche Person zu
bestimmen. Die verantwortliche Person muss auch von jemandem kontrolliert werden.
Hier kommt die KKK Formel zum Zug: kommandieren, kontrollieren, korrigieren.
- Beim Schritt 7, sollte der Umweltbeauftragte nicht eine Stabstelle einnehmen, sondern
dem Management direkt unterstellt sein. Ausserdem sollten die externen Firmen/
Berater nicht vergessen werden. Der Stellenbeschrieb des Umweltbeauftragten sollte
CLXXII
ein Budget, seine Kompetenzen und Aufgabenbereiche enthalten. Ausserdem sollte klar
definiert sein, an wen er zu rapportieren hat und zu wie vielen Prozenten er z.B. eine
Sekretärin nutzen darf.
K: - Das Handbuch sollte um einen Schritt, der externen Zertifizierung, erweitert werden.
- Bevor das Umweltmanagementsystem ins Rollen kommt, sollte ein Budget für die
Zertifizierung festgelegt werden, inklusive dem Lohn des Umweltbeauftragten.
K: - Das Umweltmanagementsystem nach ISO 14001 sollte von einer Firma wie z.B. SQS
eingeführt werden. Auf jeden Fall aber braucht es eine kompetente Anspruchsperson im
Betrieb selbst.
Interview with Hubert Rizzi, SQS
Question regarding the constitution of the handbook:
I: Ist die Strukturierung des Handbuches in Set up, Plan, Do, Check und Act richtig
angewendet?
R: Ja, das ist aus meiner Sicht richtig verstanden.
I: Sind die 19 Schritte richtig verstanden?
R: Die Schritte folgen klar der ISO 14001 – ist somit gemäss Arbeitstitel korrekt.
I: Das Handbuch konzentriert sich auf die Umweltdimensionen Wasser, Energie, Abfälle,
Emissionen und Einkauf. Reicht dies um eine Zertifizierung zu erreichen? Wenn nein,
welche Dimensionen sollten unbedingt hinzugefügt werden?
R: - Die relevanten Emissionen werden durch eine Umwelt-Relevanzanalyse/ Input-Output
Schema/ Ökobilanz oder dergleichen ermittelt. Die Ergebnisse variieren je nach Betrieb
(z.B. mit/ ohne Wellness = Chemikalien zur Badewasserdesinfektion)
- Die Norm fordert einen systematischen Ansatz, jedoch keine Ökobilanz. Aufgrund der
gängigen Praxis haben Sie die hotelspezifischen Relevanzen identifiziert und die
Systematik ist adäquat. Für eine Zertifizierung ist das genügend - die Norm fordert ja die
ständige Verbesserung, somit können in den Folgejahren ja noch weitere
hotelspezifische Relevanzen dazu genommen werden.
I: Die Beurteilung der Relevanz der einzelnen Umweltaspekten erfolgt mittels einer Tabelle
(siehe Schritt 3: Umweltaspekte). Diese Tabelle umfasst die 3 Teilbereiche welche mit
einem Faktor bewerten werden. Am Schluss werden diese 3 Faktoren multipliziert und
stellen die Relevanz dar.
Sind die 3 Teilbereiche: Ausmass von Konsum oder Menge, Häufigkeit von anormalen
und Notfallsituationen und Schweregrad der Umweltauswirkung sinnvoll gewählt? Wenn
nein, auf was sollte geachtet werden?
R: Ja, es ist ein guter Ansatz.
CLXXIII
I: Sind die Faktorenzahlen gut gewählt? Wenn nein, welche Faktorenzahlen sollte man
wählen?
R: Diese Skalierung sieht man sehr oft in der Praxis.
I: Sind die Beispiel-Zielsetzungen (siehe Schritt 6: Zielsetzungen, Einzelziele und
Programme) ausreichen? Wenn nein, wie sollten Zielsetzungen mindestens aussehen?
R: Sie haben da gute Beispiele.
I: Ist die Idee des Inhalts der Programme (siehe Schritt 6:Zielsetzungen, Einzelziele und
Programme) richtig? Wenn nein, was sollte in ein Programm rein kommen?
R: Sie haben das so richtig interpretiert.
I: Kann
die
Dokumentation
(siehe
Schritt
10:
Dokumentation)
des
Umweltmanagementsystems nach ISO 14001 entsprechend den 19 Schritten des
Handbuches erfolgen? Wenn nein, was sollte geändert werden?
R: Ja, ist ein praktikabler Ansatz.
General questions:
I: Was ist gut an diesem Handbuch?
R: Die PDCA Struktur und der Aufbau innerhalb der Kapitel finde ich gut gelungen.
R: Bei Schritt 3 und Schritt 12 gibt es Verknüpfungen. Den Schritt 12 haben Sie etwas kurz
ausgestaltet. Unter Ablauflenkung wird gefordert, dass die umweltrelevanten Verfahren
beschrieben werden müssen. Dies kann prozessorientiert erfolgen, indem Sie bei den
einzelnen Prozessschritten dann die Vorgaben gemäss Schritt 3 referenzieren können.
R: Gemäss Norm haben Sie die Eckpfeiler integriert. Sie können in der Einleitung oder unter
Punkt 12 auf den Nutzen einer parallelen oder vorgängigen Zertifizierung nach ISO 9001 /
QQ/ QQQ hinweisen, da in diesen Vorgaben das Abbilden der betrieblichen
Abläufe/Prozesse bereits enthalten ist.
R: Ja, unbedingt.
CLXXIV
Thesis Author’s Attestation
Independent work
I herewith declare that this is my independent work written by me and using only admissible
aides and no other sources than those given. I have marked as such, all passages which
have been taken literally or analogously from another source. I am aware that if this is not the
case, the executive board of the university of applied sciences is entitled to rescind any
qualifications awarded or any title bestowed based on this work.
Relinquishment of copyright
I herewith relinquish the rights of use of this work to the HTW Chur and grant them the right
to administrate and make use of this work and, within the framework of these rights, to make
this work available to third parties.
Documentation 1
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submitted together with this work, consisting of, for example, charts and diagrams,
screenplays, scripts, films, plans, models, photographs, videos, audio recordings,
specifications for software development and software development results, and within the
framework of a cooperation, to grant rights to third parties.
Documentation 2
The HTW Chur has the right to administrate and make use of all documentation to be
submitted as part of this work, consisting of, for example, models, screenplays, scripts, films,
videos, audio recordings, photographs, charts and diagrams, specifications for software
development and development results, and, within the framework of a cooperation, to grant
rights to third parties.
Compensation
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Reassignment of relinquished rights
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reassignment of my rights.
Transfer of information
During the period of study, I am not allowed to transmit or transfer the present work or any
part of it. The director of studies may grant exceptions at the student’s request.
Archiving
I authorize the HTW Chur to archive one copy of this work including the documentation.
Place, date ___________________________ Signature ____________________________

Handbook to achieve the ISO 14001 Certification

Transcrição

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