Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Authors
Dr Sonya Graci Jaqueline Kuehnel
Sustainable business specialist, Director of Corporate social responsibility, climate
Accommodating Green change and business specialist.
Assistant Professor at the Ted Rogers School Managing Director of JK Consulting
of Hospitality and Tourism Management at Enterprises
Ryerson University, Toronto
http://green.hotelscombined.com
a
How to increase your bottom line by going green
Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Best practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
A. Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
B. Water. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
C. Waste. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
D. Green meetings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
E. Green building practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
F. Purchasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
G. Promoting the local economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
H. Employee engagement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
I. Social responsibility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
J. Conservation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
K. Customer education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
The hospitality industry future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
How to increase your bottom line by going green l
Introduction
Tourism is recognized as one of the world’s The hotel industry forms a large part of
largest industries and continues to expand at the tourism industry and if not managed
a rapid rate (UNWTO 2006). Over 922 million properly, it has the potential to be
people travelled in 2008 and it is estimated detrimental to the social and natural
international tourism will increase to environments within which it functions.
1.1 billion by 2020 (UNWTO 2008). Tourism Hotels are also resource intensive and in
is also a profitable economic endeavor, order to reduce their impact, it is imperative
making it an economically enticing industry to go “green!”
and a form of development for many
countries around the world. However, the
benefits of tourism are often accompanied
Many greening initiatives are not expensive
by many negative environmental and social
to implement and provide substantial
impacts. These include:
benefits to the business!
• revenue leakage from the community,
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Individually, hotels do not have a waste per guest per day” (Bohdanowicz
significant negative impact on the 2005:190). Approximately 30 percent of
environment. Collectively however, they waste in hotels can be diverted through
can be very wasteful and consume reuse and recycling.
huge amount of resources. It has been
estimated that seventy-five percent of Water - Tourists and residents alike require
hotels’ environmental impacts can be a clean and dependable supply of water
directly related to excessive consumption for survival including drinking, cooking and
(Bohdanowicz, 2006). This is wasteful cleansing. However, water is integral to
in terms of resources and it creates the amenities usually expected by tourists,
unnecessary operational costs. such as swimming pools, landscaped
gardens, and golf courses. Water also
The three key areas of environmental supports industries such as agriculture that
impact are energy, water, and waste. support the tourism industry (Pigram, 1995).
Thus, tourists demand more water than
Energy - Excessive energy use is extremely local residents on a per capita basis (Essex,
costly and with minor adjustments, it can Kent & Newnham, 2004). It has been
lead to massive cost savings. According to estimated by Salen (1995) that 15,000 cubic
Gössling et. al. (2005), “the average energy meters of water would typically supply
consumption per bed per night in hotels 100 rural farmers for three years and 100
might be in the order of 130 Megajoules. urban families for two years, yet only supply
Hotels generally use more energy per visitor 100 luxury hotel guests for less than two
than local residents, as they have energy months (Holden, 2000). In dryer regions,
intense facilities, such as bars, restaurants, tourists’ water consumption can amount to
and pools, and have more spacious 440 liters a day per tourist, which is almost
rooms” (Gössling et. al. 2005:6). Studies double the average amount of water used
have determined that a hotel emits an by residents in Spain (UNEP, 2008).
average 20.6 kg of carbon dioxide per night
(Gössling et al., 2005). In destinations that do not have the
required infrastructure and systems to
Waste - A study conducted by manage these impacts, severe degradation
Bohdanowicz (2005) also identified that of the environment can occur. To further
hotels are not only resource intensive and demonstrate the environmental impacts of
that waste generation is one of the most hotels, Appendix one identifies the main
visible effects on the environment. One environmental impacts from hotel services
estimate identified “that an average hotel and development.
produces in excess of one kilogram of
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How to increase your bottom line by going green l
Several studies have indicated that Other popular cost cutting measures for the
economic benefits can be gained in hotels short-, mid- and long-term include:
through implementing environmental and
• Use of compact fluorescent lights –
social initiatives; many with little or no
saves energy.
capital. In addition to cost benefits, there are
also benefits to choosing an environmentally • Reuse of linens – saves water, detergent,
sustainable strategy. These include: energy and greenhouse gases.
There are many green practices that hotels • Reduced energy and water consumption
can implement as preventative measures to costs by more than 20 percent.
save unnecessary costs. Examples of these
• Solid waste and waste water disposal
practices are:
costs by more than 15 percent.
• Pollution prevention such as waste
• Improved the quality of the environment
discharge into waterways:
in which they operate.
• Energy consumption;
• Improved staff motivation and
• Recycling; community relations (Travel Life, 2008).
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Hotels also use large amounts of energy to The Holiday Inn in North Vancouver,
keep guests cool in hot temperatures, and British Columbia has saved approximately
equally large amounts of energy to keep USD $16,000 annually and reduced 28
them warm during the winter. percent of its energy consumption through
installing an in-room energy management
In some destinations, hotels place an system. The system features occupancy
additional, sometimes unsustainable sensors that automatically monitor and
demand on local water resources and adjust individual room temperatures.
generate large quantities of food and The system was able to ensure a return
packaging waste. on investment within 14 months (Green
Lodging News 2008).
Some examples of environmental initiatives
and cost savings include: Despite the setup costs and the possible
lengthy return on investment associated
Holiday Inn on King in Toronto reports with environmental initiatives, the economic
saving Cdn $14,852 per year through the benefits usually outweigh the cost of
installation of low flow showerheads and implementation. Starting with projects
faucet aerators (Graci 2002). that are less capital intensive – such as
retrofitting light bulbs, energy metering, and
The Fairmont Royal York in Toronto training staff to be conscious of energy use
invested Cdn $25,000 in an energy – can lead to substantial cost savings.
conservation program to replace leaky
steam traps and fix leaks, which resulted Benefit: competitive advantage
in an annual savings of over Cdn $200,000 Green programs can provide a competitive
(Graci 2002). advantage to leaders as long as green
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5
How to increase your bottom line by going green l
The hotel industry worldwide is increasingly Environmental risks also have an impact on
being regulated for: the cost of capital for businesses of various
types and sizes, and may affect the value of
• Waste
a company over the long term. In addition,
• Water the investment community is increasingly
regarding excellence in environmental
• Greenhouse gas emissions
management and performance as an
• Energy use. indication of the quality and aptitude of
management in general. Some insurance
Being aware of pending rule changes will companies and lenders are beginning to
allow you to adopt measures in advance, selectively adjust their rates based on
and avoid potentially higher future costs environmental criteria stipulated by ethical
which may be associated with compliance. funds.
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Companies that integrate the environment responsibility in order to extend their brand
into their business decisions and reduce knowledge to different types of audiences,
their environmental risk and potential to gain employee retention and improved
liabilities are in a better position to secure competitive advantage (Bohdanowicz &
investment and reduce their financial and Zientara, 2008), and lastly because it is “the
reputational market exposure (Graci and right thing to do”.
Dodds, 2009).
Sixty-five percent of the top 100 companies
Benefit: ‘cause it’s the right thing in the world employ some sort of corporate
to do! social responsibility statement featured
Beyond regulation and compliance, many on their websites (Holcomb et al., 2007).
environmental and social initiatives are Several multinational companies have
voluntary. Whether driven by cost savings gained a very negative brand reputation
or a principled strategy, the hotel industry is based on their past unethical practices.
recognizing the environment, the community
and their human capital as a valuable Larger companies have been criticized as
resource to be protected. Long-term being the main culprit in releasing excess
business sustainability will depend on this. greenhouse emissions, climate change,
environmental devastation, and unfair
Many hotels have implemented social treatment of employees. Due to such
initiatives and corporate social responsibility criticisms and negative publicity, many
(CSR) into their regular day-to-day businesses have increased the focus on
practices. Corporate social responsibility corporate social responsibility.
in the hotel industry ideally exists in
human resources management, the
local community, and through promoting
and practicing environmental initiatives
(Bohdanowicz & Zientara, 2008) and is
heavily influenced by internal and external
forces. CSR has been widely expanding
throughout the hotel industry, mainly to
prove that corporate unethical behavior
is no longer a problem. Thus, hotels are
embarking on being ethical through social
initiatives by protecting and supporting
communities, their human resources,
and by implementing environmental
initiatives (Bohdanowicz & Zientara, 2008).
Many international and local hotels are
becoming involved in corporate social
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How to increase your bottom line by going green l
7. Train employees.
The environmental coordinator is crucial
to the success of the program as they
8. Benchmark your efforts.
will assume the role of program manager,
information gatherer, communicator,
motivator and ambassador to guests and
clients (Fairmont, 2002).
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How to increase your bottom line by going green l
resort has a full-time Social and Environment It is also good practice to ensure that the
coordinator to lead the property’s sustainability measurements are tracked against the
initiatives (Ernst and Young, 2008). established goals on a regular basis by
each department and there is a central
2. Setting a baseline – tracking system which consolidates all the
departmental audits data for analysis.
Departmental audits are essential to
determining where you should focus your Annual reports indicating the baseline and
efforts. To set future goals, it is imperative progress made towards achieving your
to have a clear understanding of the hotel’s goals will communicate your efforts to
current position in terms of resource use internal and external stakeholders and keep
by department. Therefore, it is essential the departments on track.
to audit how much energy and water is
consumed, as well as how much and what 3. Determining staff support
type of waste is generated. All operations Without the support of the employees, an
generate green house gases (GHG), and environmental program will rarely succeed.
as carbon emissions are increasingly It is imperative to engage and consult with
being used as a measure of efficiency, employees before starting and during the
this could be incorporated as an indicator development and implementation phase
in your audits. It can be built as part of of an environmental program. Employees
your environmental audits or conducted also have a better understanding of the
separately as a GHG inventory report done areas where savings can occur and of small
by a carbon management firm. improvements that have the potential to
make a big difference.
Measurement and benchmarking is
crucial to the success of an environmental With advice from your employees, you
program. You must to know what you use will get a better understanding of both
and produce before you can reduce it! the environmental issues within your
property and of your employee’s concerns,
Departments that need to be audited are: interest and passions. As an example, in
some areas waste management might
• Engineering
be a common concern, whereas in other
• Laundry locations, water conservation and air quality
may be an issue.
• General management
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Best practices
Several hotels around the world have lakes are shrinking and wetlands are drying
implemented creative cost saving initiatives up. Water conservation is necessary in
to reduce their impact on the environment. all areas of the world. It is estimated that
The following are best practice examples up to 50% of the water that families used
from various hotels of differing sizes, could be saved by implementing simple
ownership and location. conservation methods. The savings in
energy and sewage treatment costs would
A. Energy all add up. Several hotels have implemented
Tracking utility bills can help properties water saving initiatives.
monitor the effectiveness of their energy
conservation initiatives. By installing For example, the Willard Intercontinental in
energy-efficient technologies such as Washington D.C. has implemented water-free
appliances, lighting and heating/cooling urinals resulting in savings of 95,000 gallons of
systems, hotels can produce cost savings water in 2005 (Willard InterContinental Hotel
on their monthly utilities bills. Washington D.C., 2009). Environmentally
friendly solutions are also used in the laundry
For example, the Fairmont Dallas has which results in saving tons of chemicals from
installed tinted windows and digital entering the water system.
thermostats in their guest rooms to reduce
the consumption of energy resulting in The Fairmont Royal York in Toronto saves
$50,000 savings in electricity costs annually 476,000 liters of water per day by having
(Fairmont, 2008). an installed water softener that reduces
water use for laundry. Previously, the ice
The Otani in Japan installed a new air machines and freezer units at the Fairmont
conditioning and kitchen system, through Palliser in Calgary, Alberta would discharge
which it achieved a 14% savings in energy the water used to cool the compressors.
and a 30% carbon emissions reduction. This water is now redirected, reducing the
(Ernst and Young, 2008). hotels water consumption by 30 percent.
The heat energy from these units is also
The Willard Intercontinental located in reclaimed to heat the domestic hot water
Washington D.C. is now running on 100% and pool water (Graci and Dodds, 2009).
wind energy power resulting in a 12%
decline in energy consumption over the The Otani in Japan constructed a water
past five years (Willard InterContinental recycling plant, which produces 1,000 tons
Hotel Washington D.C., 2009). The hotel of recycled water daily from kitchen sewage
also offers hybrid cars to their guests. to be utilized in gardens or staff lavatories
(Ernst and Young, 2008).
B. Water
Around the globe, water tables are falling, The first eco-friendly resort, the Maho Bay
underground aquifers are being depleted, Camp in St. John was opened in 1976
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Best practices
and utilizes low flush composting toilets, is a better alternative to dumping food
spring action faucets and showers, rain waste, as composted waste can be used as
water catchments and solar heated water organic fertilizers (Alexander 2002).
to conserve natural resources and minimize
the footprint that the hotel and visitors leave The Willard Intercontinental in Washington
on the island (Ernst and Young, 2008). D.C. has recycled a total of 191 tons in
2008. Landfill wastes (non-recyclables) have
C. Waste decreased from 1029 tons in 2005, to 635
The hotel industry can reduce the amount of tons in 2008, which is a 38% reduction.
waste produced by implementing and following In 2005, they were able to compost one
a waste management system that is modeled ton. By 2008, the composting increased
around the concepts of reduce, reuse and to 37 tons with a 33% increase over 2007
recycle (Greenhotelier, 2004). Approximately 54 (Willard InterContinental Hotel Washington
percent of a hotel’s solid waste can either be D.C., 2009). These practices have been
recycled or reused (Alexander 2002). A study very successful for the hotel and have been
by Bohdanowicz (2005) identified that “a large justified by their future cost reductions and
proportion (50-60 percent) of the waste increasing occupancy rates. The hotel in
materials in an accommodation facility can return has received numerous rewards such
be recycled or reused”. as the Mayor’s Environmental Award in
2009 and Business of the Year 2009 award
For example, it has been discovered that for such efforts (Willard InterContinental
the average quantity of unsorted waste Hotel Washington D.C., 2009).
materials for Radisson SAS hotels was
reported as 3.1 kilograms per guest night in Waste can also be used creatively in
2002. On the other hand, Scandic Hotels, the building process, given to the local
which has an extensive waste management community for use in their buildings, or
program, reported an average of 0.515 used as an attraction such as at the Maho
kilograms of unsorted waste per guest per Bay Camp in St. John which has a Trash
night” (Bohdanowicz 2005:190). to Treasures Art Center that recycles the
resort’s waste materials into craft items
The Westin San Francisco Airport Hotel (Ernst and Young, 2008).
introduced a recycling program that
promotes the recycling of 22 tons of D. Green meetings
materials and a savings of $6000 annually As more and more corporations are including
(Alexander 2002). a commitment to the environment as part
of their mission statement, the demand for
Forty six percent of a hotel’s solid waste conference facilities that also reflect this
is food waste (Alexander, 2002). Since all commitment is growing. In many cases, the
food waste can be composted, hotels are mandate given to the meeting planner is to
increasingly recognizing that composting plan and promote a conference that uses
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Best practices
suppliers who have an environmental policy, waste and environmentally friendly cement
and whose products and services offer the called “Portland Pozzolana Cement” and
best environmental specification or the least “autoclaved aerated concrete” to deplete
harmful environmental option. the topsoil and provide thermal insulation,
which both use a large percentage of fly
Several hotels are now offering meeting and ash (Jones, 2002). In terms of architecture,
conference options that focus on greening The Orchid Hotel has positioned some of
all aspects of the conference; from zero their rooms to avoid facing external cements
waste and carbon offsetting options, to to prevent heat load, constructed ceilings
greening services such as compostable to invite natural light into the building, in
and recyclable products. The latter include addition to a rooftop swimming pool to
things like stationary; disposal free food and protect the building from heat. The hotel has
beverage service using reusable products also taken into consideration energy-savings
such as china and linen napkins, focusing and reducing their air pollution by installing
on eco-tours of the hotel and surrounding a compact fluorescent light systems to
areas, and locally sourced, organic cuisine. reduce energy, wireless key card readers to
turn off unnecessary lighting and CFC-free
There are a number of options to ensure (chlorofluorocarbons) refrigerators. The hotel
that meetings are green and the Fairmont has also installed a modified tank to their air
Eco-Meet program was one of the first conditioners in order to store energy during
and the most successful green meetings off-peak hours and reduce overall use of
program for a hotel chain. Other hotels that energy, as well as installed scrubbers in their
hold corporate conferences and events are chimneys to reduce the fumes released in the
also focusing on greening their meetings as air. With the hotel being situated in a large
this is increasingly being required from their city, it is an exceptional example of how a
corporate clients (Fairmont, 2002). city hotel can successfully go green using the
‘reduce, reuse, recycle’ method (Jones, 2002).
E. Green building practices
Green building practices are increasingly Six Senses Hotels and Resorts use
being used in new and retrofitted materials from renewable sources, such
developments, mainly for energy and water as wood, adobe, mud and thatch. One
efficiency and to reduce hazardous waste. prominent example of green construction
is the Six Senses Hua Hin Spa, Thailand,
For example, the Orchid Hotel located in which is made of clay-like mud, straw and
Mumbai, India, is a prime example of a rice husks. They are also launching a new
“green” hotel that attracts up-scale clientele brand that will be carbon positive and
and provides state-of-the-art technology LEED Gold Standard certified. It also plans
and luxury in an “environmental friendly of making its company’s flagship resort,
context” (Jones, 2002). The hotel is made Soneva Fushi, a zero-carbon emitting resort
of re-usable wall panels made from fertilizer by 2010 (Ernst and Young, 2008).
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Best practices
It is also important to design the hotel with In Indonesia, the independently owned
the community and its culture in mind. The Damai Lovina Villas in Bali, has effectively
Al Maha Desert Resort and Spa pioneered reduced cost by decreasing waste and
environmentally friendly lodging in the energy usage. The resort partners with
Middle East. The resort is located within the a local research center that provides the
225 square kilometers of the Dubai Desert resort with environmentally safe agricultural
Conservation Reserve and was awarded by and household products. The resort’s
National Geographic as one of the world’s restaurant sources 80% of its ingredients
best ecotourism models. It was constructed from its own organic garden and local
to represent a traditional Bedouin camp and farms. By practicing sustainable farming,
embraces the indigenous culture, wildlife, such as using permaculture to reduce water
desert habitat and environment of the consumption and increasing crop health,
region (Ernst and Young, 2008). and composting in lieu of using chemical
fertilizers, the farm was able to reduce crop
Even using only environmentally sensitive production costs by 90% and increase crop
paints and building materials will production by 20% (Ernst and Young, 2008).
significantly reduce the impact on the
environment. Initiatives such as green roofs Buying locally is crucial in enabling local
and using natural materials also significantly communities to benefit from tourism, so it
reduce building and energy costs. is important to use local suppliers, where
possible for commodities such as for food,
F. Purchasing furniture, uniforms etc. Buying from local
Hotels have the ability to buy in bulk and suppliers helps enable the money spent to
to influence the supplier to provide less stay within the area. Local industries also
packaging and use more environmentally often use traditional techniques and methods,
friendly materials. which are unique to the area. Tourism support
for these local industries helps these cultures
Many countries such as Austria and and traditions to be protected and passed on
Finland require suppliers to take back to future generations.
and reuse or recycle their packaging
waste. A hotel can help reduce hazardous The Holiday Inn in Sanya, China, uses local
waste generation by making an effort to bakers and launderers in order to increase
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Best practices
the benefit to the community and reduce the have well-defined legislation; however, there
impact on the environment (Graci, 2009). are many hotels in countries around the world
that do not pay staff even a minimum wage.
G. Promoting the local economy
Hotels should actively support initiatives It is also important that local residents
for community development in their area. are employed in both operational and
They are in an ideal position to be able managerial roles and given access to
to consult with the local community and training as necessary. Child labor laws must
identify their needs and concerns and then also be followed.
work with them to enable them to benefit
from tourism. There are many means to Motivated staff members tend to deliver
do this such as through education, health, improved guest services and good working
sanitation, employment, supporting local practices help to recruit and retain high
charities, purchasing from local suppliers, quality people. Appropriate and thorough
working with communities and offering new education and training of staff is essential for
opportunities for local small entrepreneurs. improving a company’s overall sustainability
performance. Staff members need to be
H. Employee engagement trained on both skills related to their role
As discussed, employee involvement as well as being taught how they can help
is necessary for the success of the improve the sustainability of the destination
environmental program. Employee and the business. For example, if staff
engagement through educational encourage clients to use local services such
opportunities, site visits, competitions, as local guides and restaurants, the economic
newsletters, and other means, encourages benefits generated from tourism will be
staff to become involved in a hotel’s spread throughout the local community and
environmental program. clients will get to experience the local culture.
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Best practices
The Sofitel Hotel, one of the brands of the Six Senses also contributes 0.5% of its
Accor group, located in Cambodia gives revenues to its Social and Environmental
aid in local farming by providing agricultural Responsibility Fund of which 60% is spent
training. The hotel brand has also raised locally by the company for sustainability
awareness of the implications of the child sex projects (Ernst and Young, 2008).
trade by having campaigns aimed at both
their guests and employees (Accor, 2010). J. Conservation
As many tourists travel to experience the
Fairmont Hotels and Resorts are equally natural habitats within which the hotel
involved in providing social initiatives operates, it is imperative that hotels focus on
as well as environmental initiatives. The conserving the resources that sustain them. By
company has projects in local community the year 2025, the Earth could lose as many
areas in which their hotels and resorts are as one-fifth of all species known to exist
located, relating to education, poverty, and today. Several hotels have been doing their
donating to charities (Fairmont, 2008). part to conserve the natural environment and
protect species.
The Banyan Tree Hotels and Resorts based
in Singapore, considers corporate social The El Nido Resort in Palawan, Philippines,
responsibility a core part of its business. actively protects Palawan’s giant clam gardens
The company has developed environmental and supports the reintroduction of endangered
programs in the Maldives and Seychelles cockatoos (Ernst and Young, 2008).
for marine conservation, in Phuket for
gibbon rehabilitation, and in Bangkok for Loreto Bay, in Baja California, is a
elephant protection. The company also sustainable community emphasizing green
created community outreach programs, building practices, community initiatives
such as programs for dengue eradication and a dedicated nature preserve that covers
on the Bintan Island in Indonesia. In over 4,800 acres (Ernst and Young, 2008).
addition, the company supports indigenous
artistry through Banyan Tree Gallery, its The Morgan’s Rock Hacienda and Ecolodge
retail arm that markets local arts and crafts in Nicaragua, is part of a 2,500 acre tree
at Banyan Tree hotels. To continuously farming and restoration project and is
improve the company’s performance it surrounded by 2,000 acres of private nature
publishes an annual sustainability report reserve. (Ernst and Young, 2008).
(Ernst and Young, 2008)
Fiji’s Turtle Island Resort has helped to
The Six Senses Resort based in Thailand restore the island’s ecological diversity
has implemented the company’s Dragonfly by planting 500,000 native trees and
Habitat Project, which was suggested by an maintaining a four-acre organic farm,
employee to use a traditional approach to which provides the island with fruits and
deal with controlling mosquito populations. vegetables (Ernst and Young, 2008).
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How to increase your bottom line by going green l
Best practices
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How to increase your bottom line by going green l
Organic waste
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How to increase your bottom line by going green l
Organic waste
Generation of odors
(Graci, 2009)
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How to increase your bottom line by going green l
• Set sound environmental and social objectives and targets, and integrate a process of
review and reporting.
• Create environmental awareness among out employees, customers, suppliers and the
community.
Add in specific goals for waste, water, energy, conservation, community involvement,
purchasing.
Online audit
Click here to create your own sustainability and environmental policy statement, to share
with your guests and employees.
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How to increase your bottom line by going green l
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How to increase your bottom line by going green l
Have short term wins been identified e.g. leaks from cisterns,
taps and pipes blocked, reducing wasting, sensors and low
flow devices fitted?
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How to increase your bottom line by going green l
Are waste bins provided for guests around the hotel or resort?
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How to increase your bottom line by going green l
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How to increase your bottom line by going green l
Are events such as beach clean ups etc. organized for staff
and communities to get involved with?
Are guests given information and tips for water saving e.g.
turning off taps when brushing teeth etc.
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How to increase your bottom line by going green l
References
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