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Transcript of The CORAL BAY Hotel* Case Study - ITCILO E-Campus · PDF fileCase Study Location of the Coral...
The CORAL BAY Hotel*
Case Study
Location of the Coral Bay on Phuket Island
The hotel is set in the heart of the busy district, near the beach.
The Coral Bay comprised 91 rooms, and had 92 full time staff.
Before Greener Business Asia
The Coral Bay hotel had started an environmental programme, which included initiatives in
the area of waste management (such as the sale of cooking oil, reduction of waste from
guest amenities packaging and others), and the organisation of green activities, such as
beach cleaning days and butterfly release. The hotels sensitivity to environmental and
efficient issues was also clear in the choice of energy saving equipment for lighting in
selected areas).
* Fictional name
What was required was a more comprehensive and systematic program that could enable
the mainstreaming of good environmental practices into the overall hotel operations and
management and in the daily routines of staff , enhance further staff participation and
workplace cooperation, and help the Coral Bay to target other areas of workplace
improvement beyond environmental issues.
The participation in the GBA training and advisory support program
When asking what the owners expectations for joining GBA were, Khun Nid answered: Its
is our practice to have CSR (Corporate Social Responsibility) and business running in parallel.
But we wanted to have CSR integrated to business solutions. We wanted to
be a new generation hotel working on environmental and social issues and
protect our earth
Khun N. Owner and Director of Sales of the Coral Bay
In October 2011, the CORAL BAY became one of the participants in the pilot program of
Greener Business Asia, organized by the ILO in collaboration with the Faculty of Hospitality
and Tourism of the Prince of Songkla University. The Coral Bay had members of both
management and staff join the GBA Core Training and Elective Sessions.
The training aimed at equipping hotel teams with tools and knowledge to staff and
management to improve their hotels resource efficiency and environmental impact,
workplace conditions and relations and overall competitiveness through a model of worker-
employer cooperation.
- The core training covered joint problem solving tools and techniques (including fishbone diagram and mapping); core concepts on environmental management (including behavioural changes and good housekeeping for energy and water conservation, the basics on waste management); workplace relations and worker management cooperation (including workers and employers rights and responsibilities, key principles of workplace cooperation); occupational health and safety and the 5S.
- Elective sessions provided more in-depth coverage of energy efficiency, water management, waste management and green procurement, Occupational Health and Safety level 2, HR for service excellence.
A first outcome of the training was the establishment of the core of a joint team that would
include members of staff and management. The team would be in charge of leading the
improvement process.
A second outcome of the training was the development of an initial Green Improvement
Plan by the core team, which set out key priority areas of action.
Following the core training, the hotel teams implemented improvements and received in-
house support and coaching by thematic experts, who provided advice and helped
monitoring progress.
Key areas of focus identified by the CORAL BAY included waste management, occupational
health and safety, energy efficiency, HR and service quality.
After GBA
Workplace cooperation
At the CORAL BAY, a large staff-management team with representation from across hotel
functions and departments was set up and took charge of driving the change process.
GREEN HEART
There are 22 members in the Green Heart team
The Green Heart Team during the GBA final presentation day, Phuket, June 30th, 2012.
Formal Green Heart meetings are usually held every month. In addition, since participation
in GBA, environmental issues has been well integrated into the Standard Operating
Procedures (SOPs) of the hotel on a daily basis, and certain aspects of the program are also
discussed in the morning briefing or orally within each department.
The establishment and operation of the teams is one of the key mechanisms of workplace
cooperation. It creates a space where staff and management can discuss issues, voice
concerns, and take joint, collaborative actions. The key areas of focus are related to resource
efficiency and productivity, occupational health and safety and waste management, but the
principles and values of open communication, respect and cooperation are relevant to any
workplace issue.
Efforts to facilitate more active and wider participation from staff across the organization are
also supported by campaigns on environmental challenges, revival of suggestion and award
schemes, more systematic and exhaustive communication with staff through multiple
channels (see section below).
The chain of communication is good. The atmosphere is relaxed
and everybody can speak their mind if they have a good idea,
says Khun Suparat Jamsong, Assistant Chief Accountant.
Khun Suparat Jamsong, The Coral Bay, June 2012
Waste Management and Green Procurement
Waste was recognized by many of the hotels participating in the pilot Greener Business Asia
program as one of their key problems, a burden they had to dispose of, unable to identify
any real opportunity related to it.
Before joining GBA, the Coral Bay had a basic waste management system, mainly selling
cooking oil and all other unsorted waste to a single collector. Separate bins were available in
some places, but the segregation was typically not implemented in practice and integrated
the daily routines.
Waste management has been a central point of attention of the Coral Bay in the GBA
program. The team started by setting up a waste committee, with assigned responsibilities,
and it provided waste management training adapted to each department specificities. The
House Keeping department and Kitchen did develop training on waste management based
on the template given by GBA, which were subsequently delivered by Head of Departments
(HoDs) to their teams, using pictures of type of waste to segregate.
Training on waste management, January 2012.
With the help of the knowledge the Green Heart team members gained in the course of the
GBA training on waste, particularly the concept of the 3R (Reduce, Reuse, Recycle), and the
tips on setting up a waste management system, they looked at various problems, trying to
identify main causes and devising solutions to address them. Brainstorming and joint
problem solving served to generate useful ideas to address waste management issues and
set up a better system. Some of the actions taken and achievements are described below.
REDUCE
* Recognizing that a large amount of
waste generated at the Coral Bay was
coming from disposable packaging, a
person from the procurement
department joined the waste
management team to incorporate
environmental criteria at the
purchasing level and communicate to
suppliers the hotels new
environmental stance. Fruits and
vegetables that were wrapped in
individual plastic packaging are now
delivered in crates which are taken
back and reused once the produces are
stored, and some products like sea food
are now purchased in bulks to reduce
plastic waste.
Crates used for food and vegetable delivery
* Instead of disposable plastic bags, the Coral Bay designed reusable laundry bags made
of fabric which reduces the amount of plastic waste.
* Before GBA, the Coral Bay only had approximate figures on the amount of food that
ended up in the bin each day. One of first steps the waste management team took was to
keep precise records on food waste. Subsequently, many actions have been implemented at
the F&B and Kitchen level.
* A Love Food Hate Waste campaign has been set up at the staff canteen, to raise
awareness about the importance of saving food and invite staff to only take food portions
they could finish.
* The Coral Bay put in place a food audit, to identify the type of food that was
wasted, and in what quantity. Based on criteria such as the nationality of guests staying at
the hotel and their food patterns (for instance little pork available when Middle-Eastern
represent a large share of the guests), the Coral Bay managed to reduce its food waste
significantly, and down the line to save money at the procurement level.
* In addition, the waste management team identified that a large amount of salad
ended up in the bin after each service. They decided to assign two employees to serve salad
to guests, instead of the original self-service system, and reduced dramatically the mount of
salad that was thrown away.
RESULT: daily food waste went down by 42% since joining GBA, from 300kg to 175kg per
day!
REUSE
The Coral Bay Waste Management Team identified ways to reuse some items that originally
went d