This document presents an Environmental Management Plan (EMP) for Moor Hall Hotel & Spa to reduce their environmental impacts. The plan includes a baseline review of the hotel's current environmental performance and impacts in areas like water usage, energy consumption, waste generation, and supply chain impacts. It then outlines specific, measurable targets and actions over timelines ranging from 1 to 24 months to address each impact area. A communication plan is also included to inform staff, guests, suppliers and the local community about the EMP. Finally, critical success factors, risks and mitigation measures are assessed to support successful implementation of the plan.

1. Mireia Munoz 2016
Environmental
Management Plan

2. 2
Table of Contents
1. Introduction............................................................................................................................... 3
2. Baseline Review......................................................................................................................... 4
3. Action Plan ................................................................................................................................ 7
4. Communication plan............................................................................................................... 12
5. Critical successful factors and risk........................................................................................... 14
6. Conclusion............................................................................................................................... 16
7. Bibliography ............................................................................................................................ 16
8. Appendix ................................................................................................................................. 22

3. 3
1. Introduction
Environmental management systems (EMS) are beneficial for business
competitiveness and performance (Pereira-Moliner et al., 2015), as recent studies
shown that environmental proactive hotels achieve above average business
performance (Pereira-Moliner et al., 2015). Furthermore, customers will be willing to
pay a higher price if they are convinced that they will be staying at an environmental
responsible business (Razović, 2013). Hence, the importance for hotels of having EMS
and an effective CSR (Corporate Social Responsibility) (de Grosbois, 2012) in order to
engage with investors, governments, and customers and as a result increase their
revenues (de Grosbois, 2012).
This report presents Moor Hall Hotel & Spa (MH) with an EMP (Environmental
Management Plan) for the hotel rooms, which includes a business description, baseline
review, environmental targets and actions followed by a timeline for implementation, a
communication strategy to their stakeholders and a risk associated. Following the
Environmental Management for Hotels guidelines (Baker, 2008), this EMP will firstly
be reviewed by MH´s management as available resources will need to be considered,
consequently will be consulted with their main stakeholders prior implementation,
Table 1- Business Description
Business size Medium- Family owned
Type of business 4* Accommodation, Restaurant, Spa
Location Sutton Coldfield (Birmingham)
Occupancy 73% (Birmingham 2015 average), (bqlive, 2015).
Facilities 83 rooms, 2 restaurants, 6 meeting rooms, gardens and grounds,
leisure centre with indoor pool and spa.

4. 4
Management
structure
Staff
ratios/Customers
0.61
EMP and awards  Environmental Management Policy Yes (appendix 1)
 EMP No
 2011 as the winner of the Green Restaurant Award for
Waste Management from Birmingham City Council.
Is there a Team in
charge of
sustainability issues
 Yes, “The green team” (Moor Hall Hotel & Spa, 2016.)
2. Baseline Review
The Moor Hall Hotel focuses in delivering high level of quality service and contributing
to a long term sustainability of their local community through a strong CSR policy and
environmental commitment. The hotel aims to achieve the Green Tourism Business
Standard (Green Business, 2016).
According to Geerts (2014), companies should define their CSR and environmental
strategies aligned with their commitments and resources, as an EMP should be
achievable. Taking in consideration budget and available resources, and following
industry guidelines from ITP (2008), the below areas of impacts have been prioritised:
water, energy, waste, supply chain, Biodiversity.

5. 5
Impacts and possible causes
Impacts Details Possible causes
Water
Water pollution Use of toiletries in the
rooms, ad of cleaning
chemicals in the laundry
and by housekeeping
department.
- Hotel does not use eco friendly
chemicals for laundry and
cleaning (Leonidou et al.,
2015).
- Lack of ecofriendly toiletries in
the guest rooms (Chen, 2015).
Water
consumption
High amount of water
consumption.
- Lack of communication to
guests about water saving
initiatives (Terrier, et al. 2015).
- Plumbing systems being old
and with possible leakage.
- Housekeeping uses high
amounts of water on their
duties (appendix 2).
Energy
General Energy
Consumption
High amounts of energy
consumption
- Housekeeping, laundry
services require high levels of
energy to operate (Pieri et al.,
2015).
- To focus on customer’s
satisfaction and quality service
the hotel will keep the hotel
warm and lights on 24h.
- Appliances are not energy
efficient (Carbon Trust, 2016).
Solid Waste
Solid waste High amounts of solid
waste generation in the
- Hotel is not providing recycling
options in the rooms or guest

6. 6
rooms. areas.
- Room toiletries increase the
general amount of waste.
- Kitchen doesn’t control organic
waste or unused product waste
(Sandaruwani, et al. 2016)
- Guest leaving shopping
packages behind during their
stay.
Supply Chain
Environmental
Impact of the
supply chain
Lack of sustainable
supply chain policy.
- Hotel buys individual package
products (Bhatia, 2006).
- Not taking into consideration
eco-friendly products (George
Karavasilis et al., 2015).
- New furniture and appliances
are not environmentally friendly
(IH&RA, 2008)
Biodiversity
Impact in the
Biodiversity
The extension of the
gardens and the access
to the hotel building have
an impact in biodiversity
(Habibullamh et al.,
2016)
- The creation of pavement
access to the land and parking
has altered the natural soil and
creates air pollution from the
transportation used (IH&RA,
2008)
- The noise pollution from the
visitors might affect the local
fauna (Rinkesh, 2013).
- The risk of customers walking
around off track might have an
erosion of the ground (Roberts
et al, 2001).

7. 7
3. Action Plan
After reviewing the impacts and possible causes, we are presenting to the MH management with the following action plan. In order to create a
EMP that is successful, MH should ensure that their staff members are supportive it (ITP, 2008). We are including in this plan environmental
objectives and targets, based on SMART principles (specific, measurable, agreed, realistic, time bound) (Font et al, 2015), a justification for
those, followed by an action, the responsible department agreed previously by management as well as human, economic resources, and
timeline to put this plan in place.
The proposed action plan will help MH management after implementation, to monitor results and creating reporting models (Orboi et al, 2015).
Environmental
objectives
Environmental
targets
Justification Action
Responsible
department
Staff time Cost Implementation
timeline (*)
Reduce water
pollution
- Reduce the
usage of
chemicals in the
hotel operations.
The reasonable
consumption of active
chemical ingredients
is advised to be at
<10 g per guest-night
(Styles et al., 2015)
- Increasing to 80% the usage of
products, awarded with ISO Type
I eco-label.
- Reduction of chemicals usage
in the laundry, implementing eco-
friendly laundry products.
- Provide training on efficient
usage of new cleaning products
Housekeeping
Manager
12m
6m

8. 8
to housekeeping staff. 1m
Reduce water
consumption
- Reduce the
general water
consumption from
a current 140
L/g£ to 127 L/g£.
Achievable Water
savings through
implementation of
best practice are
estimated to be at
least 127 L/ g£n for
fully serviced hotels
(Styles et al., 2015)
- Low flow system installation in
bathrooms and hotel kitchen.
- Reduction in laundry by reuse
of towels and bedclothes by
30%.
- Create Informative leaflets and
signs for guest rooms about the
importance of using water wisely,
linking this information to the
existent fresh water resources in
the surrounding areas.
- Set up targets at every
department to reward staff
collaboration.
Maintenance
Manager
Housekeeping
manager
Front of House
Manager
Directors
12m
3m
3m
6m
Reduce energy
consumption
- Reduce
consumption from
current <390
Kwh/m2 to <345
Kwh/m2.
The satisfactory levels
stated by ITP
(appendix 2, figure 2)
are marked as <345
Kwh/m2
- Create a process for monitoring
consumption monthly.
- Change all appliances to LED
energy saving bulbs.
- Technical maintenance of
electric appliances to ensure
efficient working conditions.
Maintenance
Manager
3m
18m
12m

9. 9
- Yearly revision of electric
systems to identify efficiency
issues.
- Install plug-in timers in guest
rooms to allow heat/cooling
system to switch off when not in
use.
- Fit thermostat system in the non
guest rooms to maintain the hotel
temperature 24h.
- Installation of sub-meters to set
targets of energy performance by
departments.
12m
18m
24m
24m
Decrease solid
waste
Reduce current
solid waste levels
from <2.3 to
<1kg/guest night
that is the
average hotel
levels (Green
Hotelier,2009).
Implementation of
solid waste policy can
reduce hotel waste
disposal cost by 60%
(Radwan et al., 2012)
- Creation a No waste policy
including: a register for
monitoring for each department,
training session, and an end of
the year performance
communication to all the staff
members.
- Sourcing recycle bins for the
guest areas and hotel
departments with graphic
messages on how to use them.
- Organic waste to be turn into
Maintenance
Manager
Front of House
Manager
Food and
Beverage
3m
6m
6m

10. 10
compost for gardening.
- Source eco-friendly toiletries for
guest rooms.
- Replace toilet tissues only when
disposals are almost empty.
- Furniture or appliances to be
changed but in working
conditions to be sold to staff
members or given to charity.
- Offering free Wi-Fi access to
guest, to reduce paper use of
daily newspapers.
Manager
Front of House
Manager
Housekeeping
manager
Finance
Manager
Front of House
Manager
12m
1m
12m
1m
Diversification
on supply chain
Improve supply
chain footprint
The purchasing
department doesn’t
take into
consideration
sustainability best
practices when
contracting or
outsourcing products
-Create a sustainable supply
chain policy (SPC), add it to
purchasing T&Cs and train staff
-Distribute the new SPC with
current suppliers and contractors
-Purchase in bulk to replace
current individual products (i.e.
toiletries)
-Increase to <+80% the eco-
Housekeeping
Manager
Assistant
Manager
Finance
Manager
Finance
6m
6-8m
12-18m

11. 11
friendly products and furniture Manager 24m
Reduce
biodiversity
impact
Reduce
biodiversity
impact from the
exterior areas of
the hotel
The garden and
external garden areas
can impact on soil
erosion, noise and air
pollution.
-Carry out an impact assessment
of the exterior areas to obtain
details of current impact.
-Plant endemic plants in the
garden
-Create communications for
guests in the exterior path to
make them aware of erosion in
the soil
-Study discount options for
guests coming to the hotel by
public transport
-Encourage staff to share
transportation
-Collaborate with a local
environmental conservation NGO
Maintenance
Manager
Front of House
Manager
Food and
Beverage
Manager
Housekeeping
manager
Finance
Manager
3m
9-12m
12-18m
6-9m
1-3m
3-6m
(* Considering the EMP (document) will be ready by January 2016. Timeline implementation is set from 1 to 24 months)

12. 12
4. Communication plan
Molina (2015), consider that for an EMP to be successful the communication,
transparency and training is crucial. Also, according to Bennett (2016), stakeholders
claimed EMP to be a legal requirement to ensure the communication between
stakeholders during the EMP implementation. Consequently the importance for a
correct internal communication with the hotel staff members about the plan,
implementation and review, as well as an effective communications strategy to
guarantee the information between all the stakeholders.
Figure 4.1- MH´s stakeholders
4.1. Communication Strategy
Stakeholder Message Method Timeline Responsible
Staff - Internal company
EMP launch
- Actions and
implementations in
staff and working
areas.
- Formal meeting with presentation. Each
employee will have the relevant points
concerning and fitting into the EMP for their
job description. A copy to be available for the
staff.
- Internal communication email
- monthly updates and year EMP
Jan 16
On going
Senior
management
Department
manager
Communicatio
Moor
Hall
Hotel
Directors
(owners)
Managers
Employees
CustomersSuppliers
Community
Local
organizations

13. 13
performance meeting n manager
Managers - Introduction to the
plan, budget,
targets,
communication
strategy.
- Formal meeting introductory
- monthly meeting and every 3 months review
of targets
- Creation for a feedback system to allow
employees and clients give feedback.
Jan 16
Ongoing
Directors
Department
managers
Guest -Environmental
Management Policy
and company
commitment
available in website
- Environmental
actions in guest
areas
- Update of the Environmental section of the
website with actions to achieve the company
commitments. Key to help in changing
customer behaviours towards the
environment (Sung-Bum Kim et al, 2013).
- Leaflets in hotel receptions, Posters in
public areas and messages in guest rooms.
Jan 16
Mar 16
Communicatio
n manager
Front of house
manager
Suppliers -Communication of
EMP implementation
to suppliers.
- Requirements and
T&C´s to existent
suppliers
- Email communication.
- Email or postal service
Feb 16
Mar 16
Finance
manager/
department
managers
Local
community,
authorities
and
environment
al
associations
- Communication
with local authorities,
associations and
community.
- Email communication EMP.
- Yearly review updates
Mar 16
Ongoing
Communicatio
n manager

14. 14
5. Critical successful factors and risk assessment
After developing and implementing an EMP, there are some factors that are crucial for
an EMP to succeed and allow and improved customer satisfaction and differentiation
from competitors (Molina-Azorín et al., 2015).
Henderson (2007) identifies the following factors:
- Total commitment towards the implementation of the EMP from all the
stakeholders.
- Creation of an environmental culture.
- Better procedures, training and corrective actions: A budget and resources will
need to be allocated, hence the importance to analyze internal structures in
place.
After understanding the successful factors, to implement an EMP is relevant to assess
possible risks, their likelihood and impact, and follow a control approach to minimize or
mitigate them (Amaonwu, 2015)
Risk Likehood Impact level Control measure
Lack of staff
commitment
2 3 - Staff
consultation in
decision making.
- Engagement
through feedback
system
- Constant
training
- Share results
and updates on
EMP
implementation
process
Customers not
engaging with
new hotel
procedures
2 2 - Review
communication
strategy in house
and online.
- Use social
media channels
to present new
procedures and
train on the
consequences for

15. 15
the environment.
Lack of skills to
meet targets and
objectives
2 2 - Informative
sessions, staff
management and
training
implementation to
support staff.
Lack of
compliance
knowledge
1 1 - Ongoing review
of policies and
adhering to
informative
compliance
services.
Lack of green
supply chain
1 2 - Review
standards and
seek alternatives
with reduced
impacts.
-Contact or
adhere to a green
certification to
seek advice of
services for green
hotels.
Not enough
budget
3 3 - Review of EMP
plan and
allocated budgets
to re-assess
priorities.
Impact rating:
1- Low- not affecting targets
2- Moderate- slightly affects
3- High- Affects targets
Likehood rating
1- Low- Not likely
2- Medium- Likely to happen
3- High- Risk

16. 16
6. Conclusion
Moor Hall hotel & Spa is in the right path to implement an EMP. They are already
showing their environmental commitment through their policy and internal Corporate
Social Responsibility. The hotel owners understand the importance to their business of
having an EMP in place; however they will not be able to fully understand the barriers
and drivers toward their targets until they start implementing this plan.
Because of the location of the MH, the hotel have to commit to an environmental
protection and must work close with their stakeholders and with an open and innovative
approach, because of the limited budget and resources they currently have in place.
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8. Appendix
Appendix 1
Environmental Policy- Moor Hall Hotel
At Moor Hall Hotel & Spa we recognise the potential effect of our operations on the
local, regional and global environment. As part of our objective to be the first choice
hotel in the area, we are committed to minimising and controlling our impact on the
environment through a series of continuous improvements.
We will strive to improve our environmental performance and to prevent pollution by
achieving the standards set by the Green Tourism Business Scheme - www.green-
business.co.uk.
We are committed to meeting the requirements of all relevant legislation and
regulations and, where no legislation exists, we will set our own minimum standards.
Our commitment:
 We will encourage and support our ‘Green Team’ to identify ways to reduce our
carbon footprint and to implement eco-friendly policies.
 We will source food locally as much as possible.
 We will work with our suppliers to reduce transport and packaging.
 Our energy, water and paper use will be monitored and controlled to reduce
consumption at every opportunity.
 We will use alternative energy sources, such as solar power, where possible.
 We will continue to operate an eco-friendly transport policy, utilising electric
company vehicles and sharing journeys where appropriate.

20. 20
Appendix 2
Figure 1. Annual Water Consumption in Hotels
Source: Green Hotelier, 2008
Figure 2. Benchmark values for electricity and other energy consumption in luxury fully-
serviced hotels.
Source: Green Hotelier, 2008

21. 21
Source: Green Hotelier, 2008