Integrated Waste Management

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Case Study : Integrated Waste Management (IWM) in Hospitality Business
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Case Study : Integrated Waste Management
(IWM) in Hospitality Business
SOMNATH DEBNATH1
ABSTRACT
Traditionally, waste management within organizations involves managing
discards of its industrial activities that remain as an overhead to the primary
business activities. As a result, firms fail to develop waste management as
an integral part of the overall value chain. Using inputs from extant
literature, this chapter examines the role of integrated waste management
framework (IWM) as a business strategy, which could help firms in
developing waste management as a competitive differentiator and improve
less–than–optimal care towards discards. Even though limited theoretical
models are available to support organizations with such endeavors, the case
study from hospitality industry exemplifies how cradle–to–cradle lifecycle
approach can be used as a part of IWM and embeds environmental
considerations of firm to help it evolve as its unique selling proposition.
Key words: Waste management, Integrated waste management
framework, Hospitality business, Tourism, Environment
management
1. INTRODUCTION
Although hospitality and tourism industry is considered as a highly
polluting one (Ball and Taleb, 2011; Rahman et al., 2012) and should
consider environmental sustainability seriously, there has been a dearth
1Department of Management, Birla Institute of Technology, Mesra – 835215, Ranchi,
India
Corresponding author : E-mail: sndebnath@yahoo.co.in.
80 Environmental Sci. & Engg. Vol. 9: Sustainable Development
in research to understand the strategic support that firms would need in
evolving environmentally sustainable business models. Waste management,
in theory, can play a significant role in ‘greening’ the hospitality services,
but its implementation as part of different strategies has mostly been in
form of a supporting constructs – one that supports that main value chain
(Shamshiry et al., 2011). This chapter explores how waste management
can be integrated as an inherent element of organizational processes such
that environmental considerations can evolve as the unique selling
proposition (USP) of a firm. With the help of a case study conducted in two
co–located Ecotel® certified business hotels in Mumbai, India, this chapter
explores the integral role of waste management as part of the business
strategy in projecting its environmental superiority. Accordingly, integrated
waste management (IWM) framework is generalized as a strategic construct
and the chapter reflects the factors responsible for its successful adoption
as well as the ones that might prove to be contextual and systemic challenges
of such an endeavor. The findings from the case study are expected to open
new forums for discussion on the applicability of IWM in industries, in
general, and within service sector, in particular.
2. REVIEW OF LITERATURE
Recent years have witnessed growth in academic and professional interests
concerning the environmental preservation of economic activities and use
of enabling technology to accomplish it. Environmental performance of
industrial sectors and new technologies has been the focus of intense study
to improve visibility of waste, pollution, and end–of–life issues of products
and services (Ayuso, 2007). Implementation of environment management
system (EMS) has helped the organizations to select environmentally
conscious decision–making and implement eco–sensitive business processes
(Stasiðkienë and Juðkaitë, 2007; Viere et al., 2007). However, lack of policy
instruments that would support improved waste management practices
(Finnveden et al., 2012), shortage of skills especially within small and
medium sized enterprises (Hidalgo et al., 2008), and absence of
organizational perspective to understand the factors that could impede
sustainable practices (Tudor, 2011), have contributed to avoid the
implementation of efficient waste management practices within firms.
2.1. Environmental Considerations in Hospitality Industry
Tourism industry is one of the most polluting industries and needs to
support environmental sustainability by adopting sustainable measures,
ensuring production of private goods while ‘caring’ for the environment
(Biondo, 2012), and developing differentiated service profiles by leveraging
technology to generate competitive edge and all these efforts can garner
support from travelers and vacationers (Brieu et al., 2013). However, hotels
Case Study : Integrated Waste Management (IWM) in Hospitality Business 81
and restaurants have not always been supportive of implementing
sustainable practices due to reasons like lack of knowledge, pervasiveness
of old technologies, and inability in assessing the impacts of new strategies
on tourism. Research studies on environmental sustainability within
hospitality industry from different countries have shared context specific
findings from different tourist destinations of Thailand (Anuwichanont et
al., 2011), Greek islands (Karatzoglou and Spilanis, 2010), Mauritius
(Prayag et al., 2010), Ghana (Mensah, 2007), and others. Anuwichanont et
al. (2011) have pointed to the empirical evidence that supports the view
that irrespective of the environmental orientations of firms, future travel
intentions of customers are positively linked to the destination
competitiveness and environmental concerns of the hotels. Accordingly, by
adopting pro–environmental attitiude as part of the business, tourism sector
can support eco–tourism and generate care for environment as part of the
tourist services (Biondo, 2012). Prayag et al. (2010) views environmental
sustainability as a serious agenda of action for the management of the
hotels. However, tourism firms from underdeveloped countries are yet to
develop seriousness in their attitudes towards environmental concerns of
its operations (Mensah, 2007).
The review of literature evidencing growing outlook of research in
understanding the environmental considerations within hospitality
industry has carried out investigations of opportunities for benchmarking
environmental performances (Ball and Taleb, 2011), experimentation of
energy saving measures (Chan et al., 2008), adoption of solid wastes
management practices (Radwan et al., 2010), and other competitive
strategies involving green lodging themes (Jackson, 2010; Lee et al., 2010).
Other than that, the attitude of customers and pro–environmental strategies
of hotel management have also been studied (Robinot and Giannelloni,
2009; Levy and Duverger, 2010), which has deepened overall understanding
of the attitudes of hotel chains towards sustainability in Europe
(Bohdanowicz and Martinac, 2003), management practices and attitudes
of customers towards green hotels in India (Manaktola and Jauhari, 2007),
and green initiatives taken up by the lodging industry in US (Liu and
Sanhaji, 2010). The literature referred above supports the role of
environment management in the greening of hospitality industry and the
improving the supply–chain side of eco–tourism, emphasizing the role of
environmental considerations and its positive influence on the customers’
perceptions towards environmentally sensitive facilities.
However, Hunt and Durham (2012) challenged the growing
commoditization of sustainability certification in tourism sector and the
delink that exists between these certification programs and on–the–ground
realities that tourists experience. Brieu et al. (2013) studied the consumer
attitude towards sustainable tourism to propose that tourism is benefitted
by the environmental care and while it generates positive image of the
82 Environmental Sci. & Engg. Vol. 9: Sustainable Development
facilities, it might undertake certain financial and performance related
risks. This supports the view that sustainability outlook of hospitality
industry cannot remain a fringe issue and for the greening of hospitality
business drives higher customer loyalty and social acceptance, it needs to
be central to the business.
2.2. Waste Management Practices in Hospitality Industry
The environmental impacts of hospitality services are different than that
of manufacturing and other industry sectors and this necessitates an
innovative approach to develop sustainable tourism (Silvestrelli, 2013;
Sridhar, 2011). Radwan et al. (2010) discussed waste management practices
in small hotels in UK and the role of Environmental Protection Act (EPA)
1990 to institutionalize the services of authorized waste carriers.
Improvising upon the traditional hierarchical model of waste management,
the authors have proposed composting as an important method where biotic
wastes from hotels would flow directly to the composting facility. A
community–level composting scheme could support proper disposal of food
wastes from hotels and effectively integrate it as part of solid waste
management strategies of the region. Subsequent study on the same subject
by Radwan, et al. (2012) highlighted that in the absence of effective SWM
policies within a region, hotels would be forced to rely on municipal services
and landfilling as the only resort, whereas facilities having effective in–
house SWM policies would be less reliant on it and could consider landfilling
only as the last resort.
On the other hand, Jackson (2010) proposed green lodging as a way to
improve the waste management strategies that would include conscious
efforts to involve core operational aspects in greening process. These aspects
could include better use of water and energy resources, reducing hazardous
effects air conditioning system (HVAC), goods, and services being consumed
by the facility, and awareness of employees to reduce waste in all the areas
of business. Supporting this argument further, empirical relationship of
environmental strategies and its impacts on the performance in Spanish
hotels suggests that the quality management system of a hotel can lead to
the prevention of defects and waste (Claver–Cortés et al., 2007). In
comparison, similar study from Egypt has found the need of effective
legislation to support organizations with the much needed impetus to
improve waste generation levels (Ball and Taleb, 2011), whereas integrated
waste management practices are recommended as a way to develop
sustainable tourism in Langkawi islands, Malaysia (Shamshiry et al., 2011).
Comparing the voluntary approaches of hospitality industry towards
sustainability, Ayuso (2007) supports the adoption of code of conduct, best
environmental practices, environmental management system, and reward
system by the concerned facilities. Overall performance of these frameworks
Case Study : Integrated Waste Management (IWM) in Hospitality Business 83
can be measured by using environmental performance indicators that can
link environmental strategies of hotel to the management control. The
measurement and monitoring of operational, environmental, and financial
key performance indicators (KPIs) can become the barometer for effective
environment management system, one that leads to efficient waste
management system and become the service differentiator for ‘green’
customers (Chung and Parker, 2008). Similar sentiments are echoed by
Saito (2013) in the study of usage of resource by the tourism sector in Hawaii
to support the view that the availability of information on emissions and
resource utilization would help the tourism establishments to improve
efficiency and savings.
2.3. Integrated Waste Management (IWM) – Some Insights
IWM has been a topic of discussion in literature and has been explored in
terms of its policy implications to improve solid waste management (SWM)
system of municipalities. However, with reference to the waste management
practices use of the word ‘integrated’ has not always indicated emergence
of a new philosophy other than to interconnect different practices or areas
that can lead to a better management. For example, Shehata et al. (2004)
has explained how three different waste management systems handling
bio–waste in rural environment can be turned into an integrated system,
or for that matter how an industrial park in Tianjin, China, can be benefitted
by a sustainable waste management system by integrating environment
management related goals as part of the waste management practices
within the industrial park and develop symbiotic relationship with the
region (Geng et al., 2007).
On the other hand, Rahim et al. (2012) has considered IWM to be an
approach that adds the 3R’s (reduce, reuse, recycle) to the conventional
solid waste management system of municipalities such that it can reduce
environmental impacts, improve material cycle, and reduce garbage load
while discharging routine activities as part of SWM. Similar views are
expressed by Joseph et al. (2012) or Memon (2013) as part of a practical
approach to build environmentally conscientious municipal SWM system.
In some other cases, ‘integrated’ has been referred to as the way to bring
two or more different aspects of societal existence together, e.g., SWM and
energy production, and how solid waste can play the role of feedstock to
the energy needs (Koroneos and Nanaki, 2012).
In contrast, Marshall and Farahbaksh (2013) proposed IWM for
municipalities to offer a systemic perspectives into the SWM and integrated
end–of–life approaches for different types of wastes, and how all of this fit
together to form part of a system, where interacting units or elements form
an integrated whole to perform intended function as a system (Clark, 1978).
Similar views are shared by Seadon (2010) in explaining how the systemic
84 Environmental Sci. & Engg. Vol. 9: Sustainable Development
perspective could be beneficial to develop a sustainable SWM. Another
unique consideration that forms the basis of this experiment is the
contextual layout of IWM as part of SWM activities of a region, Barr et al.
(2013) adds significant value in this regard by integrating the social context
within which the SWM operations take place and the role of beneficiaries
to contribute to it further. This chapter explores the same line of thinking
and experiments its relevance within an industrial set–up to understand if
IWM could rise to the strategic levels of organizational thinking, such that
it can reflect the organizational intents of environmental care and evolve
as a business philosophy within say, the hospitality sector, which is the
current context.
2.4. Waste Management Practices in India
To offer contextual background, it is important to discuss municipal solid
waste (MSW) service of India. MSW services in India is the responsibility
of municipal corporations of respective localities and has been characterized
in literature as fragmented and labor intensive with poorly prioritized goals,
operating with limited participation of private sector, and delivering
(mostly) free–of–cost services to the citizens (Kumar et al., 2009; Nunan,
2000; Sharholy et al., 2008). In addition, lack of scientific approach in waste
handling, recycling, and treatment facilities is evident (Agarwal et al., 2005;
Saini et al., 2012). MSW services cover collection, transportation, and
disposal of waste from commercial complexes, households, and market areas
to landfills. The regulations governing disposal of wastes from commercial
and industrial establishments in India are covered under Municipal Solid
Wastes (Management and Handling) Rules, 2000. So, commercial
establishments (like hotels) and eateries (including restaurants) are
dependent on the municipality services for disposal of waste produced as
part of its regular operations. In the absence of community level waste
treatment facilities, the dependency of commercial sector on public
infrastructure is natural (Mahadevia andWolfe, 2008).
Dependency on local administration for disposal of operational waste
(incidentally, with minimum tipping fees) and the lack of support through
financial and infrastructural means are impediments for Indian
organizations to experiment with the new ideas of waste management.
Accordingly, the role of waste management within the commercial
establishments is limited to the collection and transfer of waste to municipal
infrastructure and sell recyclables, wherever feasible. The reviewed
literature suggests that waste management cannot be developed into a
pro–environmental system so long as it remains isolated and as a backend
business process that fails to connect to the overall organizational value
chain. It can be argued that for the waste management to contribute
positively towards business thinking, it has to become a part of a
management strategy and emerge as a value chain component that also
Case Study : Integrated Waste Management (IWM) in Hospitality Business 85
improves environmental effectiveness of processes. However, the author
has failed to locate any comprehensive model in literature that would
support such strategic insights within the hospitality industry.
To sum up, findings from the review of literature indicate that the
tourism industry generate considerable amount of waste and emissions
(Manaktola and Jauhari, 2007), and accordingly, a strong business case
exists for this industry to integarte waste management within the strategic
outlook of businesses that would support environmental considerations of
the hotels. Using case study research, this chapter proposes that integrated
waste management (IWM) can be a business strategy to evolve its care for
environment as its USP while retaining economic viability, environmentally
effectiveness, and socially acceptability. The philosophy of such a model is
based on the interconnectivity of processes and minimizing waste along
the value chain of the businesses in a way that would help firms achieve
superior environmental stewardship and help it become the USP of
business.
3. RESEARCH DESIGN
The study of waste management in a forward–looking organization would
need overlap with the organizational practices and strategic vision of
management, and cannot be studied from a distance. Also, empiricism would
not contribute to understand the challenges of incorporating environmental
considerations as part of waste management along with the factors that
would support its emergence as a successful business strategy. The review
of literature supports the view that such a study would have to be studied
within a contextual framework so as to allow in–depth study of events in
its natural setting that can be observed for a longer duration and help us
understand the interplay of different variables (Darke et al., 1998). As a
result, on–the–ground kind of study was necessitated to conceptualize a
framework that is suitable for hospitality services to implement and could
be expanded as part of practice. Young (1999) has established that field
research has been playing important role in contemporary researches and
in understanding the ground realities of institutional practices.
The case study referred in here has used inductive approach to build
the theory by converging data and facts gathered from the site and
supporting it with viable construct from the literature. Considering that
fact that IWM framework within the hospitality sector is yet to find a place
in research and practice, the study is largely exploratory and based on the
constructive realism (pragmatic approach). A pragmatism approach takes
middle ground between positivist and interpretivist ontology and accepts
the objective reality of the events and develops theory through the
construct(s) that is/are meaningful, repeatable, and of practical relevance
(Christie et al., 2000). In order to retain objectivity, the findings are based
86 Environmental Sci. & Engg. Vol. 9: Sustainable Development
on the observations of the study and abstracted to conceptualize the
framework. The generalisability of the research is maintained by confining
the study within the area of interest (Lee and Lings, 2008), i.e., to develop
contextual understanding of waste management capabilities of the firm
and its assimilation as part of the organizational strategy.
3.1. Site Details and Operational Arrangements
The study is carried out at two co–located hotels (5–star and 3–star) in the
suburbs of Mumbai, India (CHS facilities, hereafter). The first part of the
study covered onsite study to understand the organizational and operational
structure of the facilities that resulted in 10 –12 visits spread over a period
of three months. Questions related to the working of the facilities and
processes were covered through semi–structured and unstructured
interviews with the departmental contacts. Subsequently, operational data
was gathered at quarterly intervals to cover the performance of the facilities
during Apr 2012 – Mar 2013. The CHS facilities are Ecotel certified units,
which is a commercial certification standard in environmental and social
leadership within hotel/hospitality business (UNEP.org, 2012). The study
mapped the business processes of the hotel and collected data on stock and
flow of resources and waste so as to understand the nature of environmental
aspects that are contributed by the CHS facilities. The outline of the service
environment (gate–to–gate cycle) is detailed in the block diagram (Fig. 1).
Fig. 1: Operational layout and integrated waste management
Case Study : Integrated Waste Management (IWM) in Hospitality Business 87
Both the facilities are full service hotels and offer boarding/lodging facilities
with boutique restaurant, bar, and lounge, in addition to other standard
facilities, including banquet arrangements and conference halls for hosting
group events (concepthospitality.com, n.d.). Guest service lifecycle includes
service offerings that would consume materials, water, energy and other
resources and generate waste, whereas mitigation activities deployed within
the facility would reduce the environmental impacts generated by the
operations. The dining facility of in–house restaurants is open to walk–in
customers as well. Similarly, the banquet arrangements and conference
halls are open for rentals to the business firms.
4. RESULTS
Although Indian organizations are under no legal or statutory obligation
to account for its environmental performance (Singh and Joshi, 2009), CHS
facilities seized the early movers’ opportunity to embrace environmental
stewardship and developed it as competitive differentiator within the
hospitality industry. A progressive environmental outlook helped the
facilities to install environmental friendly technologies and gain prominence
in environmental superiority as compared to other facilities in the region,
clearly providing a business case for pro–environmental thinking in a
country where environmental sensitivity and business interests are yet to
converge to a common ideology (Sidhu, 2011). To cover all aspects of waste
management efficiently, CHS facilities depended on the infrastructure to
handle collection, flow, and subsequent treatment of the waste in an
integrated manner, and be conscious of the importance of pro–
environmental thinking as part of every organizational process, detailed
hereafter:
a. Structural elements: Integrated waste management starts with the
facility design that extended into the operational aspects of the
organization (following a top–down approach). This includes the
structural elements of facility design covering building, layout, and
fixtures, and operational elements covering processes and procedures,
designed to reduce or neutralize the negative aspects of operations.
The CHS facilities have developed structural and operational
ingredients that would support lesser consumption of resources (Table
1). A review of data from Table 1 reflects the considerations in
reducing the consumption of resources that are embedded as part of
the organizational structure (external as well as internal), operational
framework, and processes.
b. Infrastructure management: The structural elements of the hotel
support the facilities to lower energy consumption by use of different
advanced electrical and building fixtures, e.g., double glazed glass,
LEDs, spots, and timer control. In addition, HVAC is reinforced with
88 Environmental Sci. & Engg. Vol. 9: Sustainable Development
glycol chiller technology, which uses mix of glycol and water in the
chiller tank to reduce the temperature difference between the input
and output fluids helps in lowering the consumption of electricity
during peak load. This saves energy as well as peak load demand
(NSW, 2011). Also, guests are invited to participate in eco–night
program (energy load 2 degree above the minimum thermostat
temperature during night) to save energy demand on HVAC. Simple
technology innovation of re–routing heat from the air–conditioning
system to heat water passing through heated tubes gives hot water
for guest bathrooms. Hot water maintains mean temperature of
around 60 deg Celsius, saving the need of alternate energy sources
for this purpose. Also, all exhaust fans (air circulators) and filler/
feed pumps are equipped with timers to be operational at definite
time intervals.
c. Procurement services: The facilities follow centralized procurement
policy to procure environmental–friendly products for its own
Table 1: Organizational eco–friendly measures and positive impacts
Eco–friendly strategy details Avoids Contributes to
a) Structural: Eco– friendly architectural highlights

Case Study : Integrated Waste Management (IWM) in Hospitality Business 89
consumption as well as for the use of guests, e.g., toiletries. CHS
facilities source products that are green and include use of MDF wood
instead of natural wood, glassware, and jute that replaces plastics
and paper. The facilities do not encourage use of plastic and other
non–recyclable packaging materials. Accordingly, packaging
materials are sent back to the suppliers for reuse (to the extent
feasible) whereas glass bottles are sold back to the recyclers.
Outsourced laundry services are instructed to operate in a way so as
to ensure recycle waste water and reduce energy consumption.
d. Guest support and housekeeping: Guests enjoy the support of services
that is continuously geared up to reduce load on environment. This
includes minimizing energy and water consumption per room and
per guest day. Guests are invited to participate in eco–night and eco–
tent programs (see Table 2) and are acknowledged through token
gifts and mementoes. Housekeeping is also vigilant in maintaining
close loop clothing cycle and use of environmental–friendly chemicals
for cleaning. This includes green toiletries for guest use, bio–chemicals
for cleaning of the facility, and room amenities that is free from plastic
containers.
e. Kitchen stewardship (KST): KST is primarily responsible for close
loop solid waste cycle and uses 4–bin theory to accomplish its objective.
The four bins are color coded and marked, to enable sorting of waste
at source. Green bin is used for reusable materials (e.g., paper,
recyclable materials, and clothes), white bin for recyclables (e.g., glass
and plastic bottles, tins, and newspaper), red for non–recyclables (e.g.,
tetra packs, butter papers, oily plastics, and toothpick sticks), and
black bin for food waste. Materials discarded in green bins are reused
within the hotel, e.g., discarded linen is used for making uniforms,
caps, pillow covers, and dusters for maintenance activities that save
expenditure on tissue paper and dusters, whereas other recyclable
materials are sold to recyclers. Non–recyclables (from red bin) are
transferred to landfills by leveraging social infrastructure of municipal
waste management, while food waste is used for composting. KST
manages waste lifecycle by weighing, storing, and recording waste
before transferring these to the respective end–of–life treatment
schemes.
f. Employee trainings and adherence to social commitments: HR
facilitates training to sensitize employees with the importance of
environment care towards running the facility. Training programs
are organized at regular intervals and ensures participation and
sharing of ideas. The training programs are scheduled round the year
and encourage employees to think outside–the–box. Also, the facilities
involve employees in social causes like arranging workshops for school
children and participating in cleanliness drives. CHS facilities also
participated in handling and processing community waste generated
90 Environmental Sci. & Engg. Vol. 9: Sustainable Development
during festivals, while allowing its staff to participate in waste
reduction programs during these occasions. These activities contribute
to generate positive externalities and help the facilities fulfill its social
commitments.
g. Ecotel certification as external stimulant: Ecotel is one of the pro–
environmental certification standards for hotels and promoted by the
US based environmental consulting firm, HVS International.
Certification is provided under ECOTEL brand and awarded after
completion of onsite audit procedures. Recertification and auditing
procedures are carried out once in every two years (Mann and
Thadani, 2010). The certification criteria covers energy efficiency,
waste management and recycling, water conservation, legislative
compliance, and employee education (also known as 5–globes). HVS
International works with the hotel management to provide hands–
on technical services and information on developing environmental
sensitive manufacturers and service providers (UNEP.org, 2012). The
certification plays the role of binding agent or stimulant in helping
the facilities achieve control over consumption of resources and
integrating care for nature and resources as part of every process.
The collaboration of the facilities with the certification agency creates
a two–way channel to share expertise and discuss environmental
impacts of new business practices and operational policies.
4.1 Environmental Performance in Terms of Aspects and
Lifecycle Impacts
a. Waste generation from kitchen stewardship: The performance data
shows that the CHS facilities generated average waste of 3.15 kg per
guest night (including meal services) or 0.37 ton/day or 1.23 kg/cover
(compared to 1 – 1.5 kg per guest night without boarding or 1 pound/
cover or 8 ton waste/day, quoted in Ball and Taleb, 2011). Even after
considering the fact that the restaurants are open for walk–in
customers, the quantity of waste generated is far lesser as compared
to the international standards. In addition, 100% of the dry and wet
food waste is reused, recycled, and/or composted. The bio–waste
collected from the bins is composted within the in–house compositing
facility by using vermiculture, which is developed and maintained
by the hotel management. The composting process involves cleaning
and rinsing food waste so as to free it from acidic contents, and
pulverizing it into thin paste. The paste is mixed with the soil of the
vermicomposting pits. Once the process cycle completes every seven
to eight days, compost is separated and readied for sale. In addition
to composting, food waste is also routed to animal farms, like
piggeries. Accordingly, the environmental impact due to solid waste
is absolutely nullified in the process.
Case Study : Integrated Waste Management (IWM) in Hospitality Business 91
Table 2: Analysis of waste collected by CHS facilities (2012–13)

Per guest–
Wet Dry Total Per cover night
Apr 3550 9069 11705 3068 14773 1.63 4.16
May 3128 8248 11483 2635 14118 1.71 4.51
Jun 3038 5283 8050 2287 10337 1.96 3.40
Jul 3290 5585 8349 2508 10857 1.94 3.30
Aug 3299 7586 8212 2926 11138 1.47 3.38
Sep 3643 10111 8098 2876 10974 1.09 3.01
Oct 3748 8144 8423 3051 11474 1.41 3.06
Nov 3046 7790 8114 2603 10717 1.38 3.52
Dec 3421 13434 8090 1156 9246 0.69 2.70
Jan 4200 14368 8086 2455 10541 0.73 2.51
Feb 3998 13467 7561 2833 10394 0.77 2.60
Mar 3959 11974 8291 2522 10813 0.90 2.73
Total 42968 109935 104462 30920 135382 1.23 3.15
Per guest –– 2.56 2.43 0.72 3.15 –– ––
night
b. Waste water generation from laundry and housekeeping
services: Waste water cycle in CSH facility is transferred to the
community effluent treatment plant and the treated water is recycled
back into the hotel flush system. This recycled water is routed
separately and is used for the purposes of flushing, cleaning, and
gardening. The practical use of grey water recycling reduces the load
on potable water and its consumption. The piping system of the
facilities is laid down in a manner so as to store recycled water
separately and can be flown through the designated areas. The water
inlet pumps are equipped with variable water level controllers to
control inflow of water based on the current level of the main water
tank. This intelligence helps to save energy and optimizes water
inventory.
These arrangements have reflected in the water consumption that
averaged at 4 kl/guest night or 14700 kl/month (including outsourced
laundry services – computed at 6.5 gallon/pound of linen or 12 ltrs/kg of
wash load, standard for efficient commercial laundries – assuming one par
at 3.5 kg of linen) against reported standard of 24 – 40 gallons of water/
guest night (Ball and Taleb, 2011) or 7200 kl/month for tropical full service
hotel (Kasim, 2009). The observed variation is double of the expected norm
and an area of concern, but only if outsourced laundry function is considered
as an integral part of hotel operations. Irrespective of the eco–tent program,
the invites the guests to participate in the program of reusing room linen
has reduced in–house water consumption by 8 – 10%. Hotel management
would do well to bring laundry services within the premises and this could
help it improve water efficiency further (Table 3).
92 Environmental Sci. & Engg. Vol. 9: Sustainable Development
Table 3: Analysis of water consumption by CHS facilities (2012–13)
Month Guest Eco– Soiled Water consumption (kl)
(2012) nights tents linen

Apr 3550 251 43555 4156 7170 11326
May 3128 198 51949 5140 8507 13647
Jun 3038 222 35045 5899 5775 11674
Jul 3290 274 39003 6356 6416 12772
Aug 3299 286 54359 4906 8916 13822
Sep 3643 281 45280 5632 7443 13075
Oct 3848 420 57461 4344 9428 13772
Nov 3594 357 47311 4041 7761 11802
Dec 3421 271 52360 8956 8597 17553
Jan 4200 313 57239 10362 9387 19749
Feb 3998 363 61428 9495 10074 19569
Mar 3959 317 53466 8862 8768 17630
Total 42968 3553 623938 78149 98241 176390
Per guest –– 8% 14.521 1.819 2.286 4.105
night
c. Energy use and secondary emissions: Due to the consumption of
electricity that averaged around 109 units per guest night, waste in
form of emissions is generated and averaged around 107 kg of CO2e
(average) per guest night which is a laudable achievement, as
compared to 13.5 tons of CO2e per night for similar range of hotels
(Rahman et al., 2012), and round–the–year humid weather of Mumbai.
In addition, the eco–night program allows guests to opt for room
temperature two degrees higher than the thermostat control which
saved around 4 – 6% of electricity bill (at 1.6 units per hr per room).
The saving indicates potential benefits of involving guests to be part
of such endeavors (Table 4).
Table 4: Analysis of energy consumption by CHS facilities (2012–13)
Month Guest nights Eco nights Units consumed GHG
(2012) (Nos.) (Nos.) (kWh) (tCO2e)

Case Study : Integrated Waste Management (IWM) in Hospitality Business 93
Data from quantitative performance can be used to support the
observation that the facilities have been using resources conservatively.
Consequently, it could keep a tight control over environmental aspects like
waste water, carbon footprint, and bio–waste. Due to careful planning, solid
wastes and waste water did not generate any environmental impact (100%
recycling), but which is also dependent on the support from the
infrastructural arrangements and the visions of top of management. At
the same time, complete consumption of bio–waste and recyclable solid
waste produced no environmental impact, whatsoever. These imperatives
contributed to develop a well–coordinated business unit, where the
environmental performance evolved as the key business differentiator, and
which could be well supported by an external certification to evolve as a
viable business concept.
5. DISCUSSION
5.1 Organizational Contribution Towards Externalities
CHS demonstrated that its overall considerations for waste management
and process considerations resulted from an integrated effort. Although,
CHS might not be aware in terms of organizational vocabulary, the
implications of practicing integrated waste management is clearly visible,
where the sheer effort of minimizing, containing, and possible elimination
of waste across all the processes worked seamlessly and provided it an all–
round performance. If cost of operating public infrastructure to landfill
solid waste be considered as INR 3500 mt–1 , waste water be considered at
resource replacement rate of INR 50 kl–1, emission be valued at carbon
Table 5: Externalities incurred/saved due to the business activities of CHS (2012–13)
Environmental Environmental
Type of activity aspects Savings Support (INR)
Vermicomposting

Composting of floral Solid waste Social impacts of Total –5,615,080
Per guest night – 130
94 Environmental Sci. & Engg. Vol. 9: Sustainable Development
abatement rate for voluntary carbon projects market in India (INR 220
tCO
2e –1), the firm would be incurring externalized costs of INR 130 per
guest night (Table 5), but with multiple positive externalities that would
remain unquantified.
5.2. Generalizations and Further Scope
Compared to the manufacturing industry, service industries generate
intangible outputs that are delivered to the customers as a bundle of
experience. Waste on the other hand is tangible by–products of service
creating activities. Since CHS facilities are operating with environment–
friendly infrastructure that supported the operational processes,
performance of its waste management system cannot be viewed as an
isolated outcome of its operational arrangements, a point crucial to propose
the importance of integrated waste management framework. This is
different from managing processes generating waste that is generally
limited to reduce the environmental considerations towards minimizing
the generation of waste, which is kind of end–of–the–pipe solution or
morphostatic change. A morphostatic change is incremental change that is
one time and of finite value (Fraser, 2012). However, based on findings
from the case study and leveraging systems perspective, a generalized
framework of IWM is proposed (Fig. 2). This framework is capable of
Fig. 2: Integrated waste management system
Case Study : Integrated Waste Management (IWM) in Hospitality Business 95
instituting morphogenetic or second–order change in the organizations
(Fraser, 2012) and helps it imbibe environmental care as one of the primary
focus of business, one that is not subservient of its economic performance
but continues to generate value due to its assimilation within the process
framework.
The performance of CHS facilities can be viewed through IWM
framework to present these generalizations:
a) It requires upfront thinking by the management to steer the
organization towards environmental care and invest in the
infrastructure necessary to institute and develop the practices that
would reduce the consumption of resources and generation of aspects.
Evidently, the internalization transfers the cost of infrastructure
development from operational expenditure (OPEX) to capital
expenditure (CAPEX), offering benefits over a longer period of time.
CAPEX based strategies generate economic advantage and benefits
through standardizing of processes early in the life of the operations,
whereas OPEX based short–term waste management schemes would
create spikes in operational structure and would force the organization
to generally alter its tariff structures to recover operational costs.
b) The externalities generated or saved by the organizations through
internalization offer services to society as part of its social
commitment and generate tangible social and environmental savings,
for which customers might not always be willing to pay extra.
However, this would lower the environmental load and generate
positive externalities, which is helpful to improve customer loyalty
and societal acceptance. CHS facilities reused and recycled its entire
solid waste, save for garbage in the red bin, recycled 100% of waste
water, composted its entire bio–waste, minimized its electricity
consumption, and practiced the use of green and natural products.
This resulted in superior environmental stewardship and the ‘care
for environment’ to become the default lingua franca of its business.
This also helped guests to be part of such endeavor that appeals to
their own moral grounds to be staying in such facility.
c) As part of its social responsibilities, CHS facilities participate in local
festivals and process floral waste through recycling and composting.
The hotel management frequently interacts with school children from
around the locality and undertakes workshops with other business
facilities to impart practical tips on being environmentally–friendly
(Mann and Thadani, 2010). These activities support the social
commitments of CHS facilities, improve its social acceptance, and
generate positive externalities by way of spreading knowledge and
awareness, absorbing social costs by composting floral and bio–wastes,
and allowing employees to be part of community activities (cleaning
drives, school campaigns, community workshops, etc.).
96 Environmental Sci. & Engg. Vol. 9: Sustainable Development
Generally, waste management practices of an organization are
responsible for minimization of wastes through collection, treatment, and
disposal activities. Waste mitigation arrangements involve prevention,
minimization, reuse, recycling, energy recovery, composting, and disposal
of waste in decreasing order of preference (Radwan et al., 2010). However,
IWM approach starts with strategic design to prepare organization towards
improved utilization of resources and prevention of waste. This would need
the strategic route of investing in industry accredited certification,
redesigning organizational processes, facilitating continuous training
programs to its employees, and auditing organizational practices to
integrate waste management as part of its business approach. The flow of
information on waste management helps the management to take suitable
decision and improve it further. So, it would be fair to assume that IWM
works as a system that brings people, processes, and infrastructure together
to enable organizations to generate value beyond economic gains and
contribute towards environment and society that remain partially
quantifiable, yet valuable.
5. CONCLUSIONS
The role of IWM as a part of business strategy within hospitality sector is
not a well–researched area in literature. The review of literature suggests
that the research in IWM practices are generally concentrated around the
domains of public policies, solid waste management programs of
municipalities, and isolated studies of waste management practices within
tourism sector. Within industrial organizations, waste management is
mostly treated as a backend business function that deserves attention no
more than running the errands that the value chain of the firms produce.
This article theorizes that a unified organizational framework of IWM
integrates waste management within the operational areas and seamlessly
connects with the strategic decisions by becoming part of the organizational
value chain. This integration could become an innovative business strategy
and be supported by the presence of a binding agent (e.g., environmental
certifications) and external stimulations (legal and societal considerations)
that would produce eco–effective performance (lowering externalities and
waste per unit of activity) offering a way to include environmental
considerations with financial stability (Fig. 2).
The case study demonstrates the feasibility of integrating environmental
considerations as part of the organizational framework that could be
strategized to seize early movers’ opportunity in newly industrialized
economies. Even though such forward–looking business ideas are yet to
become common place in developing economies, the study established the
competitive edge that it has to offer to the interested firms. The
environmental stewardship of an organization holds the organization liable
Case Study : Integrated Waste Management (IWM) in Hospitality Business 97
towards its environmental performance and superior performance becomes
the ultimate goal of any strategic thinking. However, instead of using cost–
benefit analysis of incremental dollar investment to measure incremental
business gains, management can use IWM framework to steer organizations
towards value–driven approach. Integrating environmental consideration
as the primary focus of business incorporates environment embeddedness
as an integral strategy of business and develops ‘care for environment’ as a
structural component of its competitive differentiator. These comprehensive
efforts improve the embeddedness of environmental thinking within
employees, processes, and services, and contribute towards developing it
as a competitive differentiator of the business, thereby converting waste
management into an inherent part of environmental thinking of
organizational success.
Advancing the argument further, IWM helps businesses to adopt waste
management as part of its strategic thinking and repositions every process
to minimize environmental and social externalities, thereby becoming a
system and helping firms to demonstrate highest level of environmental
stewardship. On the negative side, even though IWM generates tangible
savings in form of better utilization of resources and reduced levels of waste,
cost implications in obtaining environmental certifications and
infrastructure related investments are open challenges in adapting such a
framework. Still, firms can be encouraged to develop environmentally
conscious behavior through policy initiatives like tax rebates and interest
credits. There is a window of opportunity for the policy makers to support
the firms in adopting higher environmental standards by developing policy
instruments like differential tax treatments, tax holidays, or other credit
mechanisms that could act as catalyst.
As an end note, the author would like to emphasize that this case study
is not a conclusive comment on the effective integration of waste
management system within the operational framework of business or
finality on developing pro–environmental business strategies for economic
gains. Instead it is aimed at understanding the role and ingredients of
IWM to play a systemic role and be part of a business strategy. The findings
of a single case study is not sufficient to generalize the benefits of adopting
IWM framework within the hospitality industry, however the length of the
study period and proximity to the ground realities formed part of the
framework proposed for corporate firms in this paper. Being first–of–its–
kind of research in the hospitality business, the author is hopeful that
subsequent research can develop the ideas presented in this paper further
and test the boundaries of IWM framework. Research areas are also open
to implement integrated waste management practices in other industries
like media, entertainment, transportation, and manufacturing that could
add contextual variations and develop a holistic views towards it.
98 Environmental Sci. & Engg. Vol. 9: Sustainable Development
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