Cleaner Production Demonstration Project at the Australian International Hotel School and Hotel Kurrajong

Table of Contents

EXECUTIVE SUMMARY

1 .0 REVIEW OF HOTEL KURRAJONG OPERATIONS

2 .0 PLANNING AND ORGANISATION OF THE HOTEL KURRAJONG
2.1 CLEANER PRODUCTION APPROACH USED AT HOTEL KURRAJONG
2.2 CLEANER PRODUCTION OPPORTUNITIES AT HOTEL KURRAJONG
2.2.1 Improved Energy Management
2.2.2 Minimisation of Water Usage
2.2.3 Solid Waste Minimisation and Recycling
2.2.4 Wastewater Minimisation and Recycling
2.2.5 Chemical Usage

3 .0 CLEANER PRODUCTION INITIATIVES
3.1 MINIMISATION OF WATER USAGE
3.1.1 Evaluation of Opportunity
3.1.2 Project Implementation
3.1.3 Results
3.2 SOLID WASTE MINIMISATION AND RECYCLING
3.2.1 Detailed Evaluation and Project Implementation
3.2.2 Results

4 .0 REVIEW OF PROJECT

5 .0 CONCLUDING REMARKS

LIST OF TABLES

TABLE 1 SUMMARY OF WASTE GENERATED
TABLE 2 ESTIMATED ANNUAL AMOUNTS OF SOLID WASTES GENERATED
TABLE 3 FATE AND COST OF SOLID WASTES

The Cleaner Production Demonstration Project (the Project) was an initiative of Environment Australia -Environment Protection Group (the EPG). The aim of the Project was to raise the awareness of Australian industry and actively promote cleaner production issues. This was to be achieved by conducting ten successful cleaner production demonstration projects in industry around Australia, documenting the benefits and experiences of the project, and publicising the results to wider industry. Dames & Moore, assisted by Energetics, were engaged as technical consultants on the project. The project commenced in June 1994, and ran for 27 months.

Hotel Kurrajong was selected as one of the ten companies to participate in the Project. This case study report presents a record of the progress of the Hotel Kurrajong project, from initial meeting to project completion, and details the results of the Project including any problems or lessons which may been encountered. The case study demonstrates the application of Cleaner Production to the printing industry.

Hotel Kurrajong consists of a teaching facility for hotel management attended by fee paying, boarding students and a public hotel. At the time of the project, student numbers were well below capacity although the Hotel was operating satisfactorily, especially its dining facilities.

Hotel Kurrajong was considered a unique `site' for the Cleaner Production Demonstration Project in that it combines a learning/teaching institution with the service industry operation of a hotel. This was outside the normal realm of Cleaner Production programs which are usually applied to industrial facilities.

Cleaner Production demonstration opportunities initially identified were:

Energy Related Issues

1. balancing air supply to kitchen exhaust hoods
2. updating automatic controls of HVAC
3. fitting thermostatic valves to radiators
4. fitting flow control devices to showers and taps
5. appointing a full-time energy manager
6. fit occupancy sensors to control lights in intermittently occupied areas

Other Environmental Issues

1. minimising water usage
2. solid waste minimisation and recycling
3. liquid waste minimisation and recycling
4. minimise usage and environmental effects of chemicals

A number of the energy related Cleaner Production projects were not implemented due to lack of funds. However, several other environmental initiatives had already been implemented before the commencement of the Project and additional programs particularly relating to waste minimisation and packaging reductions were implemented during the course of the project.

1.0 REVIEW OF HOTEL KURRAJONG OPERATIONS

The hotel was opened in February 1995 and provides 26 double rooms, fully equipped, a Brasserie style restaurant, a Bar and Terrace for tea, coffee and drinks, all of which are open to guests and the general public. There are also various Meeting rooms for hire for a range of business or social functions.

The International Hotel School operates out of the same complex although it is invisible to hotel guests most of the time. Student accommodation is in separate dormitory wings and classrooms are separated from the public spaces. There are 80 student rooms with accommodation for 120 students. Student numbers have progressively increased from 8 on opening (January 1995) to around 50 at the time of completion of this report.

The only contact between students and guests is in the catering area where students gain experience by working in the kitchen, bars and dining room.

Hotels, in general, use large quantities of energy and generate large amounts of solid and liquid wastes. The activities of a hotel which contribute to the large amounts of waste materials and energy consumption include:

• dining facilities where breakfast, lunch, dinner and 24 hour services are provided for the guests use considerable amounts of water, energy and cleaning products. These facilities also generate considerable amounts of solid and liquid wastes in the restaurants, kitchens and food preparation rooms. The kitchens also use energy in cooking, baking and refrigeration;
• guest comfort requirements use considerable amount of energy mainly in space air conditioning and ventilation;
• guest facilities such as showers, baths, spa baths, swimming pools consume considerable amounts of water and energy;
• laundry and dry cleaning facilities (whether on site or off site) consume large amounts of water, solvents, chemicals and detergents as well as energy. These facilities also generate large amounts of wastewater which are usually discharged to the sewer system; and
• solid wastes generated by guests to the Hotel at other functions such as conferences.

In addition, the educational activities of the Hotel Kurrajong generate considerable amounts of paper and general domestic waste. Hotels also generate considerable amounts of wastes particularly in the provision of eating facilities and in marketing their services (brochures and pamphlets).

While the overall environmental effects of a single hotel may be minor compared with a large industrial facility, the collective effect of hotels is significant and can be greatly reduced through proper management.

2.0 PLANNING AND ORGANISATION OF THE HOTEL KURRAJONG CLEANER PRODUCTION PROJECT

Hotel Kurrajong relied on external consultants, Dames & Moore and Energetics to identify specific cleaner production opportunities. These opportunities were undertaken by:

(1) an initial "audit" of the site to provide preliminary information on the operation of the hotel and identify general cleaner production opportunities;

(2) a detailed assessment of specific opportunities by the external consultant with respect to environmental and economic benefits;

(3) a discussion with Hotel Kurrajong management on the identified opportunities and on the implementation of the opportunities; and

(4) implementation of selected projects.

The Hotel personnel involved in the Cleaner Production Project included:

Peter Martini - General Manager, Hotel Kurrajong

2.2 CLEANER PRODUCTION OPPORTUNITIES AT HOTEL KURRAJONG

The initial site review and subsequent site visits identified the following cleaner production opportunities:

• improved energy management;
• water minimisation;
• solid waste minimisation and recycling;
• wastewater minimisation and recycling; and
• improved chemical usage.

This section describes the potential cleaner production projects which were identified by site personnel, Energetics and Dames & Moore.

2.2.1 Improved Energy Management

General

Energy consumption at the Hotel was investigated by an Energetics engineer by conducting an energy audit. The results of the audit indicated the following breakdown of energy usage:

•	Heating, ventilation and air conditioning (HVAC)	45%
•	Lighting	20%
•	Kitchen	17%
•	Refrigeration	11%
•	Miscellaneous	7%
•	TOTAL	100%

General observations regarding energy usage were as follows:

• While Hotel management were under the impression that the Hotel had been designed to be energy efficient, very few specific energy saving features were identified;
• High energy use is also inherent in the relatively large public spaces to be heated and cooled for only 26 guest rooms; and
• A remote switch panel is located at Reception, from which all lighting and non-essential power in guest rooms is controlled. Rooms which are not allocated to guests thus have no energy waste, an excellent feature which should be adopted as standard in all hotels.

Specific observations are detailed below:

Heating, Ventilation and Air Conditioning (HVAC)

Air-conditioning and mechanically heated ventilation comprises five main air handlers with both heating and cooling coils and seven gas heated evaporative cooling units. There are also thirty fan coil units with both heating and cooling coils serving guest rooms.

Problems have been experienced with the computer control software associated with the main air handling units. For example, of the two air handlers serving the library area on the first floor, one was set to use maximum and the other minimum outside air. Further examination of the computer control system indicated that the air handling system would never be operated in an optimum manner.

The detailed energy assessment also identified excessive air conditioning operation. For example, the air conditioning systems served the library area on Saturday when the library was not in use, and the dining room system was also on when the dining room was closed.

Furthermore, Canberra's weather allows for minimal use of air conditioning for a significant portion of the year as natural ventilation is sufficient. The system can use gas heating on colder days and ceiling fans in summer.

A number of specific opportunities were identified by the energy audit to improve the HVAC system. For example, because there is no independent ventilation system for the kitchen, this means that the kitchen exhaust fans are drawing air from adjacent rooms - air which has been expensively air conditioned. By providing the kitchen with its own separate ventilation this problem can be avoided.

Therefore significant opportunities were identified in the control and operation of the hotels HVAC system.

Space Heating

Rooms at the hotel are heated by hot water radiators or via the air conditioning.

There is no means of controlling the operation of the hot water radiators apart from manual valves. Many of the hot water radiators are heating empty rooms or rooms which are heated, at least partially, by the air conditioning system, as such heating in some areas is excessive.

Therefore, opportunities exist with regard to the more efficient use of space heating.

Lighting

Lighting includes standard type twin 36 watt fluorescent fittings serving most general areas, and a mix of decorative dichroic type downlights and compact fluorescents in lobbies, entrances, dining and lounge areas etc. The detailed energy audit identified a number of high energy linear incandescent fittings that are used in guest rooms. The compact fluorescent fittings used in corridors, are standard energy efficiency measures, however, many of the fluorescent lights and other 36 watt tube fittings in corridors are left on for most, if not all of the time, in areas which are not occupied.

To reduce energy wasted on lighting unoccupied areas, an occupancy sensor could be installed in areas such as the students' dining area. The occupancy sensor would switch the lights on only when the area was occupied. A data logger associated with the sensor could record when lights were on and off to quantify the value of energy saved. It was estimated that an occupancy sensor would cost $450, and save an estimated $350/year in energy (assuming 6 hours of energy saved daily).

This could also be applied to other areas of the hotel.

In addition, the dichroic lamps used in many areas of the hotel are reasonably energy efficient, but expensive to maintain. Alternatives to dichroic lamps could be investigated. This investigation could be undertaken by:

• selecting an area of the hotel for trialing;
• replacing dichroic downlights with appropriate compact fluorescent downlights; and
• assessing total operating costs by:
  • - recording lamp replacement costs before and after the changeover; and
  • - calculating energy costs based on hours of use.

Kitchen Exhaust Hoods

The kitchen exhaust hoods do not have perimeter balance air slots, but there is a make-up air arrangement on one side of the training kitchen hood. This arrangement is not considered to be energy efficient as it is only on one side. Furthermore, the exhaust hoods were very noisy and a source of complaint from guests.

Further investigation of the exhaust hood air flow found that the air flow was less than the law requires so the fan speed could not be reduced. The noise was the result of poor design of fan and ductwork. Two solutions were identified:

1. As a stop-gap measure, divide the hood in two and fit a two speed fan for use when only part of the cooking equipment is in use. Estimated costs were about $5,000, with estimated savings of $2,000 in energy cost per year, based on advice that the hood may operate 4 hours a day at half load. There would be no energy savings or noise reduction when the hood was fully utilised, which was most of the time.
2. Fit a balanced hood with separate make-up air so it does not draw from the restaurant, split in two, and install a new variable speed fan. This would eliminate the draft and save energy as well as reduce the noise. The estimated cost was $20,000 with energy savings of up to $11,000 per year. The project had an expected payback around 2 years. This project would also ensure that the exhaust hood complied with health regulations.

Domestic Hot Water

Domestic hot water is provided to the students quarters and guests rooms, kitchens and ablutions from a number of in line gas hot water heaters and associated storage cylinders.

Services are reticulated by a mixture of old and new pipework, much of which runs under the ground floor. The standard of insulation needs to be examined, as poor insulation is often a cause of heat loss in old, under-floor pipework.

Hot water used for showers and washing can be minimised by using energy saving shower heads and flow control devices. Shower roses in older accommodation were assessed to be energy wasteful.

The main kitchen dishwasher has no water re-cycling, and only a cold water connection. This means all water heating for dishwashing is electric, which is much more expensive than the gas heated hot water available.

Refrigeration

There are a number of cold storage rooms for fruit and vegetables, meats, beverages etc. and a twin freezer room. With the current low occupancy rate, these rooms are under-utilised and wasting energy. As the cool rooms are not fitted with counterweighted automatic closers, the doors are frequently left open.

Energy Manager

A full-time energy manager could have improved the energy efficiency of the Hotel. It was envisaged that this manager would be a Hotel School Student with responsibility for manually controlling energy use throughout the complex. This would include turning off unnecessary equipment, ensuring time switches are correctly set, rationalising coolroom use, and motivating all staff and students to be energy aware. Energy records, student, guest and meal numbers, and weather data would be recorded on a monthly basis for comparison to quantify the effect of this activity.

Had the role of energy manager been undertaken by a student as part of his/her training, no costs would have been incurred. Potential energy savings are difficult to quantify, but are estimated to have been at least a 10% reduction, which equates to some $18,000 per year.

Summary

Numerous potential initiatives with respect to energy management were identified in the areas:

• HVAC system;
• space heating;
• lighting;
• kitchen exhaust hoods;
• domestic hot water;
• refrigeration; and
• overall site management coordination.

Benefits: Significant environmental and cost benefits could occur as a result of implementing some or all of energy initiatives identified. These initiatives would lead to a decrease in energy usage and the subsequent release of greenhouse gases associated with gas equipment at the hotel or that associated with electricity generation. Furthermore, the initiatives identified could be incorporated into the hotel schools teaching, giving practical examples of energy efficient initiatives to the students and raising students awareness of energy issues.

Drawbacks: Many of the initiatives identified involved capital expenditure, with payback periods estimated to be the order of two years.

Outcomes: Due to economic constraints facing the hotel and the capital expenditure required, the energy management initiatives were not pursued. The initiatives may be implemented once hotel occupancy have reached a sustained higher rate.

2.2.2 Minimisation of Water Usage

Hotel Kurrajong has significantly minimised its water usage in a number of ways. In guest and student rooms and bathrooms, water usage has been minimised through the installation of:

• dual flush toilets;
• low flow shower heads;
• aerated taps; and
• proper maintenance of taps.

In maintaining the gardens, Hotel Kurrajong have cost effectively installed time controlled water sprinkler systems and utilised roof stormwater.

The above opportunities were explored by Hotel Kurrajong and implemented before the commencement of the Project. It was expected that considerable cost savings were made by the installation of dual flush systems, low flow shower heads and proper maintenance of taps.

The benefits, drawbacks and outcome of these initiatives are summarised below:

Benefits: The initiatives identified were relatively low cost and easily implemented. Water savings in excess of 10% are expected.

Drawbacks: Most initiatives required some additional capital or ongoing operating expense.

Outcome: All of the water saving devices identified above were incorporated into the design of the Hotel. The feasibility of installing such devices was evaluated by Hotel management at the design stage. The water saving devices were determined, at this stage, to be cost effective, and were therefore installed.

2.2.3 Solid Waste Minimisation and Recycling

The main components of solid waste generated and potential cleaner production opportunities identified at the Hotel are:

Paper:

Most types of clean paper are recyclable through contractors. In Hotel Kurrajong's case, there was an opportunity to separate and recycle considerable amounts of paper associated with offices, the school and general packaging.

Additionally, there were opportunities to minimise the generation of paper and cardboard waste through the reuse of office paper, double sided copying and reducing the amount of packaging provided in guest rooms.

Current trends in commerce and industry are also aiming to ask suppliers of goods to minimise packaging and/or to allow the return of packaging such as containers and boxes.

Glass:

Glass waste is mainly generated in the restaurants, bar and conference areas. Most of the glass waste generated in the Hotel can be separated and recycled.

Aluminium:

Aluminium generated at the Hotel Kurrajong comprises mainly of cans in the restaurant, conference areas, bar and kitchens. All aluminium can easily be separated and recycled.

Putrescible Wastes:

The kitchens generate considerable amounts of organic putrescible waste which can be composted, worm-farmed or used by farmers for feedstock.

Packaging:

Hotels generate considerable amounts of packaging waste which can be effectively eliminated or reduced. Such packaging waste usually takes the form of:

• shampoo containers;
• soap wrappings;
• gifts provided to guests including sewing kits, sweets and toiletries.

These items are usually part of marketing the Hotel and present very inefficient and sometimes unnecessary packaging. Opportunities exist to eliminate the items altogether, or at least package them more efficiently. For example, instead of providing shampoo in small plastic bottles, it could be provided in a refillable dispenser within the shower recess or bath.

There are significant economic and environmental benefits associated with solid waste minimisation and recycling. Environmental benefits include more efficient reuse of natural resources through recycling, and a decrease in the quantity of waste sent to landfill. The economic benefits include decreased waste disposal costs and the possible generation of a small income stream for the Hotel.

Hotel Kurrajong is committed to the principles of waste minimisation. Hotel management envisaged that there was likely to be considerable benefits associated with implementing a solid waste minimisation program. In addition, there was potential to promote the minimisation and recycling program, and develop a `marketing edge'. The costs to implement the program were expected to be low, however no formal cost benefit analysis or assessment was conducted.

This opportunity was further investigated.

2.2.4 Wastewater Minimisation and Recycling

The two issues associated with wastewater generated at the Hotel is quantity of wastewater produced and the pollutant loading in the wastewater.

The pollutant loading in the wastewater depends on the types and quantities of `pollutants' discharged into the sewer system including:

• kitchen oils and greases;
• types and quantities of soaps used in guest rooms;
• types and quantities of cleaning agents used in the cleaning of guest bathrooms
• kitchen surfactants and disinfectants; and
• other chemicals such as pesticides and insecticides.
  

Through the installation of appropriate systems such as grease traps and filters, and education of staff in the appropriate waste disposal routes, considerable amounts of pollutants can be prevented from entering the wastewater effluent system.

Additionally, by the careful selection of chemicals such as shampoos and cleaning agents, the loading (such as sulphurates and phosphorus) can be reduced.

The principal area in the Hotel for the minimisation of wastewater is in the kitchens. As the initiatives in the kitchens are closely related to initiatives associated with solid waste minimisation and recycling, no specific initiatives with respect to wastewater were pursued. Once the solid waste initiatives have been fully implemented, initiatives for wastewater minimisation may be reviewed.

2.2.5 Chemical Usage

Hotel Kurrajong uses cleaning and disinfecting chemicals as well as the occasional use of garden and house pesticides, insecticides and fertilisers.

Through the proper selection and usage of these chemicals, there is an opportunity to minimise the usage and environmental effects of such chemicals.

AIHS and Hotel Kurrajong use cleaning products that have been designed to minimise environmental impact. Where possible the hotel uses biodegradable and low phosphorous detergents and other cleansing products.

The minimisation of laundry requirements has also reduced external use of laundry chemicals.

As a number of initiatives with respect to chemical usage had already been implemented no additional cleaner production initiatives involving chemical use were pursued.

3.0 CLEANER PRODUCTION INITIATIVES

3.1.1 Evaluation of Opportunity

Water minimisation initiatives are common practice within the hotel industry and found to be cost effective and reduce overall water consumption. Therefore, potential initiatives were implemented.

3.1.2 Project Implementation

The Hotel has implemented the following water-saving measures to minimise consumption of water:

• dual flush toilets (which limit water consumption an average of 6-7 litres/flush) have been installed in all guest rooms, student rooms and staff amenities. This reduces water usage associated with toilets by approximately 30%;
• water saving shower-roses (to limit consumption to 12 litres/minute) have been installed in all guest rooms, student rooms and staff amenities. These measures also reduce water usage by approximately 30%;
• aerators have been installed on bathroom taps, to reduce water flow to 5-6 litres/minute;
• timed irrigation devices have been installed for the garden areas;
• outside taps are tamper-proof;
• laundry is washed in an offsite laundry. The amount of water used in the laundry has been minimised by:
  • reducing the number of towels and sheets sent for washing. Towels are washed when guests place them on the floor or in the bath, and when a guest vacates the room. When a guest spends consecutive nights in the Hotel, only one of the bedsheets are changed and washed each day. Both bed sheets are washed when the guest vacates the room; and
  • wash and rinse water is recycled.
    

3.1.3 Results

Water bills for Hotel Kurrajong indicate that an average of approximately 35 kL/day of water is consumed at the Hotel. This equates to a water usage of approximately 450 litres per student or guest per day; assuming 70% occupancy for both guests and students.

A case study report prepared by Inter-Continental Hotels and Resorts (Ref: Green Hotelier, Issue 1, August 1995) lists the following benchmarks for daily water consumption at a medium size (50 to 150 room) hotel:

Good performance: <440 L/guest

Fair performance: 440 - 500 L/guest

Poor performance: 500 - 600 L/guest

Comparing these figures with the Hotel Kurrajong water consumption of 450 L/guest/day indicates that consumption at Hotel Kurrajong can be considered fair.

It is estimated that the laundry-saving initiatives reduce the amount of laundry by 10%. This results in a saving of approximately 15 kL/yr of water at the laundry, with associated reduction in laundry chemicals used, and laundry costs (a saving of around $2,250/yr).

3.2 SOLID WASTE MINIMISATION AND RECYCLING

3.2.1 Detailed Evaluation and Project Implementation

Solid Wastes Generated

As part of the Cleaner Production Demonstration Project, a waste audit was conducted at the Hotel, with the objective of addressing the types and amounts of wastes generated, and the fate of the various types of solid waste. The audit was conducted by a steward of the Hotel between August 1995 and January 1996. Methodology and results are discussed in the following sections. Wastes generated at the Hotel are summarised in Table 1.

TABLE 1

SUMMARY OF WASTES GENERATED

AREA	WASTE TYPE
Kitchen and Bar	Food Scraps Plastic Glass Cardboard Oil and Fat Tins Wax Paper Chemical Containers Broken Crockery, Pots, Pans, Etc Paper
Guest Rooms	General Rubbish (1)
Student Rooms	General Rubbish (1)
Maintenance and Housekeeping	Batteries Chemical Containers General Rubbish (1)
Administration	Newspaper Paper General Rubbish (1)
Gardens	Leaves Lawn Clippings

Note: (1) = General Rubbish comprises of foodscraps, newspaper, paper and plastics.

Waste Handling

Selected types of wastes generated at the Hotel are segregated and recycled. By recycling wastes, the amount of waste collected and disposed to landfill is minimised.

Wastes generated in the kitchen, bar, student rooms, maintenance area and housekeeping area are sorted in a dedicated "recycling room" located adjacent to the kitchen. The following recyclable materials are segregated:

Oil and fat is segregated in the kitchen area and placed in containers.

Kitchen, bar, housekeeping and maintenance staff are responsible for segregating the recyclable wastes generated in their respective areas. Students are responsible for emptying their own bins and segregating recyclables appropriately. The recycling program is overseen by the maintenance manager and a kitchen steward.

The remaining waste generated in these areas is not recyclable, and comprises of tins, wax paper, dirty cardboard and plastic, soiled paper, empty chemical containers and broken kitchen implements. The non-recyclable wastes are placed in a 3 m³ skip located at the loading dock.

Guest rooms are supplied with two bins - one for paper and the other for general rubbish. Bins containing paper are emptied into the central paper collection bin. General rubbish bins are emptied directly into the 3 m³ non-recyclables bin.

Waste paper and newspaper generated in the administration area is segregated for recycling. General rubbish is placed in the central non-recyclables bin.

Garden waste is handled by the gardening contractors.

Volumes of Solid Waste Generated

The solid waste audit involved recording the amounts of recyclable and non-recyclable wastes generated from the Hotel on a regular basis. The various bins were inspected and weighed, and the volumes of wastes generated were estimated. According to the steward, the most reliable data was collated for the four month period October to January (inclusive). Using the data for this period, annual weights and volumes of the various waste types have been extrapolated, and are presented in Table 2.

TABLE 2

ESTIMATED ANNUAL AMOUNTS OF SOLID WASTES GENERATED

WASTE TYPE	ESTIMATED ANNUAL WEIGHT (kg/yr)	ESTIMATED ANNUAL VOLUME (m3/yr)
RECYCLABLES
Glass Paper Cardboard Clean vegetable scraps Other foodscraps Plastic Aluminium Oil and fat Corks Batteries	36,924 5,096 Not measured 7,832 8,280 292 51 Not measured 39 0(1)	138 28 (estimated) 252 52 53 48 Not measured 1,132 litres Not measured 0(1)
Subtotal Recyclables	58,514(2)	571(3)
NON-RECYCLABLES
Chemical containers Crockery Wax boxes Tins Other	84 drums 60 492 224 7,840	1.7 (estimated) Not measured Not measured Not measured Not measured
Subtotal Non-Recyclables	8,616(4)	364 (Measured)
TOTAL	67,130(5)	935(3)

Notes: (1) No batteries were recycled during the audit period. The amount of waste batteries generated annually is anticipated to be low.

(2) Does not include cardboard or oil/fat.

(3) Does not include aluminium, oil/fat or corks. These volumes are estimated to be low.

(4) Does not include chemical containers.

(5) Does not include chemical containers, oil/fat or cardboard.

Fate and Cost of Wastes

The fate and collection/disposal costs for the various types of solid waste are summarised in Table 3.

All recycling services are provided free of charge. The fee of $18/pickup for non-recyclable waste translates to an average annual fee of $2,808 for waste collection and disposal.

TABLE 3

FATE AND COST OF SOLID WASTES

WASTE TYPE	FATE	COST
RECYCLABLES Glass Paper Cardboard Clean vegetable scraps Other foodscraps Plastic Aluminium Oil and Fat Corks Batteries NON-RECYCLABLES	Cleanaway Recyclers Canberra Cardboard and Waste Recyclers Canberra Cardboard and Waste Recyclers Earthwhile (Worm Farm) Earthwhile (Compost) Local Shopping Centre Recycler Local Shopping Centre Recycler Vatman collects and transports to recycler Hotel personnel make cork boards and sell (proceeds to charity) Mugga Way (Council) Landfill (dedicated area) Cleanaway collect and dispose to Mugga Way (Council) landfill.	$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18/pickup

Other Waste Minimisation Initiatives

To minimise the generation of waste packaging in the guest rooms, individual packages of bathroom products (shampoo, conditioner and soaps) have been replaced. Soap, shampoo and conditioner are now provided in a dispenser, containing a replacement product termed "bodywash", which is located in each shower. One individually wrapped soap is supplied at each hand basin.

3.2.2 Results

The results of the solid waste audit indicate that the recycling program implemented at the Hotel has had the following benefits:

• Approximately 40% (by volume) of solid waste generated is recycled;
• Approximately 570 m³ of landfill space is saved annually;
• Approximately $4,500/yr in waste disposal costs is saved.
• All recyclable materials are being effectively recycled, conserving raw materials / resources.
  

Personnel involved in the recycling program reported that:

• Following an initial "breaking in" period, the time taken by kitchen/bar staff to segregate recyclable materials was negligible;
• The steward and maintenance supervisor spend a total of approximately 3 hrs/week overseeing the program;
• Approximately 70% of waste generated which could be recycled is being recycled. 100% of glass is recycled. Recycling efforts could be further improved through additional training for new staff.
  

4.0 REVIEW OF PROJECT

The solid waste collection and recycling system is effectively reducing the offsite environmental impacts of the Hotel with associated reduction in waste disposal costs to the Hotel.

Water saving initiatives (through installation of devices) have also effectively reduced water consumption, and are relatively simple to implement.

Management of the Hotel has shown total commitment to waste minimisation and appropriate product selection. Clearly, this is seen as not only a direct cost saving but also of great marketing edge to the Hotel. In return, the staff at the Hotel have embraced the principles of waste minimisation with considerable enthusiasm and commitment. This is reflected in the success of the waste minimisation initiatives.

5.0 CONCLUDING REMARKS

The cleaner production initiatives at Hotel Kurrajong has another specific benefit in that it demonstrated to students at the hotel how cleaner production can be applied and these students can then apply this knowledge to the hotels they may subsequently work in.