Fairmont St Andrews - hotel guests see the difference

Background

This case study demonstrated the cost savings and environmental benefits that can be achieved by hotels and other enterprises by implementing simple and low-cost measures to improve resource efficiency and reduce waste. 

Staff and visitor behaviour is seen as key to achieving savings.  Resource usage was monitored to focus action on areas of high wastage and to drive improvements.

The hotel and golf complex now known as Fairmont St Andrews was built in 2000 and opened in 2001.  Agricultural land surrounds the hotel and two golf courses including a Site of Special Scientific Interest (SSSI) and there is a nature reserve nearby. 

In 2002, the owners implemented a systematic approach to waste minimisation with the aim of optimising resource use and minimising the site’s environmental impact. The programme is led by the Environmental Administrator with support from members of the Green Team.

Water minimisation initiatives

The golf courses were designed to reduce water costs and consumption through the use of boreholes and reservoirs.  However, the hotel building was not designed to minimise water use.  Since 2002 a series of measures has gradually cut costs and improved resource efficiency.

Savings have been achieved by:

• installing water meters in the manor house and hotel, and checking readings against water company bills;
• changing the size of the inflow mains water pipe;
• removing the charge for surface water treatment as all rainwater drains to sea;
• implementing training and awareness programmes for staff and guests;
• installing: water displacement devices in cisterns and dual flush toilet, urinal controls (timer/sensor), aerated taps in all rooms, slow flow/self-closing taps, water-efficient washing machines and other equipment; and

• washing towels and linen only in agreement with guests - this measure reduced washing by 50%.

In the hotel's grounds, brown water is recirculated for golf course irrigation.  Rainwater is channelled to drains and ground ponds before being released to the sea.

Following negotiations with Scottish Water the company obtained a four-year rebate on its water charges.  Annual water consumption is now around 206,000 m³ and in 2005, the hotel paid approximately £144,930 for water supply and wastewater treatment.

Resource efficiency initiatives

The main waste streams generated in the hotel and grounds were identified as: general waste, paper, cardboard, newspapers, plastic cups, plastic packaging, printer cartridges, fluorescent tubes, furniture, waste electrical and electronic equipment (WEEE), white goods, refurbishment/construction waste, food waste, vegetable cooking oil and green waste

A spreadsheet was used to track waste types, quantities and costs over time, while key performance indicators (KPIs) monitored the amount of waste diverted from landfill against occupancy rate/time.

Waste  initiatives:

• identification and monitoring of all major waste streams;
• an effective segregation and recycling system that removes 60% of recyclable materials and WEEE from the general waste stream (including paper, cardboard, plastics, cans, plastic cups, printer cartridges, mobile phones, fluorescent tubes, computers, fridges);
• staff training and awareness via emails, notices, meetings and one-to-one training;
• preventative maintenance and re-use/mending of furniture, textiles, equipment etc;
• efficiency improvements such re-use of uniforms, removal of unnecessary labelling and packaging, and take-back schemes;
• removal of waste cooking oil by specialist contractor for recycling off-site; and
• the installation of a compactor to reduce uplift charges and the volume of waste sent to landfill.

Energy initiatives

Consumption is monitored through sub-meters around the hotel and grounds.  Measures 2002-06 included: 

• insulating all hot water tanks, pipework, roofs, walls, ceilings and floors;
• upgrading central heating controls;
• reducing lighting levels and the number of lights;
• fitting energy-efficient lighting;
• installing energy-efficient equipment (washing machines, dishwashers, etc);
• staff training in room temperatures and switching off equipment in unoccupied areas; and
• installing a combined heat and power (CHP) unit which generates 500 kW of electricity and all hot water and space heating for ten months of each year.

Environmental management

To meet environmental policy objectives, the hotel’s management contains action plans which  focus on improving resource use (water, waste, raw materials and energy).  These actions are co-ordinated and implemented by the Environmental Administrator and the Director of Facilities.  The success of the action plans is measured using key performace indicators such as m³ water consumption per month, tonnes of waste diverted from landfill per year and kWh energy used per month.

A supply chain event was held in 2006 to raise awareness of resource efficiency and opportunities for joint working and added service value. Suppliers are now evaluated according to their environmental credentials and encouraged to incorporate resource efficiency into their products and services.

Business benefits

The benefits to Fairmont St Andrews of implementing a systematic approach to resource efficiency include:

• cost savings of over £209,000 between 2002-06;
• further identified potential cost savings of over £310,000/ year; and 
• an improved public image.

The future 

During a FastTrack visit in 2006, Envirowise reviewed progress to date and helped Fairmont St Andrews to identify potential estimated savings totalling over £310,000.  Options to harness energy from renewable sources are being considered while further improvements will be implemented as part of the environmental management system being developed.