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Pamodhi Pabasara Wickramagedara s3726567 Hotel Services General Manager Crowne Plaza Melbourne Hotel Pamodhi Pabasara Wickramagedara s3726567 Hotel Service General Manager Crowne Plaza Melbourne Hotel Launching the Green Engage system - Aiming to reduce energy, water and waste produced Unable to attain Micro-credential Badge

Business Plan Contents 1. Business Idea 2. Business Structure 3. Organisational Value Chain Diagram 4. Analyse your company's value chain 5. Identifying a value adding activity 6. Identify a non-value adding activity 7. Variable Cost 1 8. Variable Cost 2 9. Fixed Cost 1 10. Fixed Cost 2 11. Define CSR in your business setting 12. Environmental/resource impacts 13. Community impact & engagement 14. Internal stakeholders 15. Testing your research skill 16. Describe how the success of your business idea will be measured

17. Performance Measure - Financial 18. Performance Measure - Non-financial 1 19. Performance Measure - Non-financial 2 20. Performance Measure - Non-financial 3 21. Similarity Check 22. Microcredential Reflection Reference List

1. Business Idea Crowne Plaza Melbourne offers affordable and modern accommodation in Melbourne CBD, just minutes away from many attractions. Located a short walk away from the Melbourne Convention and Exhibition Centre, the hotel’s facilities and premium services make it the ideal choice for business travellers, couples, families and solo travellers. We recognizes that sustainability is important and have designed the Green Engage to help reduce energy, water and waste, and improve the impact on the environment. Rolling out our new environmental sustainability program - The Green Engage. Guests can opt in to conserve energy and water, preserve resources and reduce waste and earn points per stay via an app or by simply hanging a greener stay hanger on their door by 2 am to bypass housekeeping services for their stay. The IHG Green Engage system ensures that our surroundings are preserved for everyone to enjoy. From using smart design and innovative systems, everything that hotel does aims to be sustainable to make a positive difference to our planet. The IHG Green Engage system has three levels of certification that Crowne

Plaza can achieve. Attaining Level 3 certification or above can reduce overall energy use by up to 25%. Level 1 The hotel has undergone ten best practice solutions that set them up for success and support them through activities that provide immediate energy and costs savings. This includes actions such as tracking consumption data, setting up a property green team and installing energy efficient lighting in guest rooms. Level 2 the hotel will begin to see the benefits of sustainability on property and have taken steps to implement solutions such as sustainable purchasing and ingraining sustainability into the hotel operations. Level 3 the hotel will have mastered the foundations of sustainability by now, and will embark on larger projects, such as installing energy efficient appliances and sustainable site management. 2. Business Structure To launch and retain the success of the Green Engage at Crowne Plaza we will have to establish a partnership with our suppliers and assistance from the company to implement the operations. The Green Engage was established after the hotel realized how much unnecessary waste was being produced from the housekeeping, front office and food & beverage department. From the amount of single use items being discarded daily to the energy and food waste being produced we decided that it was time to look for a more energy efficient and sustainable approach 3. Organisational Value Chain Diagram

4. Analyse your company's value chain Inbound Logistics: Hotel sourcing locally purchased raw metals in bulk. Procuring specialised material importation. Avoiding waste and buying only what is required. Operations: Effectively implementing the the Green Engage which will contribute in power and energy saving for the hotel. Installing bulk use product in housekeeping and for guest rooms and eliminating single use items. Proper practise and training on recycling and repurposing when you can. Outbound Logistics: Strong control over global distribution channels. Just in time delivery. Marketing Sales: Aiming for a high brand identity an maintaining a strong brand reputation for local and international market. Hotel pushing guest to engage with the Green engage program to maintain the notion of being a socially responsible property. Service: All departments (especially Front Office and Food and Beverage outlets) providing high quality customer care. Bringing in guests and rewarding them with those who choose to bypass housekeeping services in order to maintain the goal of being a sustainable traveller. 5. Identifying a value adding activity Crowne Plaza Melbourne becoming socially responsible can bolster the company's overall image and build a positive brand reputation in the International market too. The hotel becoming sustainable can empower employees to leverage the corporate resources at their disposal to do good. Crowne Plaza Melbourne incorporating the Green Engage efficiently can boost employee morale and lead to greater productivity in the workplace. This could additionally increase customer loyalty, attract top-tier employees wanting to make a good difference all while achieving increased profitability and long-term financial success. 6. Identify a non-value adding activity The hotel is in a great position to recycle, and it won't cost anything. Since majority of waste consists of food, office paper, cardboard, aluminium cans, and plastic bottles. Identifying the materials the hotel uses the most the Green Engage can help determine the best practices to easily recycle them. Recycling in the hotel will reduce the amount of waste sent to landfills and incinerators, conserve natural resources such as timber, water and minerals, increase economic security by tapping a domestic sources for materials,

prevent pollution by reducing the need to collect new raw materials and ultimately save energy and the environment. 7. Variable Cost 1 Guest room ammenities & supplies Ammenities such as soaps, shampoos, towels, bathrobes and and supplies such as housekeeping cleaning supplies are variable costs due to hotel occupancy and business volume. As the business volume and occupancy increases, variable costs too will increase; as the hotel occupancy decreases, variable costs will also decrease as well. If produce is not used it creates excessive stock that goes against the bulk buying aim in Green engage program. 8. Variable Cost 2 Alcoholic, non-alcoholic beverages, meat, vegetables, minibar items, are also deemed as variable costs and depend on hotel occupancy and business volume. As business volume or occupancy increases, variable costs will increase; as hotel occupancy decreases, variable costs should decrease as well. If produce is not used it could potentially expire which would create excessive waste that jeopardises the Green engage program. If produce is used but there is still left over the hotel can put into practise of recycling the waste correctly. 9. Fixed Cost 1 Yearly maintenance contract fees ( AMC ) for all equipments, machineries and Hotel Management software's are all fixed costs for the hotel. This is because not of these costs are effected by changes in occupancy or sales volume. The costs hold little direct relationship to the business volume because they do not change significantly when the number of sales increases or decreases. 10. Fixed Cost 2 Land, Building Taxes to government is also a fixed cost because they do not change significantly when the hotel occupancy increases or decreases. The hotel have a fixed figure to estimate for these costs. 11. Define CSR in your business setting Corporate Social Responsibility is a management concept whereby companies integrate social and environmental concerns in their business operations and interaction with their stakeholders. At Crowne Plaza, CSR is considered as part of corporate governance and directors constantly consider sustainability issues, such as environmental and social factors, as part of their strategic formulation.

CSR has become a management strategy the company has taken into account to consider the social and environmental aspects and consequences during operations. CSR is considered in all aspects to conduct responsible and ethical practises for stakeholders whilst respecting the environment at the same time. The hotel upholds CSR by developing and following strategies to reinforce sustainability in the property by using the three pronged approach. Being efficient: developing with less resources and waste. Being clean: developing without polluting the environment. Being green: developing while preserving greenery, waterways and protecting natural heritage. 12. Environmental/resource impacts Since the emergence of the Green Engage system the hotel has started to see increased accountability and awareness and seen stakeholders switching to eco friendly products, greener spaces and work environments and adopt a new monitoring system that assess the energy consumption levels. The switch to becoming more conscious about the environment has the business starting to consider and revise the approaches and benefits the switch brings to the company’s reputation, branding, clientele, consumers, social following, and overall environment. In the long term outlook Crowne Plaza will continue to commit to CSR and innovate new strategies and schemes in sustainable development to commit to their own mission and contribute to CSR. The hotel will continue to incentivise guests who participate in opting into to strategies that promote sustainability. 13. Community impact & engagement Crowne Plaza’s development of CSR programs and strategies to boost customer loyalty, conserve environments, reduce social problems and contribute to the development of communities has seen several initiatives kick off to a positive path, from the launch of linen exchange programs, the switch over to environmentally friendly cleaning products and energy conservation techniques through the installation of energy saving devices and eco friendly workspaces the practice CSR will achieve the hotel a better influence, increase sales, increase public relations, be more visible to potential investors, and promote customer loyalty. The CSR programs and strategies of Crowne Plaza has birthed partnerships with the local government and community. With one of the biggest partnerships being Make-A-Wish Australia; an independent children's charity, that relies solely on the generosity of partners, communities and supporters

to carefully plan and execute wishes to create an impact on the lives for not only sick children but for their families and communities. Crowne Plaza will continue to upkeep the CSR programs and strategies in place and innovate new ways to serve the environment and greater community in a positive, impactful way. 14. Internal stakeholders With the hotel looking to implement move environmentally friendly policies, the company must consider the knowledge, awareness, attitudes and behaviours in their employees and customers in the process. Although employees may appreciate and gain greater job satisfaction from working for an environmentally aware business. The company should oversee that the introduction of environmental policies and to change to employees routines are supported by training and open discussions on how to tackle and improve concerns regarding changes. For customers. Guest who value sustainability and understand the impact they have on the environment will continue to be rewarded. A new way the hotel can differentiate their programs is to allow guests to choose which option they prefer being points for themselves or to donate to current partnerships with foundations like Make-A-Wish or a charity of their own liking. All with the main reason of promoting and rewarding the participation in eco rewards programs which can make an immense bottom-line difference. 15. Testing your research skill For this section we will look into the sustainability structure and approach at Accor Hotels group Accor hotels aims to commit to sustainable value creation, by giving back to planet and community. They too have sustainability programs like; Our Planet 21 & Acting Here program and Plant for the Planet programme which act for “positive hospitality” and have set ambitious objectives to meet by 2020. Accor hotels' sustainability approach is structured around four strategic pillars: which involves working with their employees, involving their clients, innovating with their partners, and involving local communities and the food and buildings being the two key areas they primarily focus. With launch of Planet 21 in 2011, Accor has innovated an action plan that offers their hotels 65 methods to promote sustainable development. This includes a four-level rating system: Bronze, Silver, Gold and Platinum. Each tier determines the progress each property is making in administering the program with their mains objective being; encouraging each employee to go

as far as possible to help customer appreciative the importance of their sustainable initiatives Accor hotels programs has seen success over the years. - Resulting in 100% of all hotels properties being involved in a citizen initiative or solidarity programme. - 100% of existing and developing properties being refurbished to low-carbon buildings by the end of 2020. - 30% food waste reduction by 2020. - A tree being planted every minute for Accors Plant for the Planet programme. 16. Describe how the success of your business idea will be measured For managing costs that may surface from the green investment and to not jeopardise the success of the strategies and work quality for staff and guests. Crowne Plaza implemented a cost-effective method in utilizing low energy architectural infrastructure to minimize excess heat production and maximized the optimization of natural light and ventilation. Other methods included the cut back on the use of paper consumption and the monitoring of maintenance and engineering department and external contractor performances via reports every individual was expected to turn in at the end of the day from their respective worksite for analysis. This reporting technique provided a detailed sustainability monitoring opportunity. Maintaining consumption levels in the reporting system allowed the Green Engage team in the hotel to measure performance, progress and risks. Managing all the database of reports reinforced the hotel to pursue their mission in becoming a sustainable hotel. 17. Performance Measure - Financial Financial KPIs are metrics businesses use to monitor, evaluate, and analyse the financial progress of the company. Financial KPIs fall under a various brackets, including liquidity profitability, efficiency, solvency, and valuation. It is important to understand and measure these metrics, to assist better in positioning business in performing better from a financial perspective. This knowledge can also be used to adjust current goals in the hotel and contribute to critical strategic objectives. 18. Performance Measure - Non-financial 1 Customer Service Being open and taking aboard customer service feedback helps Crowne Plaza engage with guests to promote the use of sustainable practices and is

what helps build strong relationships between stakeholders. Customers that offer positive feedback and leave positive reviews online can promote the mission and identify and strengthen the brand When businesses don't have strong customer service skills with a culture of promptly following concerns and queries it could be detrimental. That’s why CP is fully transparent with their mission and goals and provide information that addresses any queries or concerns regarding the Green engage system. Employees working in a company that invite customer service feedback are more inclined to be efficient and engaged at work. At CP, all stakeholders feedback is considered regarding new process and strategies. The hotel has reduced in employee turnover and employees are willing to stick with the company through business changes and economic challenges. 19. Performance Measure - Non-financial 2 Innovation Measuring innovation with key metrics is what will push the business forward. Mutual efforts and actions are what drive innovation and serve the company to adapt their behaviours as well as take initiative to meet KPIs and sustainability goals. At Crowne innovation is measured by three metrics. - Guide and reviewing through resource allocation process. - Promote employees to adapt to change which will benefit new processes. - Assess the effectiveness of launched innovation activities and adjusting if need be. Measuring innovation is to ensure the business is progressing in the desired direction. Innovation metrics the business to assess if enough resources are being invested into activities, and more specifically, if enough training and support is being provided for executing the correct activities and practises to achieve desired results. 20. Performance Measure - Non-financial 3 Purchasing In Crowne Plaza, purchasing management is responsible in analysing and deciding the best suppliers as per the quality of products and rational pricing. Purchasing officers are responsible for stabilising the production costs and settling with suppliers and securing contracts for mutual benefit. The area of purchasing contribute to customer satisfaction by the following ways:

- Sourcing the best quality of products and ensuring on-time deliveries. - Negotiating and securing the best supplies and ingredients at reasonable prices in aims to reduce waste and aim to cost cut which can then be utilised on guests At Crowne Plaza, officers monitor and are expected to bulk buy to rude the hotel blue footprint. The task of sourcing local ethical and environmentally friendly products is what contributes CP in remaining a sustainable hotel and supporting our Green Engage mission 21. Similarity Check 22. Microcredential Reflection

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