Hotel Bellavista Sevilla Quality and Environmental Policy
ENJOY YOUR TRIP TODAY, LEAVE A BEAUTIFUL FOOTPRINT FOR TOMORROW
• When planning your trip, choose sustainable accommodation.
• Prioritize train, bus, and walking whenever feasible; and if you fly, choose direct flights (fewer emissions than flights with stopovers).
• At your destination, use public transport, bicycles, or walking routes.
• Every action counts at the hotel:
o Reuse sheets and towels; you can request changes when you need them.
o Take shorter showers and turn off the tap while soaping up/brushing your teeth.
o Use A/C moderately and turn it off before leaving, just like the lights.
o Consume responsibly at buffets, avoiding food waste.
o Value the amenity dispensers: they avoid a large amount of waste.
Use technology to avoid printing on paper.
Respect local life: noise, trash, rules, and sensitive areas (parks, riverbanks, heritage sites).
Separate waste.
Eat local and seasonal food (supports the local economy and usually has a lower footprint).
Buy locally-made souvenirs. Visit our local markets and shops. They are more authentic and full of history.
WE ARE ALREADY TAKING ACTION, AND WE LIKE TO TELL YOU ABOUT IT:
Hotel Bellavista Sevilla has a Quality, Environment, and Sustainability system oriented towards its stakeholders and customer service. The scope of the management systems is the accommodation, restaurant, and special events service.
Our organization is firmly committed to the 2030 Agenda, the 17 Sustainable Development Goals (SDGs), and their 169 targets, thus contributing to sustainable development and maximizing the positive impacts our organization generates on society, the economy, and the natural environment. Our main objective is to satisfy the needs of our stakeholders efficiently, without compromising the needs of future generations and the rest of the environment surrounding the organization.
To achieve this commitment, we have defined and approved a policy that includes statements regarding the 3 Management Systems:
• To offer an optimal level of quality, always at a price proportional to our category, as a differentiated strategy in the sector, as it is the best way to ensure our path to success and our position in the market.
• To maintain extreme care in details, service, and personal customer contact, providing the highest degree of satisfaction and well-being when guests stay at Hotel Bellavista Sevilla.
• To comply with requirements and continuous improvement, analyzing and striving to have the best practices, improving the effectiveness of the management system and environmental performance, and bearing in mind that everything can be improved. Thus, by investing in human capital (incentivizing continuous training) and assets (allocating budgetary items for the renovation and modernization of facilities and systems), the continuous improvement of the company is guaranteed.
• To offer solutions and/or alternatives to our customers so that they are fully satisfied, thus meeting their expectations. We want our customers to be the ones who judge the quality of our establishment.
• To comply with the legislation and regulations (regarding quality, environment, and sustainability) applicable to our activities and services at the European, national, regional, and local levels, as well as other requirements to which the organization voluntarily subscribes.
• To commit to the protection of the environment, including the prevention of pollution of the atmosphere, water, and soil, as well as other natural resources that may be affected by our operations. Its monitoring will be such that it allows for the reduction of impacts on the environment, not only in our establishment but in any space where our staff carries out an activity.
• To facilitate accommodation and maximum comfort for all those customers who have any type of physical or mental sensory disability. All our customers will be treated equally. Our goal is their maximum comfort and quality, with our support and dedication.
• We will strive to ensure that our company's activity not only does not negatively impact the Environment but that, as far as possible, our organization collaborates with associations and NGOs to make our surroundings a more pleasant place to live for everyone.
• Our organization has taken sustainability as the fundamental basis of our actions, thus aligning our strategy with the fulfillment of the SDGs and the 2030 Agenda approved by the United Nations in 2015.
• We have ethical and responsible behavior to ensure the efficiency of our activities without compromising the environment surrounding us and to guarantee a dignified and fair work environment.
• We maintain transparent communication with our stakeholders, ensuring at all times the fulfillment of their expectations and needs.
• We carry out continuous monitoring of our performance regarding the fulfillment of the SDGs, applying corrective actions if necessary to continue improving year after year.
• Based on these management approaches, Hotel Bellavista Sevilla establishes a program of objectives that includes those related to the environment, quality, and sustainability.
This policy is integrated within the Quality, Environment, and Sustainability Manual, own edition: ED 06 Date of Approval: 09/26/2024
With the aim of reducing our impacts on the environment, Hotel Bellavista Sevilla has implemented the following measures in its management:
Energy and Water
• LED and low-consumption lighting.
• Sensors in common area lighting.
• Installation of photovoltaic panels for energy generation from renewable sources.
• Partial water flush for toilets.
• Flow reducers with aerators on taps.
• Towel cleaning signs in the rooms.
• Installation of photovoltaic panels.
• Installation of charging points for electric vehicles.
• Replacement of A/C machinery with more modern and efficient ones that allow us to reduce electricity consumption and our carbon footprint.
Purchasing:
• Local suppliers.
• Promotion of the consumption of natural, fresh, and seasonal products.
• Bulk purchases, avoiding individual portions and excessive packaging.
• Use of cleaning products with ECOLABEL or ECOFRIENDLY certification.
Equipment:
• Use of solar panels that contribute to heating the water.
• Installation of photovoltaic panels to generate clean energy, reducing our carbon footprint.
• Replacement of the boiler with one of higher efficiency and lower environmental impact.
• Installation of gel and shampoo dispensers in the bathrooms, avoiding the generation of individual containers.
Waste:
• Segregation and control of solid and organic waste.
• Separation of cooking oil to turn it into a by-product instead of waste and an agreement with the NGO Madre Coraje for its collection.
• Delivery of hazardous cleaning and/or maintenance waste to an Authorized Waste Manager.
• Segregation of electrical waste, including batteries, mobile phones, and cells.
• Reduction of paper waste, focusing on the digitalization of processes.
• Linen Defects: Damaged linen is donated to Animal Associations.
• Waste removal (glass, plastic containers, metal containers, cardboard, and glass) through authorized managers.
• Installation of new organic waste digester machinery, capable of converting organic waste into clean water.
We are also pleased to highlight the following environmental strengths:
1-WASTE:
Proper implementation of an exhaustive selective collection system for the waste generated in the hotel.
The collection of linen waste and defects is managed properly through their donation to an Animal Shelter in the City.
Cardboard, glass, containers, electrical and electronic waste, oils, and Hazardous Waste are removed by an authorized manager.
An organic waste digester machine is installed, capable of converting it into water.
2-CONSUMPTION OF PRODUCTS AND SUBSTANCES:
Rationalization of consumption through the dissemination of good practices and instructions in the operational departments of the hotel (elimination of lists, double-sided printing, etc.).
Many printed materials have been progressively eliminated. Total elimination of signage at reception and its replacement with a digital screen. Consolidation of an external printing house with ISO 14001:2015 certification that supplies us with products using recycled paper or paper from sustainable forests (more ecological printed materials). This leads us to join forces in the fight for the Environment, becoming our lead supplier.
The conversion of the hotel into a smoke-free space, an action that improves our image, is more ecological, and also means a reduction in products such as air fresheners, cleaning products, and paints. Currently, 100% of the indoor spaces of the hotel are smoke-free. The only area where smoking is permitted is in the swimming pool garden area.
3-COMMUNICATION:
The communication tools of the Quality System are used for internal communication.
All tourist groups (which are the ones that consume the most resources) are informed in their languages, and thus we have environmental good practices in Spanish, English, and French.
Commitment to the digitalization of information so that it is updatable more quickly and with a lower risk of contagion in the face of the new situation.
Information on the possibility of requesting a copy of our Quality and Environment Policy is included in the email signature footer.
4-ENERGY CONSUMPTION:
These are our objectives and the evolution of energy consumption for this quarter:
A) 3% reduction in electricity consumption per client. Compliance with this objective will be the responsibility of the Quality and Environment Manager, with an operational deadline until 12/31/26.
Only hotel guests are counted, not those of the apartments.
The starting ratio is 8.9049 kw/client. Therefore, the ratio to be achieved is 8.6377 kw/client. The data for this quarter are:
| month | Consumption in Watts | Consumption in € | Number of Clients | Number of Rooms | W/Client | W/Rooms |
|---|---|---|---|---|---|---|
| JANUARY | 29,208 | 4,417 | 3081 | 1713 | 9.48003895 | 17.05078809 |
| FEBRUARY | 21,648 | 3,406 | 4858 | 2287 | 4.4561548 | 9.465675557 |
| MARCH | 24,821 | 3,457 | 4860 | 2422 | 5.10720165 | 10.24814203 |
This represents a total consumption of 75,677 kw and a ratio per client of 5.9127 kw/client, below the obtained ratio. Given that the replacement of the A/C machinery has been confirmed for the second quarter of the year, this objective is being modified. NEW OBJECTIVE: ACHIEVE A RATIO OF 6.98 KW/CLIENT.
In comparative terms, the results are as follows:
| month | C W 2025 | C W 2026 | W/Client 2025 | W/Client 2026 |
|---|---|---|---|---|
| JANUARY | 24,827 | 29,208 | 8.07382114 | 9.48003895 |
| FEBRUARY | 20,213 | 21,648 | 5.10816275 | 4.4561548 |
| MARCH | 23,806 | 24,821 | 4.57895749 | 5.10720165 |
Comparatively, we have gone from a ratio of 5.6288 kw/client in 2025 to 5.91272 kw/client, worsening the comparison, although the results in both cases were below the target. Given that the largest increases in the ratio are reached in the 3rd quarter, when we will already have the new A/C installation operational, it is considered appropriate to modify the objective.
B) 3% reduction in water consumption per client. Compliance with this objective will be the responsibility of the Quality and Environment Manager, with an operational deadline until 12/31/2026.
Although the objective is ambitious, the water risk situation the city is facing leads us to maintain a tough objective.
The starting ratio is 202.2427 l/client. The objective will be 196.1754 l/client.
To see the evolution and scope of this, we continue to use the water consumption indicator that specifies the liters/client ratio (the application provides it in m3).
The quarterly data are as follows:
| month | Consumption in M3 | Consumption in € | Number of Clients | Number of Rooms | L/Client | L/Rooms |
|---|---|---|---|---|---|---|
| JANUARY | 760 | 2,242.40 € | 3307 | 2003 | 229.815543 | 379.43 |
| FEBRUARY | 993 | 2,890.14 € | 4190 | 2290 | 236.99284 | 433.62 |
| MARCH | 1,086 | 3,177.91 € | 5251 | 2771 | 206.817749 | 391.92 |
This represents a quarterly ratio of 203.7316 l/client, worsening the starting results.
Comparatively speaking with 2025, we have the following results:
| month | Consumption in M3 2025 | Consumption in M3 2026 | L/Client 2025 | L/Client 2026 |
|---|---|---|---|---|
| JANUARY | 674 | 760 | 203.8101 | 245.716133 |
| FEBRUARY | 756 | 993 | 180.429594 | 197.297834 |
| MARCH | 972 | 1,086 | 185.107599 | 186.951282 |
As we can see, we have gone from a ratio of 188.421713 l/client to 203.7316 l/client. We will see if by decreasing the Asian clientele we manage to lower the ratio.
C) Reduction of gas consumption by 2% in kw/client. For this, the kw/lodged client ratio is created, given that the main consumption of gas is used in the laundry and for DHW (Domestic Hot Water), on which occupancy has a direct impact.
The starting ratio is 6.5694 kw/client. The objective is 6.4380 kw/client.
The quarterly results are as follows:
| month | Consumption in kw | Consumption in € | Number of Clients | Number of Rooms | kw/Client | kw/Room |
|---|---|---|---|---|---|---|
| DEC-JAN | 4,512 | 519.50 € | 3099 | 1722 | 1.45595353 | 2.620209059 |
| JAN - FEB | 37,720 | 2,687.56 € | 5251 | 2540 | 7.18339364 | 14.8503937 |
| FEB - MAR | 27,175 | 2,412.38 € | 4675 | 2301 | 5.81283422 | 11.81008257 |
The ratio for this quarter is set at 5.32875 kw/client, below the objective. If we continue on this path, we will achieve the objective.
Comparing the data with those of 2025, we have the following results:
| month | Consumption in kw 2025 | Consumption in kw 2026 | kw/Client 2025 | kw/Client 2026 |
|---|---|---|---|---|
| DEC-JAN | 25,218 | 4,512 | 7.3586227 | 1.45595353 |
| JAN - FEB | 33,246 | 37,720 | 7.97075042 | 7.18339364 |
| FEB - MAR | 30,174 | 27,175 | 6.92222987 | 5.81283422 |
This means going from a ratio of 7.41306 kw/client to a ratio of 5.32875 kw/client. A saving very much in line with the decrease in laundry activity. If this continues, the objective is achievable and perhaps we should review it in the second quarter.
5.- SUSTAINABILITY OBJECTIVES.
They were set in the second quarter of 2025 in order to undertake a new line of action.
The SDGs on which we focus our action are as follows:
SDG 4: QUALITY EDUCATION: the actions to be taken are as follows:
1. Continuous training for workers.
2. Facilitate access to internships for people with difficulties entering the job market.
SDG 6: CLEAN WATER AND SANITATION. The actions to be taken are:
1. Install motion sensor taps in 100% of the common restrooms. Again, this action is postponed to Nov 2026/ Jan 2027, so alternatives related to this SDG are being sought.
2. Install a waste system that eliminates organic waste by transforming it into clean water. As of the closing date, the installation of the machinery is pending, which will possibly be carried out in the first week of May.
SDG 7: AFFORDABLE AND CLEAN ENERGY The actions to be taken are as follows:
1. Replace old high-consumption equipment (1991) with more current ones with lower consumption. As of the closing date, the indoor units (fan coils) have been replaced, and 1 of the 2 air conditioning machines has been installed.
2. Install motion sensors in the rooms to prevent the air conditioning from being left on when the customer is not in the room.
Given that the air conditioning system that is going to be installed has a system that allows for A/C control from reception, this option is discarded due to duplication of resources for the same purpose.