// <![CDATA[UPAYA PENGURANGAN SURPLUS DAN SAMPAH MAKANAN DI SEKTOR PERHOTELAN]]> 0416087701 - Siti Ainun , S.T., S.Psi, M.Sc Dosen Pembimbing 1 HARASHTA HAIFA ZAHRA / 252020059 Penulis
Industri perhotelan, khususnya departemen Food and Beverage (F&B), merupakan penyumbang signifikan terhadap timbulan surplus makanan (makanan berlebih layak konsumsi) dan sampah makanan (food waste). Pemborosan ini tidak hanya berdampak serius bagi lingkungan, berupa emisi gas rumah kaca (GRK) dari dekomposisi sampah organik di TPA. Pengelolaan yang efektif sejalan dengan tujuan SDGs, khususnya poin 12 (Konsumsi dan Produksi Bertanggung Jawab) dan poin 2 (Tanpa Kelaparan). Penelitian ini bertujuan untuk menganalisis upaya pengurangan surplus dan sampah makanan di empat hotel bintang lima dengan mengidentifikasi sumber timbulan, mengevaluasi upaya pengelolaan yang sudah ada, mengukur volume timbulan, menganalisis potensi pengurangan emisi GRK, serta merumuskan rekomendasi Standar Operasional Prosedur (SOP) yang efektif. Penelitian menggunakan pendekatan deskriptif-evaluatif dengan metode campuran (kualitatif dan kuantitatif). Data primer diperoleh dari wawancara mendalam dan observasi, sedangkan data sekunder mencakup laporan timbulan surplus makanan dari kerja sama dengan food bank serta data sampling sampah makanan dari hotel dengan berbagai kelas. Analisis data meliputi identifikasi sumber, evaluasi upaya pengurangan, perhitungan timbulan, dan estimasi emisi GRK. Sumber utama surplus dan sampah makanan berasal dari operasional F&B yang kompleks, seperti buffet, layanan kamar, dan acara (pernikahan, konferensi). Faktor penentu utama adalah tingkat okupansi, kalender event (contoh: peningkatan saat 'munggahan'), serta skala dan ragam fasilitas hotel. Hotel dengan fasilitas lebih lengkap (seperti Hotel C: 427 kamar, 4 restoran) cenderung menghasilkan timbulan lebih tinggi. Seluruh hotel telah menerapkan berbagai upaya pengurangan, dengan variasi efektivitas. Pendekatan terpadu dari hulu (perencanaan menu harian berbasis okupansi, pengadaan bahan just-in-time) hingga hilir (donasi surplus, pengolahan maggot/kompos) terbukti paling efektif. Kombinasi pengelolaan manual (pencatatan, penimbangan) dengan teknologi (sistem AI seperti Winnow) memberikan akurasi dan efisiensi tertinggi dalam pemantauan. Timbulan surplus makanan tertinggi berada di Hotel C (0,056 kg/bed/hari), sedangkan timbulan sampah makanan tertinggi pada hotel bintang 5 mencapai 173,44 kg/hari. Analisis komparatif menunjukkan korelasi positif antara kelas hotel dan volume timbulan. Bulan Februari mencatat puncak timbulan akibat calendar event sebelum Ramadhan. Estimasi pengurangan emisi GRK yang dapat dicapai jika surplus terkelola sebelum menjadi sampah, yaitu tertinggi di Hotel C (2,25 ton CO2- eq/bulan), diikuti Hotel D (1,89 ton CO2-eq/bulan), Hotel A (1,26 ton CO2- eq/bulan), dan Hotel B (1,22 ton CO2-eq/bulan). Hal ini menunjukkan kontribusi signifikan pengelolaan makanan terhadap mitigasi perubahan iklim. Pengelolaan surplus dan sampah makanan di sektor perhotelan memerlukan pendekatan holistik dan terintegrasi. Rekomendasi SOP yang dirancang mencakup enam tahap kritis (Perencanaan, Pengadaan, Penyimpanan, Pengolahan, Penyajian, dan Pengelolaan Surplus/Sampah) dengan langkah-langkah praktis berbasis prinsip 3R. Implementasi SOP ini, didukung oleh teknologi, edukasi staf dan tamu, serta kolaborasi yang kuat dengan food bank dan vendor pengolahan limbah, dinilai krusial untuk menciptakan operasional hotel yang lebih efisien, ekonomis, dan berkelanjutan. The hospitality industry, particularly the Food and Beverage (F&B) department, contributes significantly to food surplus (excess edible food) and food waste. This waste has a serious impact on the environment, in the form of greenhouse gas (GHG) emissions from the decomposition of organic waste in landfills. Effective management is in line with the SDGs, particularly point 12 (Responsible Consumption and Production) and point 2 (Zero Hunger). This study aims to analyze efforts to reduce food surplus and waste in four five-star hotels by identifying sources of waste, evaluating existing management efforts, measuring waste volume, analyzing the potential for reducing GHG emissions, and formulating recommendations for effective Standard Operating Procedures (SOPs). The study uses a descriptive-evaluative approach with a mixed method (qualitative and quantitative). Primary data was obtained from in-depth interviews and observations, while secondary data included reports on food surplus generated from cooperation with food banks and food waste sampling data from hotels of various classes. Data analysis included identification of sources, evaluation of reduction efforts, calculation of generation, and estimation of GHG emissions. The main sources of food surplus and waste come from complex F&B operations, such as buffets, room service, and events (weddings, conferences). The main determining factors are occupancy rates, event calendars (e.g., increases during ‘munggahan’), and the scale and variety of hotel facilities. Hotels with more complete facilities (such as Hotel C: 427 rooms, 4 restaurants) tend to generate higher waste. All hotels have implemented various reduction efforts, with varying degrees of effectiveness. An integrated approach from upstream (daily menu planning based on occupancy, just-in-time procurement of ingredients) to downstream (donation of surplus, maggot/compost processing) has proven to be the most effective. The combination of manual management (recording, weighing) with technology (AI systems such as Winnow) provides the highest accuracy and efficiency in monitoring. The highest food surplus was found at Hotel C (0.056 kg/bed/day), while the highest food waste at 5-star hotels reached 173.44 kg/day. Comparative analysis shows a positive correlation between hotel class and waste generation volume. February recorded the peak of waste generation due to calendar events before Ramadan. Estimates of GHG emission reductions that can be achieved if surplus is managed before becoming waste are highest at Hotel C (2.25 tons CO2- eq/month), followed by Hotel D (1.89 tons CO2-eq/month), Hotel A (1.26 tons CO2- eq/month), and Hotel B (1.22 tons CO2-eq/month). This shows the significant contribution of food management to climate change mitigation. Surplus and food waste management in the hospitality sector requires a holistic and integrated approach. The recommended SOP covers six critical stages (Planning, Procurement, Storage, Processing, Serving, and Surplus/Waste Management) with practical steps based on the 3R principle. The implementation of these SOPs, supported by technology, staff and guest education, and strong collaboration with food banks and waste processing vendors, is considered crucial to creating more efficient, economical, and sustainable hotel operations.