The 3Ms of Sustainable Hotels: The Challenges of Measurement, Management and Monetization

By Deborah Popely Assistant Professor, School of Hospitality Management , Kendall College | April 26, 2015

Sustainability is well-established in the hotel industry. As sustainability as a business discipline continues to mature, the question for hotel executives has changed from "should we do this?" to "how do we manage this?" and more specifically, "how do we evaluate, document and justify investments in sustainability and assess whether they add value to bottomline?"

In conversations with hotel sustainability leaders, practitioners and academics, three ongoing issues stand out, which I refer to as the 3M's of sustainable hotel management. The first M is measurement, and the many challenges of capturing, analyzing and maintaining meaningful data about various aspects of sustainable performance. The second M relates to managerial decision-making, in particular evaluating strategic alternatives in terms of their contribution to operational and marketing goals, and then communicating those decisions with different stakeholder groups. The third and perhaps most important "M" is the ability to translate sustainability outcomes into financial benefits that reflect their real business value, giving the hotel executive the tools to make better investment decisions.

Measurement

The old adage that you can't manage what you can't measure is especially true when it comes to environmental and social sustainability. Without baselines and accurate progress reports, it is impossible to know whether your efforts are worth the investment of time, effort and money. That is why nearly every major hotel brand has established measurable sustainability goals that require properties to report energy consumption, water consumption, waste management and other relevant indicators on a regular basis. Although these programs provide greater clarity and standardization within the brand family, they do not alleviate many other problems experienced by hotel executives at the property or regional level. These include:

  • Staff Expertise - Executives report that many hotel employees lack the basic data analysis and report preparation skills needed to set up and maintain sustainability programs. Outside of the facilities engineering arena, many lack experience working with numbers and tracking information through different parts of the operation. According to one recent study, hotel general managers remarked that young professionals are bringing great respect for the environment with them to the workplace. However, these young recruits needed greater understanding of the operational, data management and financial skills to bring their ideas to fruition (1).
  • Tools and Systems - Hoteliers can be overwhelmed by the many different tools and systems available for measuring sustainability. Some are primarily designed to promote a vendor's products and services. Few are hotel-specific. Determining which tools are most credible, unbiased and applicable to a property's specific needs can be time-consuming. Executives note that managing and maintaining these systems over time also can be difficult in light of shifting priorities, budgetary constraints and staff turnover.
  • Standardization - When it comes to sustainability, there continues to be a lack of general consensus about what should be measured and how. Dashboards vary from brand to brand, among different certifying agencies and between different reporting platforms and indices (GRI, CDP, Dow Jones, FTSE4Good, Climate Counts, etc.). Fortunately, the industry has coalesced behind the Hotel Carbon Measurement Index (HCMI), with more than 15,000 hotels around the world using the methodology to calculate and communicate the carbon footprint of hotel stays and meetings(2). Nonetheless, hospitality sustainability is still quite a ways away from achieving the level standardization that could align the performance of properties, groups and brands. For instance, as of 2011, only about 10,000 hotels tracked energy using the USEPA's Portfolio Manager and of these, only 500 benchmark their performance against other hotels using the tool(3).

Management

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Joseph Ortiz
David Hogan
Kristie Dickinson
Bram Hechtkopf
Michael Koethner
Juan Carlos Flores
Benu Aggarwal
Emil Atanassov
Daniel Chao
Arthur Weissman
Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.