Determining Your Hotel's Energy Efficiency Needs

Should You Choose an Energy Audit or Retro-Commissioning?

By Jerry Schmits Director, KLH Energy Solutions | May 18, 2014

Hotels operate on a stringent 24/7 operational model. They offer both high-quality accommodations and numerous amenities, including on-site offices, world-class fitness centers, spas, heated swimming pools, 24-hour restaurants, and more. These perks add to guest comforts but also increase total energy cost.

In fact, the average hotel spends $2,196 per available room each year on energy, according to 2007 Energy Star data. That equates to 6 percent of total hotel operating costs. What's worse, hotels face unpredictable energy demands compared to other buildings, with energy usage fluctuating based on occupancy levels and whether guests are focused on business or pleasure.

While hotel energy consumption can seem staggering, the plethora of services and amenities offer numerous opportunities for energy savings. The challenge for hotel owners is deciding the optimal route to energy reduction.

Two methods top the list: energy audits and retro-commissioning. In order to choose the best course of action for a specific hotel property, owners must assess the two methods and identify which solution would have the greatest impact on their building.

The two processes tackle energy usage from different angles, so here's a guide to what each entails and how it can improve hotel operations.

Energy Audits

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Eileen McDargh
Eugenio Pirri
Sridhar Laveti
Scott Watson
Dean Minett
Daniel Link
Nicholas Pardon
Stephanie Hilger
Bernadette Scott
Tony Heung
Sherri Merbach
Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.