Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Look up keyword or section
Like this
1Activity
0 of .
Results for:
No results containing your search query
P. 1
Deloite Hospitality 2015 parte 2

Deloite Hospitality 2015 parte 2

Ratings: (0)|Views: 209|Likes:

More info:

Published by: Sergio Lopez de Nava on Mar 29, 2011
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

03/29/2011

pdf

text

original

 
Hospitality 2015
Game changers or spectators?
43
Growing importance in hospitality
Sustainability has been important in the hospitalityindustry for some time. The broader tourism sectorcontributed an estimated five per cent of total globalCO
2
emissions in 2005.
2
Although air travel was thelargest component of this, accounting for 40 per centof tourism emissions, accommodation also made asignificant contribution with 21 per cent.Hospitality is vulnerable to water shortages, reliesheavily on built assets, consumes significant amounts ofelectricity and, generally speaking, is an item on whichspending is discretionary. These factors ensure thathospitality will be significantly impacted by sustainabilityissues in the future.Sustainability began to gather momentum as amainstream competitive issue in 2006, with the launchof the environmentally conscious luxury brand ‘1’ byBarry Sternlicht, Chief Executive Officer and Chairman ofStarwood Capital Group. Since then, almost all majorhotel chains have launched some form ofenvironmental sustainability programme.This trend is not just visible in the west; hotels in Indiaand China are also catching on. In India, ITC Limited’snew luxury hotel in Bengaluru was awarded the USGreen Building Council’s Leadership on Energy andEnvironmental Design (LEED) platinum rating, making itthe first hotel in India to achieve the highest rating forgreen buildings.
3
Table 11. Sustainability trends at major hospitality companies
Source: Based on information on company websites and Deloitte interviews
Publicly announcedsustainability targets?Target summary
Hilton
Yes
Five year reduction targets (energy, waste, water, and CO
2
emissions) fromdirect operations.IHG
Yes
Three-year energy reduction targets per available room night and plans tolaunch ‘Green Engage’ programme in 100% of owned and managed facilities.Marriott
Yes
Ten-year energy and water consumption reduction targets per available roomEstablished green building targets and implementing green-sourcing programmes.Starwood
No
No formally announced targets – however the company has launched theElement brand which incorporates the LEED construction standards.Wyndham
No (In-Progress)
Defined sustainability strategy and identified core focus areas. In-process ofestablishing sustainability targets.
Sustainability initiatives currently range from operationalchanges such as linen and towel re-use programmes,energy management projects or using green cleaners todevelopment initiatives such as pursuing green buildingcertifications like LEED.Our interviews with hospitality executives confirm thatsustainability is no longer considered primarily as amarketing issue and is now increasingly seen as aprominent factor in decision making, although it is yetto be fully embedded into business thinking. By 2015we expect sustainability to become a businessimperative, requiring companies to educate theirorganisation on the changing consumer and regulatoryenvironment and to derive strategies to maximise theirmarket position.
“Sustainability is one of our top fivestrategic priorities because itimpacts our business and reflectsour core values.”
Faith Taylor,
Corporate Vice President, Sustainability &Innovation, Wyndham Worldwide
 
44
Economic drivers of sustainability
In the US an average hotel spends about US$2,196 peravailable room in energy costs, representing six per cent ofall operating costs.
6
The Energy Information Administrationexpects most fuel prices to continue rising in 2010 andbeyond. These prices will increase further with forthcomingCO
2
regulations, making energy efficiency an importantissue for hotel operators.Water is an additional concern for many luxury hotels.As water resources become more constrained,governments will begin charging higher rates or limitingwater use at commercial properties. Water usereductions will limit a hotel’s ability to use fresh waterfor landscaping, spas and swimming pools.Given the importance of these features for resortguests, such reductions may have an impact on revPAR.However, improving water efficiency can also lower ahotel’s sewage bill, which is sometimes even larger thanthe cost of water.As input prices rise, the industry is exposed tocommodity risks and margin reductions, so hoteliers willneed to focus on operational efficiency. Modifyingexisting properties is expensive and, in the short term,we expect the industry to focus on efficiency initiativesprimarily on new construction and major retrofits.
Just a ten per cent reduction in energyconsumption would have the same financialeffect as increasing the ADR by US$0.60 inlimited-service hotels and by US$2.00 in full-service hotels.
7
“Technological improvements haveprogressed so quickly that it ispossible to save money and protectthe environment – so I amoptimistic for the future.”
Laurence Geller,
Chief Executive Officer,Strategic Hotels Capital
Sustainability drivers for hospitality1.Hospitality is an asset-heavy sector with a large environmental footprint
Hotels rely on a wide range of natural resource inputs and generatesignificant waste through their lifecycle. Once built, buildings are expectedto last for decades and major retrofits can be expensive.
4
Since existingbuildings contribute almost 80 per cent of the carbon emissions in somelarge cities
5
through their energy use, there is significant risk of economiccost and negative media publicity as marketplace concern around climatechange grows. As consumer attitudes and public policy continue to changethe sector will not be able to hide.
2.Regulatory changes and commodity prices will impact the bottom line
Reliance on scarce resources such as water, electricity, and natural gas forbuilding operations exposes the industry to commodity risks and fallingmargins as prices rise. Planned and pending regulation around the globetargeted at increased efficiency and putting a ‘price’ on carbon will furtherimpact the industry. For example, in the UK, the CRC Energy efficiencyscheme will see hotel brands required to participate in a new cap and tradescheme aimed at reducing carbon emissions and creating a marketmechanism to facilitate this. A public league table will also explicitlymeasure performance and seek to influence consumer attitudes.Sustainability will become a driver of improved profitability as theregulatory landscape evolves and resource prices increase.
3.Marketplace awareness of environmental sustainability is growing
Recent studies by Deloitte indicate a growing consumer preference for greenhotels. Rating agencies are recognising this growing trend and plan tointroduce EcoRating of hotels in 2010. Current consumer behaviour suggeststhat location and price remain the most important selection criteria andguests will only select a green hotel if all other things are equal. Howeverthis is changing. In the next five years sustainability will increasingly becomethe norm and part of consumer expectations. Strategy and operations thatare considered environmentally irresponsible will negatively impactstakeholder decision making from investors through to consumers.As consumer attitudes continue to change, expectations that influencechoice and inform perceptions about product and brand will also change.
Operational efficiency has always been central toeffective hotel management but sustainability isrefocusing attention on this area and raising the bar fornew builds. The City Center development in Las Vegas,one of the largest single site hospitality projects evercompleted, has sustainable practices at its core, withGold LEED certification and operational focus in thisarea.The key challenge that the industry will face in 2015and beyond is the adaptation of the existing hospitalityasset base, which will be expensive and disruptive.Companies that do not address this may findthemselves displaced by new assets and large operatorswill need to watch this dynamic carefully. A weakportfolio from the perspective of sustainability is likelyto have an increasingly detrimental impact on brandperception and profitability.
 
Regulations are not just limited to energy efficiency.The UN has described the global situation surroundingwater availability as ‘a disaster in the making’.Legislative actions are being considered to address thisproblem. Some US states, facing more immediateconcerns, have taken water scarcity issues to the courts.Construction recommendations related to waterconservation are also emerging in large cities likeMumbai, where voluntary use of dual-flush WaterCloset (WC) and grey water recycling systems
9
isbecoming more common.We expect the pace of regulation to increase in thefuture. We believe the industry needs to be moreproactive in helping to shape these regulations, not tominimise their impact, but to help educate regulatorsand ensure that sensible, balanced actions are taken.Given the lifespan of most hotel properties and currentand pending regulation, it is in the best interest ofdevelopers and operators to consider sustainabledesign, construction, and operation principles in anynew development or major retrofit project in order toavoid future penalties and future retrofitting costs.
Changing social norms
Marketplace awareness of the environmental challengeis increasing and an overwhelming majority ofconsumers express concern about environmentalsustainability. According to a survey by Deloitte of USbusiness travellers, 95 per cent of respondents believethe hotel industry should be undertaking ‘green’initiatives.While consumers express interest in sustainability, thisinterest does not necessarily translate into purchasingdecisions which may result in a price premium orsignificantly higher occupancy rates for ‘green hotels’.Such hotels have enjoyed increasing media publicitywhich helps to lower marketing costs and generateawareness. However green hotels cater for only a nichesegment of socially conscious and upwardly mobileconsumers who seek out sustainable properties anddemand higher standards of themselves and thecompanies they do business with.
Hospitality 2015
Game changers or spectators?
45
“New property development by 2015 will increasinglybe impacted by regulations and codes requiringbuildings to be built more sustainably. It is alreadyhappening in Europe.”
Faith Taylor,
Corporate Vice President, Sustainability & Innovation, Wyndham WorldwideStructural changes take time to implement and someoperators may fail to keep pace if they do not addressthese changes proactively. Additional value should begenerated though enhanced efficiency, shared servicesand sustainable supply chains. Current portfoliospresent an opportunity for system-wide sustainabilitythat can differentiate businesses from their competitorsright across the operating model from distribution toasset management. However, without action, theseportfolios will quickly become a burden.
Emerging regulations
Regulation will continue to be an important initiatorof change and driver of momentum in businesssustainability between now and 2015. This isparticularly evident in the hospitality sector.The building sector accounts for 30-40 per cent ofglobal energy use, according to the UN EnvironmentProgramme’s Sustainable Construction and BuildingInitiative (SBCI).
8
In larger cities, such as New York,buildings represent 80 per cent of green house gasemissions. There is increasing consensus amongscientists and regulators that climate change cannot beaddressed without stricter new building constructionand retrofit programs.Governments around the world are using both ‘carrot’and ‘stick’ approaches to improve building efficiency.US and European governments offer a variety of lowercost financing, tax credits and tax deductions forsustainable development. While none of theseincentives are specifically targeted at the hospitalitysector, many would apply.In cities like San Francisco, pursuing a LEED certificationcan expedite site plan permits. Carbon taxes and capand trade schemes are in place for energy intensiveindustries already and, across Europe, plans are in placefor these to be extended to ‘normal’ businessoperations. The UK Carbon Reduction Commitment(CRC) energy efficiency scheme, which came into forcein April 2010, is an example of this. For hotels this willlead to brand owners becoming responsible for carbonreduction, not just at their managed hotels but at thefranchise properties as well.

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->