Property Operations Manual 2007

Chapter 1
Introduction
The purpose of this Manual is to provide guidelines for the development of Property Operations
materials and procedures as they relate specifically to Hilton Hotels Corporation – owned and
managed Hilton Hotels, Doubletree Hotels, Embassy Suites Hotels, Hilton Garden Inn, and
Waldorf=Astoria Collection Hotels. The guidelines will be generic in nature and must be
adjusted to accommodate each property. The materials included in this Manual and the
supporting Property Operations Reference Library should not be considered all inclusive, and
will be updated on not less than an annual basis. The Engineering Manager and Engineering
Assistant(s) shall review the Manual annually in the first quarter of the year, to remain current to
Manual revisions and additions; adjusting specific property materials and procedures to align
with revisions and additions to the Manual.
Property Operations Manual Table of Contents:
Chapter 1 – Introduction
Chapter 2 – Department Organization and Standards of Operation

Personnel Administration and Assignments
Office and Record Organization
Supplies and Inventory
Shop and Plant Organization
Preventive Maintenance / Building and Facilities Maintenance
Property Operations Continuing Programs
Chapter 3 – Training
Training Manuals
Technical Training Videos
Chapter 4 – Maintenance Management

Following a Planned Maintenance Approach
Automation of Work Request System (CMMS)
Preventive Maintenance / Building and Facilities Maintenance
Guestrooms
Public Spaces
Maintenance Work Requests
Equipment Maintenance
Property Operations Manual

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Chapter 5 – MEP Guidelines
HVAC
Electrical
Plumbing
Chapter 6 – General Maintenance

Televisions
Swimming Pool / Spa
Kitchen and Laundry Exhaust Systems
Chapter 7 – Equipment Testing Guidelines

Emergency Generator
Infrared / Building GFI
Eddy Current
Elevators
General Portable Appliances
Chapter 8 – Engineering Standards

T-Stats
Guestroom Lighting
Guestroom Filtration
Water Treatment
Refrigerant Management
Chapter 9 – Property Operations Performance Evaluation Program

Property Operations Review
Engineering Quarterly Inspection Reports
Chapter 10 – Elevator and Escalator Service and Recording
Chapter 11 – Loss Prevention
Chapter 12 – Accessibility / ADA
Chapter 13 – OSHA
Chapter 14 – Recycling / Waste Management
Chapter 15 – Capital Expenditures
Chapter 16 – Contracts, Service Agreements and Warranties

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The Property Operations Manual is supported by a Department-specific Reference Library. The
Reference Library along with the Reference Library Table of Contents can be found online in
OnQ Insider under Departments > Architecture& Constructions > Property Operations.
The Reference Library includes a Table of Contents, with documents organized in sections
corresponding to the chapters of this Manual. Documents which reside in the Reference Library
can be accessed, printed or downloaded individually by the user. The Table of Contents is a
living document which will be updated as changes occur.
Property Operations Manual Terminology:
To improve understanding and conformity to guidelines of this Manual, select terms and
phrases have been defined.
Engineering Manager
A generic term referring to the ultimate authority in charge of all engineering functions.
Director of Property Operations

Engineering department head of a hotel containing a required amount of rooms as specified by
corporate directive to support this position.
Chief Engineer
Engineering department head of a hotel containing less than the amount of rooms as specified
by corporate directive to support a Director of Property Operations position. This position may
be salaried or hourly compensated.
Assistant Chief Engineer

An individual who is salaried or hourly and who has limited management oversight
responsibilities with limited decision making authority.
Engineering Supervisor
An individual who supervises the effort of the Engineering Department by closely working with
and receiving directions from the Director of Property Operations.
Property Operations-Engineering Job Descriptions can be found in OnQ Insider under

Departments > Human Resources & Administration > Human Resources Library > Hotel Job
Descriptions.
Licenses and Permits

The term referring to documents required by law to be obtained prior to commencement of or in
continuing support of operations.
Corporate Engineering
These individuals are charged with the responsibility of hotel operations oversight and
implementation/follow-up for inspections of their assigned properties in order to measure
compliance with Property Operations Guidelines and maintaining Brand Standard quality of the

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facility. They serve as the primary contact for Engineering Managers in areas relating to the
guidelines established in the Property Operations Manual.
Standard Practice Instruction (S.P.I.)

Rules, standards and guidelines for each HHC Corporate discipline which sets policies for
effective and consistent operations at Hilton Hotels Corporation. (S.P.I.’s can be found in OnQ
Insider under Resources > Standard Practice Instructions).
Policy
Statement of principle or an objective which delineates our way of doing business.
Procedure
The step by step activities to be undertaken to produce the standards.
Standards
The minimum acceptable levels of performance towards policy compliance.
Operating Budget
An organized plan outlining the estimated monthly expenses for departmental operation.
Capital Budget
A five year plan updated on an annual basis to reflect capital requirements of hotel.
Loss Prevention
The defined activity to reduce or minimize losses due to accidents, illegal acts or legal actions
caused by unsafe conditions.
Life Safety
Activities or prevention of activities and conditions that may endanger the safety of staff,
patrons, guests or physical assets.
Work Request
A form-generated method of communicating repair needs.
Equipment Logs
Method to record and retain important data on specified equipment.
Preventive Maintenance
A planned, organized, self-generated activity designed to prolong the useful life or function of
physical assets.
Infrared Inspection
Method of inspection of electrical transmission equipment.

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HVAC
An industry approved term used to define equipment relating to heating, ventilation and air
conditioning.
Contract Services
Agents, other than employees, hired to perform contractual duties.
Warranties
A binding agreement whereby the seller of a product or service guarantees the integrity of the
product or service for a specified period of time. The warranty may include all or part of the
goods or services received.
Shop
The area defined as the Engineering Department’s centralized work area for use by all within
the department.
Property Operations Review (POR)

Annual review(s) conducted by Area Director’s of Engineering to audit compliance with Property
Operations Standards.
Plant
An area defined to contain mechanical, electrical, plumbing, and HVAC equipment necessary to
hotel operation.
Assets
Assets are defined as either personal property or real property having a useful life of not less
than one year and costing more than $1,000.
Training Checklist
Form using a checklist which parallels the job description thereby ensuring an employee is
properly trained.
Hazardous Communication Instruction Acknowledgment

Form which ensures an employee has been properly trained on hazardous chemicals which
they may be required to handle or come in contact with.
Material Safety Data Sheet (MSDS)

Manufacturer supplied documentation on chemicals, substances, solvents, which are deemed to
contain hazardous properties in varying degrees. The document (MSDS sheet) contains
information on each item. The information includes the identity of the item, hazardous
components, physical data, fire and explosion data, exposure and effects, reactivity and
polymerization, spill / leak and disposal procedures, first aid and special protective measures.

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MMSwin
A Windows based Maintenance Management System designed specifically for HHC’s family of
brands. Provides tools to reduce costs and increase productivity with integration of Work
Requests, Preventive Maintenance, Cyclical Cleaning, Rooms Inspections, Inventory Control
and other features. (Features and benefits of this system can be previewed at the program
website: MMSwin.com.)
HotelEXPERT
A Windows based Maintenance Management System designed specifically for HHC’s family of
brands. Provides tools to reduce costs and increase productivity with integration of Work
Requests, Preventive Maintenance, Cyclical Cleaning, Rooms Inspections, Usage Control and
other features. (Features and benefits of this system can be previewed at the program website:
www.metromediasoftware.com.)
Brand Standards
For each HHC brand, a Brand Standards Manual has been developed to provide the required
minimum standards procedures, rules, regulations, policies and techniques of each specific
brand system. (Brand Standards Manuals can be found in OnQ Insider under Brands (specific
brand name: Hilton, Doubletree or Embassy Suites) > Standards and Manuals.
Design and Construction Standards

For each HHC brand, a Design and Construction Standards Manual has been developed to
serve as a guideline to the Project Design Team in preparation of construction documents for
new construction or renovation of existing properties. (Design and Construction Standards
Manuals can be found in OnQ Insider under Brands (specific brand name: Hilton, Doubletree or
Embassy Suites) > Standards and Manuals.
Property Operations Reference Library

Documents, Forms, and Standard Practice Instructions to be used by the Engineering Manager
and Property Operations Employees to comply with the guidelines of this Manual.
Task Base
A detailed list of maintenance requirements for items of equipment, otherwise known as
preventive maintenance.

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Chapter 2
Department Organization and Standards of Operation
A. Personnel Administration and Assignments:
1. To establish control, it is necessary to develop an Organization Chart identifying specific

lines of authority, management supervisory positions, and specific staffing identifications.
The Organization Chart should indicate a person’s level in the hierarchy of decision
making and include all job classifications contained in the Engineering Staffing Guides for
the particular property. This Organization Chart should be posted conspicuously within
the shop area. The name of the individual occupying the position will be used in the
appropriate box. (Organizational Chart formats are located in the Property Operations
Reference Library.)
2. With involvement of the General Manager or Corporate Engineering if required, produce

a Staffing Schedule to achieve Brand Standard level condition at the property, identifying
the specific numbers and classifications of employees within the Department. An up-to-
date Work Schedule should be posted in a conspicuous area in advance (subject to state
and local laws) within the Engineering shop. The Staffing Schedules should assign
personnel by day of the week and shift, identifying the necessary operational,
maintenance and trade personnel to provide adequate coverage. (Staffing Schedule
format to be provided by Human Resources Department.)
The Engineering Manager will produce and maintain a file of job descriptions for all
positions identified in the Organizational Chart which conform to the background and skill
requirement criteria as set by the Corporate Engineering Department. Property
Operations-Engineering Job Descriptions can be found in OnQ Insider under
Departments > Human Resources & Administration > Human Resources Library > Hotel
Job Descriptions. The Engineering Manager will develop, implement and keep current a
Training Manual for each job classification within the Department (Chapter 3 – Training
defines this requirement).
3. As part of the Hotel’s Annual Operating Budget, the Engineering Manager is required to
produce a Property Operations Annual Operating Budget with the input of Management
and other Department needs, identifying budgetary category items in concurrence with
Hilton Hotels Corporation Standard Chart of Accounts (The Chart of Accounts is located
in the Reference Library).
B. Office and Record Organization:
1. Sufficient building space must be allocated to allow for offices for the Engineering
Manager and, if applicable, Assistant(s) and Administrative Staff. Office space must be
sufficient for file cabinets, shelving for manuals, catalogs, stationery supplies and other
required office equipment based on a specific Hotel’s staffing requirements and property
size.

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A Library containing technical and operational manuals relating specifically to the major
equipment installed in the Hotel must be maintained, with the Engineering Manager
ensuring a manual exists for each major piece of equipment. Other technical and
reference manuals needed for day-to-day operations should be maintained in the
Engineering Office.
This Library should also contain catalogs, local, state and federal code books and local
municipal regulations.
A filing system must be set up for the purpose of maintaining the required personnel and
operational records, equipment information, supply requirements, purveyor sources,
inventories, reports, and purchasing records. The Department’s filing system should
contain:
• Correspondence to and from Hotel Management and Corporate Engineering.
• Subject file(s)
• Energy Reports – Ei3/Portfolio Manager
• Emergency Procedure Manuals and Property Emergency Action Plan
• Budget Expenditure Control Book
• Monthly Expense Book for Line Items (available through SAI MMSWin/Synergy,
Metromedia Software Inc. HotelEXPERT, or HSM’s BirchStreet)
• Outstanding Warranties
• Chemical Water Treatment Programs and Reports
• Copies of all existing Service and Maintenance Contracts. (The Finance /
Accounting Department will maintain a copy as well, including the current Certificate
of Insurance.)
• Life Safety Equipment Test Reports
• MEP and Building Studies
• Correspondence with Local Authorities related to MEP matters (City, Health
Department, Fire Marshall).
• Job Classification Training Manuals
• Department personnel files (materials on file to be in compliance with H/R guidelines)
All files are to be maintained in compliance with HHC’s Record Keeping and Retention
S.P.I. which can be found in OnQ Insider under Departments > Human Resources &
Administration > Records and Information Management.
2. A Plan Room or Plan Retention Area must be developed to maintain the following:
• All current and informational plans and specifications pertaining to the Hotel. These
plans would include as-built drawings and planning progress drawings relating to
projects within the facility. Plans on file should cover all areas of the facility; such as
civil, structural, architectural, electrical, mechanical, audio-visual, life safety and
security, kitchen, laundry, and FF&E plans.
• All capital project manuals and specification information
• CAD drawings (if available) or PDF Schematics

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3. Emergency schematic diagram information must be available and should be posted in a
prominent shop location. The schematic illustrations should include, but are not to be
limited to:
• Gas mains and zones
• Cold domestic water main and zones
• Domestic hot water supply and return main and zones
• Chiller condenser water supply and return main
• Chilled water supply and return main and zones
• Heating water supply and return main and zones
• Steam supply and condensate return main and zones
• Fire suppression water (sprinklers) main and zones
• Standpipe connections
• Electric distribution and breaker in single line format – Utility feed through floor
distribution panels
As with the emergency valve chart, a useful tool in day-to-day operation is a listing of all
valves (other than main or zone) and the areas served. This will reduce time spent
searching for the shut off and assist the Engineering Department in quicker response to
trouble.
A listing of numbered valves with their location and area served should be posted within
the shop area. The list shall include but not be limited to:
• Domestic hot water riser supply and return
• Domestic cold water supply
• Chilled water riser supply and return
• Heating water riser supply and return
• Steam supply and return (if applicable)
• Isolation valves for public space areas
• Main and primary disconnects throughout
• Sprinkler system main and branch valves
• Irrigation main and branch valves
C. Supplies and Inventory:
The Engineering Manager in close coordination with the General Manager and Accounting
Manager shall be responsible for purchasing repair parts, items and services to maintain the
Hotel in Brand Standard condition. An Accounting and Inventory System (either hardcopy or
electronic) will be set up to include pars for all supplies, tools, and parts.
The Engineering Manager will be aware of the most competitive pricing, though not sacrifice
quality. The Engineering Manager will utilize the Chart of Accounts to ensure proper
classification of items and services purchased. The Engineering Manager will use a
computerized or manual Budget Tracking Form to maintain a current list of monies expended
in each operating category, with a Tracking Form to run consecutively month-to-month.

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Purchasing of parts or services must comply with HHC Operations – Finance practices,
under the directive of the Hotel’s Finance / Accounting Manager in accordance with
Purchasing Policy S.P.I. CO-38. In general, the purchase process includes the following
procedure:
• Price of part or service is determined

• Purchase Order is filled out (per Accounting Standard)
• Purchase Order is sent to General Manager or designate for approval
• Signed Purchase Order is returned to Engineering Manager and order is placed
• Copy of Purchase Order is retained in Engineering Manager’s files per Record Retention
Guideline
• Upon receipt of items, a notation of date received is made on the Budget Tracking Form
• Receiving Department or approved designate must verify all deliveries and approve
(An Engineering Purchase Order Tracking Form can be found in the Reference Library.)
An approved Purveyors List must be developed and maintained by the Engineering

Manager, Engineering Office Staff, or other Hotel Department charged with this
responsibility.
A business relationship which develops between a purveyor and the Engineering

Department will show the willingness of the vendor to assist the Department. Certain
accounts which have proven themselves to be worthy of preferential consideration should be
noted and used. A List of Preferred Vendors will be kept by the Engineering Manager based
upon:
• Type of product
• Contact’s name
• Hours other than normal (if any)
• Telephone numbers business / residence / mobile
This list will be used not only in normal business transactions, but will serve as a ready
reference for unforeseen emergencies and needs. In the absence of the Engineering
Manager, the list will serve as a guide for the person left in charge, such as the Front Office
during hours when no engineering staff is on property, and be posted with the Emergency
Procedures Manual for emergency use by “On Duty” management personnel. The list can
be in an electronic format or the form of a business card index marked “Preferred Vendors”
or a Rolodex file which has a section marked “Preferred Vendors.” This list should be
updated annually.
In conjunction with the Preferred Vendor List, a list of Preferred Service Vendors will be kept
by the Engineering Manager. Items of a service nature which may include but not be limited
to are:
• Locksmiths
• Sewer Service

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• Electrician
• Welding
• Plumbing
• Elevator
NOTE: THE ENGINEERING MANAGER WILL ENSURE THE CORPORATE GUIDELINES

ON CONFLICT OF INTEREST ARE ADHERRED TO.
HHC Supplier Diversity Program promotes the purchasing from, and the development of,
socially diverse suppliers. Information can be found in OnQ Insider under Departments >
Supply Management > About Us > Supplier Diversity.
D. Shop and Plant Organization:
To ensure the proper flow of work and safety of the Engineering Staff, the main shop and
remote work areas must be organized and maintained in a professional manner. The
Engineering Manager will check and ensure compliance with all local, state and federal
codes concerning material storage and use of items such as welders, torches and other tools
of a high risk nature. The shop will be organized in the following manner:
• Work Area:
An area where items to be repaired, built or serviced may be freely worked on.
• Short Term Storage:

An area where items of a quick turn around nature may be stored for quick access. This
area should be in close proximity to the work area.
• Tool Storage:
An area close to the workplace where servicing, troubleshooting and maintenance tools will
be kept. Electrical meters, gauges, etc., will be kept in an area free from dirt infiltration, thus
ensuring accuracy.
• High Risk Area:

An area set aside from the normal flow of traffic and away from any areas where the work
done in this section has the potential to cause harm or damage to persons or property.
Welders, torches, grinders and impact tools are to be used in this area, assuming code
provided power, ventilation, exhaust, etc. are provided. Proper curtains and protective
devices such as safety glasses and fire extinguishers must also be located in this area.
• Documentation Area:
The area set aside to do paperwork associated with the Engineering daily duties. This area
should include the repair / service manual library and blueprint storage.
• Shop Organization – Other Considerations:

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o Local codes should be checked and direction should be given by the local Fire Marshall
on proper storage of flammable materials within the jurisdiction. The items will include,
but are not limited to, oil base paint, paint thinner, mineral spirits, solvents and petroleum
products.
o Maintenance Devices are needed to properly maintain and service items by the
Engineering Staff. They should be located near the work area, but far enough away so
as an unsafe condition will not exist.
- Compressed air line with quick disconnect fitting, gauges and regulator. The gauges
(two) should be placed to read line and regulated pressure.
- Multi-voltage test panel with needed plugs and adapters to adequately meet the unit
needs.
- Emergency preparedness items for fire prevention and safety. This will be a marked
area in the shop and will include only items for shop emergency use.
- Sink with hot and cold running water preferably not plumbed directly to the sanitary
drain, but free flowing to a floor / sink drain.
- First aid kit suitable for minor cuts, abrasions and burns and eye wash stations.
o Shop Security:
The shop will be kept locked and inaccessible to all unauthorized personnel, with access
by non-engineering staff defined in the Hotel’s key control policy.
o A bulletin board or designated area for memos, letters and other written communications
will be provided and maintained current within close proximity to or in the main shop
area. A current list of emergency phone numbers corresponding to the unit’s emergency
preparedness plan will be posted in this area. Work schedules, organizational chart and
shop safety rules will also be posted.
o Each shift will clean the shop prior to their departure. This will include restocking leftover
material, bolts, nuts, wire, etc., wiping off all work benches and countertops, filing the
service manuals, broom sweeping the floor and emptying the shop trash container.
An organized and well-functioning plant projects a high degree of professionalism, pride and
safety of the Engineering Staff. The Engineering Manager will ensure the plant areas
remain clean, safe, well lit, uncluttered and functioning as they were designed; with a list of
minimum standards as follows:
• Storage:
No storage of materials other than that which pertains to the equipment within the power
plant.
• Chemical Storage and Use:
Store only chemicals (biocide, algicide, boiler treatment, etc.) which pertains to the
equipment in the plant or individual mechanical room and in compliance with all
containment requirements.

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• Each major piece of equipment in the plant will have a log sheet on a clipboard. The
clipboard will be attached to or close to the equipment for reading and observations
during the shift engineer’s house rounds. The frequency of the logs and readings will be
determined by code, statute or equipment manufacturer specifications. A Master
Rounds Sheet(s) may be used for the entire complex. This Master Rounds Log Sheet(s)
will be kept in the Main Shop area for all Property Operations Team Members to view.
Any readings taken that are out of the ordinary will be highlighted and passed onto the
next shift.
• All pipe insulation will be in place, serviceable and maintained in the original condition.
• Pipe hangers, brackets and supports will be free of rust and checked to ensure they are
functioning properly.
• Lighting in the plant will be sufficient to allow enough light for normal plant routine. The
fixtures will be in good repair and the light bulbs of consistent brightness.
• Local codes should be reviewed concerning marking of pipe content and flow. If
required, the proper decal and color according to OSHA will be used.
E. Preventive Maintenance / Building and Facilities Maintenance:
The schedules for preventive and routine scheduled maintenance can be set up manually or
electronically. Through the use of the MMSWin/Synergy computer software program by SAI,
and HotelEXPERT by Metromedia Software Inc., a scheduled maintenance program will
automatically create a data base of service records and work orders for maintenance
performance evaluation. Where this electronic system is not available, manual maintenance
and work order records must be developed for maintaining the necessary equipment. The
MMSWin/Synergy software and HotelEXPERT software is approved and supported by Hilton
for use in all owned and managed hotels, with use of these programs for preventive
maintenance management strongly encouraged.
The objective of the Preventive Maintenance Program is to reduce equipment

downtime, prevent property deterioration, maximize operating efficiency and minimize
repair costs. Whether established in hardcopy or electronically, the following will be the
minimum standard:
The Engineering Manager will ensure a Preventive Maintenance procedure is in place and
used. The procedures will cover the following areas:
• HVAC
• Exhaust System
o General
o Laundry
o Kitchen
• Refrigeration
• Hand Held Extinguishers
• Kitchen Equipment
• Laundry Equipment
• Electrical Distribution

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• Boiler / Heaters
• Chillers
• Health Facilities
• Water Treatment Corrosion Control
• Mechanical Equipment
o Pumps
o Exhaust fans
o Air compressors
o Emergency generator
o Fire pump / jockey
o Water softeners
o Circulating pumps
o Cooling tower
o Pneumatic valves
o Automatic emergency transfer switches
o Swimming pools and spas
The minimum standard for any preventive maintenance system other than rooms will include:
• Data Information Document (format located in Reference Library)
• Repair and Replacement Historical Document (format located in Reference Library)
• Task Base (preventive maintenance) document (Task Base models / format located in
Reference Library – Chapter 4)
• A cabinet or rack for safe storage
• Methodology for determining weekly, monthly, quarterly, semi-annual and annual
inspection / preventive maintenance
NOTE: Properties with computerized programs will be able to print copies of the data, repair
and preventive maintenance documents.
The Data Information Document will be filled out for each piece of equipment and will show
the following information:
• Machine / equipment number
• Manufacturer’s name
• Serial number
• Size, type, model number
• Vendor name
• Electrical data (if applicable)
• Pump / motor data (if applicable)
• Bearing data (if applicable)
• Filter type and size
• Type of lubrication
• Drive belt data (if applicable)
• Approved lubrication (if applicable)
• Spare parts

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The Repair and Replacement Historical Document will be filled out for each piece of
equipment and will show the following information:
• Machine / equipment number
• Date (when repairs were done or expenditures made of any type to maintain the item)
• Inspector (person who is filling in the information)
• Repairs and replacements (parts or expenditures to maintain the item)
• Cost (materials and contracted labor cost)
• Cost to date
The Task Base (preventive maintenance) document will be filled out for each piece of
equipment when scheduled work is performed. (Refer to Chapter 4 – Equipment
Maintenance section and Reference Library materials for Task Base models.)
The methodology for frequency of service will be determined from manufacturer’s

recommendations and service requirements for the piece of equipment or those reflected in
the Task Base models found in the Reference Library, whichever is greater in frequency.
The storage cabinet will be a visual type holder suitable for the preventive maintenance
system chosen.
The method / system chosen must be simplistic in form and administration. It is up to the
unit Engineering Manager to ensure whatever system of accountability is used contains all
the minimum standards.
Building and facilities maintenance requires the creation of a filing system using building
construction information. Recommended maintenance schedules should be set up
identifying material information for areas such as roofs, exterior building envelope, window
systems, grounds, roadways, parking facilities, fountains, exterior fuel storage tanks, tennis
courts, and all other exterior portions of the facilities. The filing system and routine
preventive maintenance documents should align with those established for the hotel’s major
equipment areas. A list of contractor sources must be available for emergency and
scheduled inspection and repair work.
F. Property Operations Continuing Programs:
The Engineering Manager will develop and implement a life safety systems testing schedule
and reporting procedure in compliance with Loss Prevention S.P.I. LP-8 or as required by
local jurisdiction, whichever provides a higher level of testing. Test records will be retained
per Hilton’s Record Retention Policy.
An Energy Conservation and Property Condition Committee will be organized at all HHC-
owned and managed full service hotels. The Committee will consist of representation from
each major hotel department with the following Committee objectives:

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• Set up property inspection programs, energy audit checklists, and organize a property
energy conservation training course for all team members.
• Implement a system of facility conservation training and awareness to eliminate
reoccurring maintenance with a training course for all team members.

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Chapter 3
Training
Training Manuals:
Training Manuals containing a comprehensive overview of expectations and responsibilities are

an essential part of all Engineering departments. These manuals will serve as a guide to new
hires, as well as a quick reference for seasonal employees.
The Engineering Manager will develop, implement and keep current a Training Manual for each
job classification within the department. The originals will be kept in the Engineering Office and
an appropriate copy will be issued to each employee. This copy will be kept by the employee
during his tenure. The Engineering Manager will ensure the employees’ copies are updated
should the Training Manual be changed or as updated (periodically). When the employee is
thoroughly familiar with the contents of their Training Manual, a form stating this
accomplishment must be signed by the employee and the trainer. This form will be placed in
the employee’s personnel file. The manuals for each classification should include, but are not
limited to the following, depending upon the need to know and scope of responsibilities.
• Corporate Position Description

• Operational Requirements
• Job Specifications
• Engineering Orientation Overview
• General Responsibilities
• Life Safety – Emergency Preparedness Manual
• Energy Management
• Engineers Daily Report
• Routine House Rounds
• Handling of Routine Work Request
• Handling of Safety and Security Work Request
• Shift Procedures Per Shift
o Day
o Evening
o Midnight
• Inclement Weather Procedures
• Electrical Emergencies (shut offs, emergency power, etc.)
• Handling of Hazardous Chemicals
• Key Control
• Parts and Material Ordering
• Uniforms
• Tools
• Security
• Preventive Maintenance Overview
• Major Equipment Locations

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• Fire Sprinkler Controls (isolation valves, shut offs)
• Domestic Hot and Cold Water Riser Shut Offs
• Chilled Water Riser Shut Offs
• Heating Water Riser Shut Offs
• Employee Acknowledgement Form
• Lock Out Tag Out
• Training Test
(Training Manual examples can be found in the Reference Library, along with the Training
Acknowledgement Form.)
Training Videos:
A Property Operations Technical Training Series was purchased and provided by Corporate
Engineering from Tel-A-Train. The series is comprised of over 50 training units and topics
include, but are not limited to, HVAC, Electricity, Welding and Confined Space Entry. (A list of
available videos can be found on the following pages.)
Feedback received from the participants who have utilized the series indicates increased
awareness, improvement in competency skills, and improved productivity of the staff.
This technical skills training program is located at select hotels. To take advantage of the
training opportunities offered, contact the hotel closest to your location to request use of the
tapes. The hotels that maintain the video library are as follows:
Hilton New York (Northeast) – Mike Smith – 212-261-5767
Hilton Washington (Mid-Atlantic) – Michael Denison – 202-797-5801
Hilton Walt Disney World Resort (Southeast) – John Steele – 407-827-3855
Palmer House Hilton (Midwest) – Marty Gerbac – 312-621-7383
Hilton San Francisco (Northwest) – Brian Mork – 415-923-5091
Hilton Hawaiian Village (Hawaii) – John Clarke – 808-947-7974
Hilton Anaheim (Western) – Jerome Annaloro – 714-740-4375
Contact Corporate Engineering if you have any questions concerning use of these videos.

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Technical Training Series Videos:
HVAC
• Chiller Systems – Part 1
• Chiller Systems – Part 2
• Pneumatic Controls – Part 1
• Pneumatic Controls – Part 2
• Air Conditioning and Refrigeration – Introduction
• Air Conditioning and Refrigeration – Components and Controls
• Air Conditioning and Refrigeration – Troubleshooting
• Air Conditioning and Refrigeration – Service Procedures
Mechanical Maintenance
• Lubrication Techniques
• Bearing Maintenance
• Bearing Installation
• Coupling Alignment Techniques
• Maintaining and Troubleshooting Brakes and Clutches
• Maintaining Valves
• Maintaining Centrifugal Pumps
• Monitoring Centrifugal Pumps
• Troubleshooting Centrifugal Pumps
• Maintaining V Belts
Supplied Electricity
• Introduction to Electricity
• A/C Power Generation and Transmission
• Circuits, Coils and Transmission
• Three-Phase Power Circuits
• Reading Electrical Diagrams
• Electrical Troubleshooting Techniques
Maintaining and Troubleshooting Electric Motors

• Introduction to Motors
• DC Motors
• AC Motors
• Motor Nameplates
• Maintaining Motors
• Troubleshooting Motors

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Maintaining and Troubleshooting Industrial Motor Controls
• Introduction to Motor Controls
• Selecting and Maintaining Contractors
• Fuses, Breakers and Overloads
• Motor Control Circuits
• Reduced Voltage and Synchronous Starting
• Troubleshooting Motor Control System
Troubleshooting Electrical Systems

• Electrical Troubleshooting Techniques
Electric Arc Welding

• Introduction to Shielded Metal Arc Welding
• Arc Welding Safety
Occupational Safety
• Personal Protective Equipment for Head, Eye / Face, Hand and Foot
• Power and Hand Tool Safety
• Hand Safety
• Eye Safety
Shop Safety
• Machine Grinding
Confined Space Entry

• Confined Space Entry
• Working Inside Confined Spaces
Fall Prevention
• Fall Prevention – Avoiding Slips and Falls
• Elevated Work Surfaces
• Ladder Safety
Electrical / Lockout Safety

• Electrical Safety
• Electrical Lockout / Tagout
• Machine Lockout / Tagout
Welding Safety
• Oxyacetylene Safety
Grinding Wheel Safety

• Grinding Wheel Safety 1

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Chapter 4
Maintenance Management: Management Approach
Maintenance ensures that a facility is kept operational in a cost-effective manner. The term
“Maintenance,” refers to the tasks required to preserve the building, ground, utilities, systems,
and equipment in their original condition or optimum condition given their age and run time, so
they can continue to be effectively used for their intended purpose.
FOLLOWING A PLANNED MAINTENANCE APPROACH:
The “don’t wait until it breaks to fix it” philosophy of management is the planned maintenance
approach. In this approach a large percentage of the work requests are generated through the
Property Operations Department’s preventive and predictive maintenance programs. The main
advantages of this approach are:
• Lower overall downtime: Preventive maintenance is defined as scheduled maintenance that

prevents breakdowns or unnecessary damage of any form to the equipment. It is designed
to ensure that you replace or repair worn out components before they malfunction. A short
scheduled shutdown on a shift when the equipment is not needed for production or guest
comfort and convenience results in high reliability when it is scheduled to be in use.
• Lower maintenance costs: A breakdown of a minor part may cause injury to staff, damage to
other more costly parts or system failure and results in emergency purchasing and planning
for material, equipment, and manpower. It can also interrupt maintenance work already in
progress. These sudden changes are far more costly and less efficient than scheduled
work.
• Higher reliability: You might make an emergency repair on a machine and perform minimum
work to get it running again and then a short time later experience another problem, possibly
a result of the initial issue on the same machine. In contrast, planned repairs are usually
organized to cover the whole machine and make any required repairs during one shutdown.
Since all of the machine functions have been examined, higher reliability results during the
times when the machine is in use.
HOW TO MAKE YOUR PROGRAM A SUCCESS:
Quick establishment
PM programs fail because many times it takes too long for the program to show results. It is
much more productive to have a few carefully selected PM jobs that are always done on
schedule and can be shown to have reduced downtime and save money than to have many in
the system with low schedule compliance. Failure to do even one PM job on schedule reduces
the credibility of the whole program.

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Taking too long to show results will surely put the program in jeopardy. If you find that all the
equipment nameplates are missing or have been painted over, it is a mistake to start a PM
program by first retagging all the equipment. This takes too much time, uses up huge quantities
of scarce maintenance labor and has no immediate payback. Do the numbering gradually, after
you have started the PM routines on a few key operational units.
Continuous inspections
Establishing a PM program requires identification of the maintenance work content to be done,

the frequency or amount of calendar or run time between repetition of the maintenance work,
and the schedule or selected days, weeks or months when the jobs are to be done. PM
inspections can help you refine or establish the frequency of maintenance work or even the
scope of work to be performed by conducting thorough visual inspections daily.
The main objective of the preventive inspections is to assure safe and efficient operation of
equipment. Once an inspection task or route composed of many tasks is established, the
individual assigned to this task must understand this is a high priority responsibility. The entire
inspection must be completed daily or as scheduled / required. If a condition arises, such as an
emergency involving equipment downtime, the individual conducting the inspection must notify
the appropriate individuals to correct the problem. If the person conducting the inspection can
not complete the route, it is his or her responsibility to see that someone else will complete the
walkthrough.
Missing a preventive inspection route is as serious a matter as is the quick response to an

emergency. The inspection checklist should be assigned to a maintenance mechanic or a
qualified individual based on the type of work, since it requires greater understanding of the
precise operation of the machinery. Continued inspections and gained familiarity with the
machinery will build visual and audible knowledge of the equipment, which will result in quicker
identification of problems.
During the inspection route, the inspector generally performs only minor adjustments so he / she
can complete the entire inspection and return the inspection report to supervision early in the
shift. This provides enough lead time for planning more comprehensive maintenance work or
repairs that have been noted or are scheduled. When the inspection report is returned to the
supervising personnel or person authorized to create a work request entry, the work request is
generated and permanently recorded into that equipment’s history.
Getting the Engineering Team Members involved in the inspection process will help them gain
pride in their work, promotes safety, stresses importance of routine maintenance and will
ultimately free other maintenance individuals to tackle major jobs requiring their skills.

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Automation of your work request system
Computerized Maintenance Management System:
Hilton Hotels Corporation suggests that all properties utilize a Computerized Maintenance
Management System for scheduling and tracking preventive maintenance and work requests.
Hilton Hotels has developed CMMS in conjunction with Systems Associates Inc. and
HotelEXPERT, and recommends the programs MMSwin, Synergy and HotelEXPERT. For
more information on these systems contact Corporate Engineering.
Computers have given both large and small properties the ability to record, store, and
manipulate vast quantities of data. Analyzing this information helps each property find new
ways to reduce costs to improve the level of asset care.
A Computerized Maintenance Management System (CMMS) is a tool Property Operations and

other operating departments can utilize for accomplishing a myriad of administrative tasks
efficiently. CMMS gives the Property Operations Department an efficient means of tracking
materials, assigning maintenance tasks, generating automated work orders, and monitoring
performance as well as setting up an effective preventive maintenance system.
Additionally, when the program is established on the Hotel’s informational network, the power of
entering and maintaining data within the program is at its greatest. The network capabilities of
the program allow multiple users simultaneous access to the program and the ability to change
information quickly and accurately. The calls received on a daily basis from both the internal
and external customers should be entered into the system. This information along with the
many management reporting tools in the program will allow the Property Operations Department
the ability to analyze all work and investigate patterns and common occurrences. The Guest
Services Hotline can also assist Property Operations and other departments with the
administering of work requests and related reports.
With CMMS, your department’s personnel can refine preventive maintenance schedules and
procedures; determine critical service target areas; evaluate the cost effectiveness of various
alternatives; establish optimum cost-benefit ratios in terms of maintenance frequency and if
repair should continue or replacement; and perform a host of management, scheduling,
tracking, and reporting functions. The system gives the user a highly productive means to
accomplish the following:
• Schedule maintenance tasks automatically

• Evaluate the adequacy of staffing levels and allocate available personnel efficiently
• Simplify purchasing and reduce emergency purchases
• Improve risk management
• Develop / access management reports
• Make informed management decisions
• Improve Problem Resolution / CRM Attributes

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The CMMS program can help you control costs and improve productivity, and is an essential
ingredient for extending the life of capital assets.
GENERAL GUIDELINES:
The Property Operations Department receives requests for work and service through the
Computerized Maintenance Management System. The Hotel Executive Committee shall
determine who is granted system access and their authorization levels.
MONTHLY MAINTENANCE REPORT
The Director of Property Operations should submit a monthly report for the General Manager
and Corporate Engineering as mutually agreed to. The Report may contain some or all of the
following information:
Month’s equipment activities

Special project updates
Purchasing activity
Employee status information
Other pertinent Operations information
Monthly Energy Consumption

Monthly Work Ticket History
Monthly Purchasing Outline / Budget statistics
Minutes from Monthly Repair and Maintenance Meeting
Minutes from Monthly Departmental Meeting
All sample reports and guidelines should be customized to enhance your property’s operation.
SCHEDULING GUIDELINES:
Introduction – Guestroom Preventive Maintenance
Guestroom maintenance should be scheduled in advance and coordinated between

Housekeeping, Front Office and Property Operations. Inspections of all guestrooms should be
made at least twice a year.
• Prepare an inspection schedule three months in advance and reconfirm with the Front Office
that the rooms are available one week prior to inspection. Utilize periods of low occupancy
to escalate the rooms program, if seasonal high occupancy impedes your ability to perform
this on an ongoing basis.
• Ideally you would schedule the rooms weekly and conduct the inspections systematically
floor by floor. Create your schedule in conjunction with the Housekeeping Department so

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their scheduled deep cleaning of rooms can follow immediately after. Each hotel needs to
develop the best schedule based on their availability of rooms.
• Before the guestroom inspection begins, the Engineering Manager must develop a tracking
mechanism listing the following data:
Date of individual room inspection

Technician who inspects the room
Work tickets written for the inspected room
Outstanding work tickets
Date of next scheduled room inspection
(All above data will be entered into CMMS for ease of future retrieval).
• It is best to inspect and PM a guestroom when it is vacant and placed out-of-order by the
Front Office.
• If it is not possible to schedule vacated rooms, for occupied guestrooms under inspection
the entry door must be kept open and a sign or place card must be visible indicating that the
room is under maintenance inspection.
The Property Operations Department typically services rooms by 4:00 PM. (Accomplish
guestroom preventive maintenance service according to posted step-by-step instruction sheets
located in the Reference Library.)
• The inspecting technician conducts the repairs and files a copy of this report with the
individual responsible for generating work requests.
• The Property Operations Department notifies the Housekeeping Department as soon as the
guestrooms are complete to allow for proper cleaning and return to service.
• Hold repair and maintenance meetings on a scheduled basis. During such meetings, review
the guestroom maintenance inspection checklist form. Personnel who perform the repairs
and inspections should understand the content of the inspection card and how it relates to
the property. Include progress, observations, and results of the inspection reports in the
agenda of the repair and maintenance meetings.
SUGGESTED ENTERING PROCEDURE
A. Knock on the guestroom doors twice. Knock loudly enough to be heard, but not so
loudly to be irritating for the guests.
B. Identify yourself by saying, “Engineering.”
C. If the guest does not answer, repeat “Engineering” after the door is opened, enter the
room and perform the task as assigned.

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D. If the room was mistakenly listed as vacant and was actually occupied, apologize to
the guest for the intrusion and go on to another room.
E. If Preventive Maintenance must be performed in an occupied room, explain to the

guest that the hotel does not wish to inconvenience him/her. Explain that it is
necessary to make periodic checks on each room in order to maintain our quality
standards and an offer to reschedule the visit should be extended to the guest. Proper
maintenance assures that guests have a pleasant and comfortable visit at our hotel. If
work must be performed in an occupied room, but the guest is not present, leave a
maintenance calling card (with Engineer’s name and shop extension) in the room or in
the key card slot in the entrance door to notify the guest you were in the room. This
card should include the service person’s name and extension number to call if they
have any questions.
F. Leave the Preventive Maintenance cart outside the room. Leave guestroom door
open.
1. Perform work. (Follow the Checklist Form provided in Reference Library.)
2. Write Work Order Tickets for any items that require more than 30 minutes to complete.
Items needing additional attention should be clearly recorded on the inspection form. The
CMMS program also provides the ability to enter work requests through the guestroom
telephone by dialing the appropriate extension number and a series of numeric codes that
represent the deficiency. The work request is generated and recorded automatically into the
system. Additionally, that same work request can be automatically transmitted to a phone,
pager, or other devices that are available to maintenance individuals.
3. The Preventive Maintenance person must follow-up on work order tickets for Preventive
Maintenance items. Repairs need to be marked as “complete” on Checklist.
4. Notify the Property Operations Office of completed Preventive Maintenance tasks by

returning the checklist daily.
5. Return guestroom keys to the Engineering Office or area in compliance with your Hotel’s
policy.
6. Engineering notifies Housekeeping of rooms to be cleaned as soon as completed.
Introduction –Public Space Preventive Maintenance
It is recommended each hotel establish and maintain a Public Space Preventive Maintenance
Program.
The Sales Department should schedule meeting rooms in advance for the Preventive
Maintenance Program, using parameters set up by the Property Operations Department. The

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Property Operations Department will complete the preventive maintenance of the meeting
rooms on the dates scheduled and on completion advise Housekeeping if any cleanup is
required as well as inform the Sales Department of the results and any follow-up repair /
maintenance work that must be completed.
Maintenance Work Requests
A Maintenance Work Request system should be designed to accomplish the following functions:
• Standardization – To provide a standard system for expediting the maintenance function.
• Simplicity – To reduce oral communication and paperwork by providing the mechanism for
requests to be initiated, assigned, completed and reported without rewrite, via the use of
ticket.
• Analysis – To provide a written record of the date, type of problem, location, to whom
assigned and completion time.
• Approval – To provide a convenient means of screening the maintenance requests of
management.
• Planning – To provide a readily visible evaluation of backlogged projects.
• Control – To provide management with simple means of evaluation of the flow of
maintenance problems, time required to perform, and whether or not the requests are being
efficiently resolved.
• Zero Defects – To improve quality in eliminating problems before the guests can discover
them.
All Maintenance Work Requests can be classified into the following two categories:
1. URGENT REPAIRS:
The reporting of urgent repairs should be communicated through PBX and entered directly into
the CMMS and dispatched either via radio, phone or a text enabled device to the shift engineer.
2. NON-URGENT REPAIRS:
The reporting of non-urgent repairs should be through the use of email allowing records to be
kept in the system. Emails shall be directed to the Engineering Manager or as designated.
If the hotel does not use CMMS, the features of the Maintenance Work Request system are the
specific work orders and the assignment and report board on which Maintenance Work Request
tickets are displayed. Work tickets should have spaces for recording the following information:
• Date of request
• Person or department requesting
• Location of problem
• Description of problem
• To whom assigned
• When completed

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• Time spent completing
• Remarks by person completing
The Maintenance Work Request system should be used by the Property Operations
Department to evaluate the workload of the department:
- To measure the effectiveness of the maintenance employees

- To isolate repetitive problem areas by location and type of problem
- To identify the backlog problem areas in order to plan and staff for them.
Equipment Maintenance
A maintenance schedule shall be in place for all equipment, with a task base of maintenance
requirements for that equipment. A task base is a detailed list of maintenance requirements,
otherwise known as preventive maintenance, for a specific piece of equipment.
The Reference Library includes several Task Base models which have been generically put
together, which means maintenance tasks shown for each item of equipment can be applied to
any make or model of that item. If a task does not apply to an item of equipment, that task
should be removed from the schedule.
Important: Any manufacturer recommendations and service requirements, which exceed the
requirements reflected in the Task Base Reference Library documents, must take precedence
over the Task Base in the Reference Library document.
The following is a sample excerpt from the Schedule of Maintenance Tasks located in the
Reference Library:

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Schedule of Maintenance Tasks
Frequency
Half
Maintenance Item Daily Weekly Monthly Quarterly Yearly Annually Special Total
A/C (Air conditioning split systems) 3 1 4
A/C (Air handling units) 8 2 1 1 12
A/C (Chiller, Air cooled) 40 11 1 1 52
A/C (Chiller, Water cooled) 11 1 12
A/C (Cooling tower) 11 1 12
A/C (Ductwork) 1 1 1
A/C (External louvers) 2 1 2
A/C (Fan coil units) 1 1 2
A/C (Hepa filters) 4 4
A/C (Insulation) 1 1
A/C (Sound attenuators) 1 1
A/C (Variable air volume units) 1 1
Automatic controls 8 2 1 1 1 12
Belt drives 2 1 1 4
Boilers (Electrode boiler) 3 1 4
Boilers (Flues) 11 1 12
Boilers (Modular) 3 1 1 4
Boilers (Shell and tub pressure jet
burners) 3 1 1 4
Boilers (Steam boiler) 1
Building management systems 1 1
Electrical (Battery charging equipment) 1 1
Electrical (Distribution boards) 8 2 1 1 1 12
Electrical (Distribution) 2 2 1 4
Electrical (Door curtain heaters) 1 1
Electrical (Fan convectors) 2 1 3
Electrical (Fan convectors) 3 1 4
Electrical (General lighting) 353 11 1 365
Electrical (Heater battery) 1 1
Electrical (Hot water heater) 10 1 1 12
Electrical (hotplates) 365 365
Electrical (Low voltage switch panels at
supply intake) 51 1 1 52
Electrical (Motors) 11 1 12
Electrical (Multi point hot water heater) 10 1 1 12
Electrical (Portable equipment) 1 1
Electrical (Pressurized hot water heaters) 10 1 1 12
Electrical (Ring main and sub circuits) 3 1 4
Electrical (shower unit) 4 4
Electrical (Small power installation) 4 1 4
Electrical (Starters “air break and
contactors”) 3 1 4
Electrical (Starters “star – delta”) 1 1
Electrical (Starters) 4 4
Electrical (Trace heating tapes) 2 2
Electrical (Tubular heaters) 2 2
Electrical (Uninterruptible power
supplies) 1 1 2
Electrical (Controls panel) 353 8 2 1 1 365

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The number listed under the frequency heading represents the amount of maintenance visits /
tasks required for each item per year and are optimized to keep the visits / services to a
minimum.
For example, an items maintenance requirement may be as follows:
Monthly visit / checks (12 visits in total)

Quarterly services (4 visits in total)
Total visits (16 visits)
To optimize resources and eliminate unnecessary visits, the maintenance schedule takes into
account four of the monthly checks can be carried out at the same time as the quarterly
services; therefore the maintenance requirements will be as follows:
1 visit / check every month with every 4th visit being a service
Monthly visit / checks (8 in total)
Quarterly service (4 in total)
Total visits (12 in total)
Saving (4 visits)
On the following page is an example of the Task Base Models found in the Reference Library.
Task Base models are only provided for a select number of equipment types listed on the
Schedule of Maintenance Tasks.

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Air Handling Units
ID M010 Critical No Type Contract No Response Time

Start Date End Date
Contractor Telephone No
Monthly PPM
1. Check exterior for signs of leaks, deterioration or damage. Repair as necessary.
2. Check for undue noise or vibration.
3. Check and record filter manometer reading. Check condition of filter and change as necessary.
Quarterly PPM
Please carry out tasks 1 – 3, as above and then continue with the following:
4. Check air inlet grille. Ensure free of obstruction.
5. Check fan and motor for security of drive and mountings.
6. Check belt / coupling alignment and condition. Adjust / replace as necessary.
7. Lubricate fan and motor bearings and in accordance with manufacturer’s recommendations.
8. Inspect condensate trays and drains to ensure they are clear.
9. Check for signs of standing water. Carry out repairs / report if found.
10. Carry out function check of both heating and chilled water motorized valves to ensure satisfactory
movement over full travel.
11. Carry out function check of motorized dampers / inlet guide vanes to ensure satisfactory
movement over full travel. Ensure dampers are clean and secure. Lubricate damper linkages as
required.
Yearly PPM
Please carry out tasks 1 – 11, as above and then continue with the following:
12. Check flexible ductwork connections. Repair / replace as required.
13. Inspect heating and cooling coils, clean and comb fins as required. Report any other damage.
14. Check fan bearings for end float. Ensure impeller is secure on shaft. Clean fan.
15. Clean interior of air handling unit.
16. Check manual dampers for freedom of movement and reset in correct position (mark position
where necessary). Ensure blade is clean. Lubricate linkages as required.
17. Check anti-vibration mounts.
18. Clean and check bird / insect screens. Repair / replace as necessary.
19. Inspect condition and security of inlet grill, casing and supports. Treat any signs of corrosion and
paint as required to prevent deterioration.
Date Completed Maintenance D / W / M / Q / H / Y
Contractor Sign Client Sign

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Chapter 5
MEP Guidelines
The following sections included in this chapter will be posted separately to allow for updating
and can be located and viewed in: OnQ>Departments>A&C>Prop Ops
HVAC
Plumbing
Electrical

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Chapter 6
General Maintenance
TELEVISION MAINTENANCE
INTRODUCTION
Television systems are a standard and essential amenity in each guestroom. It is important to
provide proper maintenance and records for this equipment. Properties with LodgeNet HSLA
(Hotel Service License Agreement) services installed should use procedures for troubleshooting
and maintenance as required by LodgeNet. For those facilities with On Command, it is
necessary for Property Operations to use procedures for maintenance of boxes, head and
equipment, satellite dishes, antennas, and distribution systems required by On Command.
PROBLEM RESOLUTION GUIDELINES
1. REPORTED TELEVISION ISSUES
A. Report any malfunctions through normal Work Ticket procedures.
B. The Shift Engineer should be informed to respond to the reported location to

troubleshoot the problem.
C. If the problem is determined to be related to the television set, remove the television
set from the location and replace it with a spare. Follow the television set inventory
and maintenance guidelines below for further tracking of problem resolution.
D. If the problem is determined to be related to the HSLA service provider, follow

established procedures required by your HSLA service provider to remedy the
problem.
E. Track the progress and resolution of the HSLA service provider on the original work
ticket generated for the issue.
TELEVISION SET INVENTORY AND MAINTENANCE RECORDS
A. For properties utilizing the SAI MMSWin, SynergyMMS or the HotelExpert software
program, the following guidelines apply.
1. Track television set inventory using the equipment section of the program. Track
the room number that the television is installed in along with brand name, model

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and serial number, and date manufactured. Log spare sets in the same manner
using spare as the location.
2. Establish inventory labeling system that will ensure ease of tracking and ease of
report generation related to the television sets.
3. When work tickets are generated for a television set, ensure all fields on the
work ticket are properly filled in to include all information related to the set.
B. For properties utilizing manual maintenance systems the following guidelines apply.
1. Keep a 3” x 5” file card for every TV set in the hotel. The top of the card
contains the following information:
Brand Name
Model / Serial Number
Year Manufactured
C. Arrange a set of index cards in a cardex file box (one index card for each room in
the hotel.) In addition, there are index cards labeled “SPARE” and another labeled
“UNDER REPAIR”.
D. File individual TV set record cards by guest room number within the cardex file box,
File spare TV sets under “SPARE”. File TV sets out of order for repair as “UNDER
REPAIR”.
RECORD MOVEMENT OF TV SETS
A. When moving TV sets, use work order forms. This includes movement from one
room to another or from the “SPARE” or “UNDER REPAIR” status.
B. The Shift Mechanic will move a TV in need of repair. Attach a tag. The tag should
contain all pertinent information (room # where TV was taken from – if unique, such
as a special suite TV, TV problem symptoms). After repair by the service provider,
the TV is placed under “SPARE” section.
C. Use the completed work order forms as the basis for actually changing the location
of the file cards within the cardex file box.
MAINTAIN ACCOUNTABILITY
If it is necessary to remove a TV set to be repaired by an outside repairman, the repair service

provides a signed receipt before removing any TV set from the hotel. (This receipt is
considered a package pass for Security Department.) Paper clip the signed receipt to the
appropriate card in the “UNDER REPAIR” section of the cardex file.

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RECORD TV REPAIR COSTS
After repair is completed and is ready to be listed as “SPARE”, record the date, a brief
description of the parts replaced, and the cost, in ink on the file card.
SWIMMING POOL / SPA MAINTENANCE
INTRODUCTION
The purpose of this section is to establish minimum standards of safety for operation of
swimming pools, wading pools and spas at all hotels owned and/or operated by Hilton Hotels
Corporation.
It is the intent of Hilton Hotels to provide for a reasonable level of safety for guests using
swimming pools, wading pools and spas. Each property must comply with applicable local and
state codes and regulations. Where such codes or regulations are less stringent, Hilton Hotels
Corporation standards must be met in addition to the applicable regulatory requirements. (HHC
Standards are located in OnQ Insider under Resources > Standard Practice Instructions >
(SPI/Loss Prevention/LP-6.)
KITCHEN AND LAUNDRY EXHAUST HOOD AND DUCT AND FAN CLEANING
The objective of this section is to provide guidelines for the outside contractor cleaning of
kitchen and laundry exhaust hoods and exhaust ducts in all HHC-owned and managed Hilton,
Doubletree, Embassy Suites, and Waldorf=Astoria Collection Hotels.
The guidelines are intended to assist in ensuring that essential elements of quality
control and oversight are applied to the following;
• Frequency of kitchen exhaust hood / exhaust duct inspection and cleaning

• Documentation of kitchen exhaust hood / exhaust duct inspection and cleaning
• Selection of approved cleaning contractor
• Contractor certification of kitchen exhaust hood / exhaust duct inspection and cleaning
• In-house follow-up and verification inspection
A further objective is to provide procedural guidance to enable Engineering Management to

verify that the contractor has adequately cleaned the entire kitchen hood or laundry exhaust
system.
The Engineering Manager should ensure compliance by kitchen, laundry and Property
Operations staff with the manufacturer’s recommended cleaning and inspection schedules to be
performed by the equipment users and Property Operations staff. Staff cleaning of lint filters,

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dryer coils, etc. is often a daily or weekly activity that must be performed in concert with the
work of outside inspection / cleaning contractors. (Laundry Operations Procedures can be
found in OnQ Insider under Departments > Architecture & Construction > Laundry Operations >
Laundry Operations Manual).
It is of extreme importance with respect to life safety and asset protection that the kitchen
exhaust hoods, exhaust ducts, and fan associated with commercial cooking and laundry
operations are adequately cleaned of grease and lint deposits. Severe fires can result should
grease in kitchen exhaust hoods and exhaust ductwork be allowed to build up, accumulate on
fan blades, filters, grease traps or other appurtenances. A similar fire hazard exists for laundry
operations should lint deposits accumulate within the exhaust system and equipment. In order
to minimize the risk of fire due to grease deposits, the entire kitchen exhaust hood, associated
appurtenances and exhaust duct system should be properly cleaned as directed by the NFPA
96, Standard for Ventilation Control and Fire Protection of Commercial Cooking Operations,
2004 edition, Section 11.4.
The kitchen exhaust hood and exhaust duct system should remain free of excessive grease
deposits, requiring that regular inspections of the entire system be conducted. The frequency of
inspections should be undertaken as scheduled per NFPA 96, Table 11.3.
Laundry vent ducts and filters should be inspected and cleaned as indicated in NFPA 90A,
installation of Air Conditioning and Ventilating Systems, 2002 Edition, Appendix B-4.
Inspections and cleaning of the kitchen exhaust hood and exhaust duct system shall only be
conducted by properly trained, qualified, and certified companies or persons, as stated in NFPA
96, Section 11.3 &11.4.
The inspection and cleaning contractor shall be an accredited member of a nationally

recognized trade association such as the International Kitchen Exhaust Cleaning Association, or
other similar body. The association shall also have an accredited certification and training
program.
The inspection shall include the entire exhaust duct from the kitchen exhaust hood through to
the discharge exit of the exhaust duct, including all grease traps, filters, cleanouts, and other
appurtenances.
The inspection of the laundry vent ducts shall include the entire duct network, including all filters
and lint screens.
Upon completion of the inspection and cleaning, the contractor shall place signed and dated
tags or labels on all elements of the exhaust system, including hoods, access panels and
cleanouts.
The contractor shall make a video record of the condition of the entire exhaust system at the
time of the inspection and after cleaning as deemed necessary.

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The contractor shall provide to the owner such documentation as may be necessary to validate
compliance with NFPA 96, Section 11.4.13/14, which requires that “the entire exhaust system
shall be inspected by properly trained, qualified and certified company.”
The contractor shall survey the entire kitchen exhaust hood, exhaust ducts and laundry exhaust
vent duct system, and shall certify familiarity with all physical conditions, arrangement of the
system, location of all relevant appurtenances including hoods, ducts, grease traps, cleanouts,
filters, lint screens, and inspection panels prior to conducting an inspection of the system.
The contractor shall provide a written specification describing the specific method and
procedure to be employed including but not limited to; physical grease and lint removal
methods, all chemicals, steam and power washing. The specification shall confirm familiarity
with the arrangement of the exhaust system, including all elements and appurtenances such as
hoods, ducts, grease traps, filters, lint screens, cleanouts and inspection panels.
Exhaust system inspection / cleaning shall be scheduled as stated in NFPA 96, Table 11.3 and
NFPA 90A, Section B-4, as reproduced below.
Kitchen Exhaust Hood / Exhaust System Inspection / Cleaning Schedule

Type or Volume of Cooking Frequency
System serving solid fuel cooking operations (i.e., Monthly

wood, charcoal)
System serving high volume cooking operations, such Quarterly

as 24-hour cooking, charbroiling or wok cooking.
Systems serving moderate volume cooking operations Semi-Annually
Laundry Exhaust Vent / Exhaust Duct Inspection / Cleaning Schedule

Laundry Equipment Frequency
Dryers and Vents Quarterly
The contractor shall inspect the entire kitchen exhaust hood, appurtenances, and exhaust
systems including but not limited to the following:
• Kitchen Exhaust Hoods

• Grease Filters
• Fans
• Wash-down Systems
• Dampers
• Ducts
• Grease Traps
• Filters & Lint Traps
• Cleanout Access Panels

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• Inspection Panels
• All other appurtenances of the exhaust system

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Chapter 7
Equipment Testing Guidelines
Introduction
The purpose of this chapter is to ensure the appropriate testing measures are in place and to
ensure the key mechanical and electrical systems will continue to operate without unexpected
failure due to lack of testing / maintenance.
EMERGENCY GENERATOR OPERATIONAL TESTING
Routine operational testing program shall be based on all of the following:
1. Manufacturer’s recommendations
2. Instruction manuals
3. Minimum requirements as determined by Corporate Engineering / Risk Management
4. The authority having jurisdiction
Permanent records shall include at a minimum the following:
1. The date of testing

2. Identification of testing personnel
3. Notation of any unsatisfactory condition and the corrective action taken, including parts
replaced
4. Oil Pressure
5. Fuel Level in tank after testing is complete
6. Water Temperature
7. Loading
Monthly testing shall be completed as follows:
Diesel Generators shall be tested monthly for maximum of 30 minutes, using one of the
following methods:
1. Loading that maintains the minimum exhaust gas temperatures as recommended by the
manufacturer.
2. Under operating temperature conditions and at not less than 30 percent of the
nameplate kW rating.
3. If the engine cannot be loaded as required in (2), the engine shall be operated until the
water temperature and oil pressure have stabilized and then the test shall be terminated
before the 30 minute time period expires.
Spark-ignited generators shall be exercised at least once monthly, for a minimum of 30 minutes,
using one of the following methods:

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1. Loading that maintains the minimum exhaust gas temperatures as recommended by the
manufacturer.
2. Under operating temperature conditions and at not less than 30 percent of the
nameplate kW rating.
Annual testing shall be completed as follows:
Operated under load of 25 percent of nameplate rating for 30 minutes;

Operated under load of 50 percent of nameplate rating for 30 minutes;
Operated under load of 75 percent of nameplate rating, or facility full connected load if less than
75% of rating, for 60 minutes, for a total of 2 continuous hours or in compliance with local code.
Battery and Fuel Testing
Storage batteries, including electrolyte levels or battery voltage used in connection with systems
shall be inspected weekly and maintained in full compliance with the manufacturer’s
specifications.
Maintenance of lead-acid batteries shall include the monthly testing and recording of electrolyte
specific gravity. Battery conductance testing shall be permitted in lieu of the testing of specific
gravity when applicable or warranted.
Defective batteries shall be replaced immediately upon discovery of defects.
Batteries will be installed in an enclosed battery compartment.
A fuel quality test shall be performed annually using tests approved by ASTM standards.

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ELECTRICAL EQUIPMENT MAINTENANCE
Infrared Testing
Infrared Scanning or Thermography, is an inspection technique utilized in many processes and

in this application primarily for scanning electrical equipment for abnormal conditions which
could result in electrical system failure. Infrared inspections are also useful for accurate
documentation of problem areas in many types of mechanical equipment as well as defects in
a building envelope. Faulty conditions in these environments are not visible to the human eye,
and without utilizing advanced inspection techniques these conditions could remain unknown
until critical failure occurs.
Faulty conditions can include but not be limited to: fuses, loose connections, overloaded circuits,
and cracked or broken parts, which are rarely identified during routine maintenance.
Additionally, oxidized electrical connections, unbalanced electrical loads, overloaded electrical
circuits, and improperly installed or insufficiently lubricated bearings produce higher than normal
temperatures which are not easily identified by visual or touch / feel type inspection. Infrared
inspections assist in providing clues to normal machine wear, chemical contamination,
corrosion, and fatigue associated with building structural and mechanical systems. Infrared
Scanning clearly identifies these abnormalities and will assist with planning and budgeting for
proper repair instead of catastrophic loss.
In the most recent edition of article 70B, the NFPA Recommended Practice for Electrical
Equipment Maintenance recommends "routine infrared inspections of major components
(primary, secondary, and sub-panel distribution) of your energized electrical systems should be
performed annually prior to shutdown. More frequent infrared inspections should be performed
where warranted by loss experience, installation of new electrical equipment, or changes in
environmental, operational, or load conditions."
Hilton Hotels requires that all owned, managed, leased, and joint venture hotels have infrared
inspections performed by a qualified inspector of main switch gear, main distribution panels, and
main transformers, on an annual basis. If the hotel has an emergency generator system, a full
load scan of the transfer switch gear can be performed but only if it is feasible to hotel
operations.
A simple infrared thermography inspection consists of a walking tour of a property, scanning

designated equipment with an infrared camera, while in full operation. When contracting for
infrared inspection services it is highly recommended you ensure the vendor be properly
certified to conduct these tests. At a minimum the inspection vendor should be certified in
accordance with international infrared certification standards. Infrared inspectors who receive
formal training and certification in accordance with ASNT (American Society of Non-Destructive
Testing) and/or EPRI (Electrical Power Research Institute) standards are highly preferred. We

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would recommend that the inspecting vendor provide Proof of Insurance and their certification
number and training agency to the Hotel for verification prior to commencement of services.
As a general guideline, the Hotel should receive an exit conference and report of inspection
findings from the contractor. The report should include a summary of all abnormal findings and a
recommendation of prioritizing repairs. Modern thermography equipment will take high
resolution pictures of the scanned equipment and these should be included in the report as
evidence of abnormal conditions. Itemized documentation of individual equipment may also be
helpful with planning and budgeting. If possible, a ROI analysis should be provided for each
abnormality comparing estimated cost for scheduled correction and estimated cost to repair
after critical failure.
Approved Provider Recommendation
PSCorp takes a comprehensive approach to managing an infrared predictive maintenance

program. PSCorp's services encompass complete project management, inventorying of
equipment through the use of bar-coding, visual and IR data collection, reporting and analysis of
critical information and web based access to all data which can be accessed 24 hours a day.
(An Infrared Testing National Agreement and Pricing can be located in the Reference Library.)
Building GFI Testing
A ground fault occurs when a conductor becomes exposed to grounded metal (switchgear
enclosures, conduit, etc.) initiating an alternative path for current flow. When the current flows
through the alternative path it is known as ground current. Overcurrent protection devices, such
as fuses or circuit breakers, and ground fault current interrupters, known as GFI, protect
equipment from ground faults. Under most circumstances, high current level ground faults can
be quickly detected and cleared by properly sized overcurrent protection devices. Detection of
low current level ground faults with standard devices is not practical because the magnitude of
the current is outside of the overcurrent device time delay characteristics. This situation creates
a tremendous fire hazard because distribution equipment can be subjected to considerable low
level electrical arc damage due to ground faults.
The electrical industry addressed this situation in the 1971 National Electric Code (NEC) by
requiring ground fault protection systems. These systems were designed to operate in the lower
magnitude ranges not covered by standard overcurrent devices. The NEC (Article 230-95)
requires ground fault protection of equipment on service entrance equipment rated 1,000 amps
or more operating at 480Y/277 volts.
In 1978, the NEC went one step further and began requiring Performance Testing of ground
fault protection systems (Article 230-95(c)). This requirement specifies that the ground fault
system shall be tested when first installed on site. (A factory test report is not an acceptable
substitute.) This mandate came "as a result of numerous reports of ground fault protection
systems that were improperly wired and that could not or did not perform the function for which

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they were intended," according to the NEC Handbook. Field reports have shown failure of close
to 25% of all ground fault systems throughout the industry.
The NFPA (ref. 6-4.4.4, 18-9, 18-12, 16, 18.9.3.2) has set the following guidelines for
maintenance, inspection, and testing of all interrupter switches (air circuit breakers). Hilton
Hotels requires that all owned, managed and joint venture hotels follow these
established guidelines. Contact the Corporate Engineering Office to request variations from this
guideline.
Hilton Hotels requires a qualified external inspector to perform maintenance or testing of GFI
equipment. Testing of these systems requires certification, specialty equipment, and field
experience. A contractor should also provide proper reporting of cleaning, maintenance,
adjustments and testing of these items / equipment. The inspection reports must be retained
and available for audit and insurance documentation purposes.
Item/Equipment Task/Function Interval Reference

AIR CIRCUIT
BREAKERS
Medium/Low Voltage
Insulation Visual inspection/clean Annually 6-4.2
Electrical tests 3 years 18-9
Contacts Visual inspection/clean Annually 6-4.3.4
Adjust Annually 6-4.3.5
Electrical test 3 years 18-12, 16, 18.9.3.2
Arc Interrupters Visual inspection/clean Annually 6-4.4.3 - 6-4.4.4
Electrical test 3 years 6-4.4.4
Air-puffer operational check Annually 6-4.4.5
Operating Mechanism Visual inspection Annually 6-4.5.2
Operational check/adjustment Annually 6-4.5.2
Trip Device/Circuit Operational check Annually 6-4.6.3
Operating time calibration 3 years 18-16.1, 6-4.6.4, 6-
check 4.6.5

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EDDY CURRENT TESTING
Eddy current testing is an electromagnetic inspection technique that can only be used on
conductive materials. Its applications range from crack detection to rapid sorting of small
components for flaws, size, or material variations. The concept of the inspection technique is
relatively simple. When an energized coil is brought near the surface of a metal component,
electromagnetic currents are induced in the metal. These currents, called eddy currents, create
a magnetic field that tends to oppose the magnetic field created by the energized coil. The
situation is similar to facing opposing ends of two magnets together - the magnets push each
other apart. Measuring the impedance of the energized coil next to the surface completes the
technique. Simply put we are measuring how hard the magnets are pushing each other
apart. We compare the impedance of the test material with the impedance of that material when
it is new. Cracks, defects, and normal wear in the test material create differences in impedance
and this information is used to determine the quality of the material.
The condition of heat exchanger tubes is vital to efficient, reliable chiller operation. Tube
failure can result in catastrophic chiller loss. Repair will most likely be expensive and time
consuming as tube failure can contaminate the refrigerant system and cause drive motor
burnout. Unfortunately, tube condition is not readily visible to the human eye. Not only are
tubes hidden inside the shell, but the condition of internal tube walls is also hidden from
sight. Eddy Current Tube Testing is an inexpensive, electronic method used to analyze
tubes in place. Unless otherwise required by the manufacturer, Hilton Hotels requires all
owned, managed and joint venture hotels to test chillers and tube bundles every three
years. All newly installed equipment should have a scheduled first test completed after
five years and every three years after that on both chillers and tube bundles.
Benefits of Testing
• Minimizes risk of costly repairs and downtime by providing advanced warning of failure
areas.
• Eddy Current testing is beneficial to chiller systems and should be considered in all other
pressure vessels as recommended by the manufacturer.

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ELEVATOR TESTING – MINIMUM REQUIREMENTS
The following information represents generally accepted practices.
Please verify testing requirements with your local regulatory agency as they may exceed
the guidelines indicated below.
Test Frequency Comments

Emergency Power Test Yearly This test should be coordinated in conjunction
with the Hotel emergency power test.
Fire Recall Test Yearly This test should include the Hotel testing
smoke detectors in the elevator lobbies and
the general alarm system. Refer to Chapter
13 for guidelines.
No-Load Safety Test Yearly This test is not required by code but is
(Electric Gear Traction included in most elevator maintenance
Elevators) contracts.
Full Load Safety Test Five years This test is required in most states and is
(Electric Gear Traction recommended in any case. Most elevator
Elevators) maintenance contracts include this test.
Load Test Yearly This test is not required by all states but is
(Hydraulic Elevators) highly recommended on all hydraulic
elevators, especially those with single bottom
cylinders (installed before 1972).
Emergency Lighting Test Yearly This test is not required by most states but
assures safety lighting in the elevator cab in
case of power failure.
It is recommended that an outside audit be completed every year, or at a minimum every other
year, to ensure that:
1. Your elevators / escalators fully comply with current code.

2. That your maintenance vendor is providing service which complies with the contract
requirements.
3. That all required testing and maintenance documentation and licensing is up-to-date.
4. Recommendations for required / improved service upgrades and associated costs are
provided.
(Consultants with Elevator Testing National Agreements are posted in the Reference Library.)

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GENERAL PORTABLE APPLIANCE TESTING PROCEDURES:
Many accidents occur when portable tools and electrical appliances are being used. It is
therefore essential that such electrical equipment is frequently inspected as necessary by the
user and tested by a suitably qualified electrician.
Electrical Equipment Inspection and Testing / Definition of Electrical Equipment Types:
Type Definition
Portable Appliance Equipment intended to be moved while in operation, or easily
moved from one place to another while connected to the
supply, i.e., vacuum cleaners, radios, kettle, etc.
Movable Equipment Equipment with wheels, handles or other means to facilitate

(Transportable) movement by the user as required to perform its intended use;
or
Equipment that is 40lb or less in mass, and is not fixed, i.e., an
electric heater.
Handheld Equipment Intended to be held in the hand during normal use, i.e.,
soldering iron, electric drill, etc.
Stationary Equipment or Has a mass exceeding 40lb and is not provided with a carrying
Appliance handle, i.e., a refrigerator.
Fixed Equipment / Appliance Secured in a specified location, i.e., a hand dryer.
Equipment / Appliance for Generally intended to be installed in a recess such as a

Building In cupboard or opening. Often such equipment only has partial
casing as additional shock protection is offered by the
surroundings. Such an example would be an electric hob unit.
Extension Leads The use of extension leads is strongly discouraged. However,

if in use, such leads shall be treated as Portable Appliances
and tested as such.

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Frequency of In-Service Tests and Inspections of Portable Tools and Electric Appliances
In-service testing shall be carried out routinely to determine whether the equipment is in a
satisfactory condition. In-service testing shall include the following, and all findings shall be
recorded:
Preliminary visual inspection

Earth continuity tests (short to ground tests)
Insulation testing
Functional checks
The importance of the visual inspection cannot be over emphasized. This will highlight defects
that no amount of electrical testing will identify, i.e., cracked cases or severed leads.

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Chapter 8
Engineering Standards
The purpose of this chapter is to guide you in the selection of services and products. Within this
chapter we will cover guestroom thermostats, lighting, showerheads, filtration, water treatment
and refrigerant management.
GUESTROOM DIGITAL THERMOSTATS
Summary
The guestroom digital thermostat standard has been developed with the intent of increasing
CLTS scores across all brands. We recognize the opportunity to implement modern
technology that will improve the guestroom air conditioning system, assist in managing energy
consumption and cost, and bring consistency to our guestrooms across the Hilton Family of
Brands. Guestroom HVAC is important to our guests and we have ample opportunity to
improve guest experiences through the addition of this technology.
There are many manufacturers and products available in the direct digital thermostat / controls
market. We have experienced a variety of results with these products and due to the complexity
of choices surrounding implementation of this technology, we feel our guideline will assist you in
choosing a product that will provide the results we expect and ensure costs will be appropriate
for your hotel. Our recommended products have been selected based on testing, design, and
cost to meet our expectations for guestroom equipment. If you wish to utilize another
manufacturer’s product please submit a complete specification package to Corporate
Engineering for review. This package will be reviewed in cooperation with our Architecture and
Design teams to ensure compliance with all performance and design standards for Hilton
Hotels.
Technical Standard
In order to ensure that direct digital thermostat products meet our expectations, the following
minimum criteria have been developed. These specifications are intended to ensure ease of use
by guests, consistent functionality, and cost effectiveness.
• Thermostat must have capability to operate primary types of guestroom air conditioning
equipment including fan coil, PTAC, heat pump, and split type systems
• Directly replace existing line or low voltage thermostat
• Adequately sized digital display
• Primary (default) display must be current room temperature
• Guest selectable Fahrenheit/Celsius information display
• On/Off and Temperature Increase/Decrease push button controls
• Automatic changeover between heating and cooling modes
• An option to default fan speed to low and control temperature by water

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Because of the small incremental difference in price between the standard stat and the smart
stat, we recommend installation of thermostats with advanced functionality. Thermostats
that incorporate these features provide increased ability and flexibility for the hotel to adjust
operating parameters based on occupancy, renovation, room status as well as to better manage
energy consumption in the guestroom.
• Guest selectable automatic or manual fan function. In manual fan selection, guest shall
be able to choose all available fan speeds - High/Low or High/Medium/Low depending
on equipment type.
• Occupied, Unoccupied, and Vacant room mode functions
• Temperature limit set-points during Occupied room mode
• Temperature setback limits during Unoccupied room mode
• "Deep" temperature setback during Vacant room mode
• Passive infrared motion / heat detection
• Entry door switch monitoring
• Available humidity control
• Available energy management system interface for centralized computer control
Thermostat Power & Communication Options
In order to provide cost effective digital thermostat installations for our hotels, we have tested
and approved two alternatives for these controls. Both of these manufacturers can provide
models with AC or battery power as well as hard-wired or wireless communication.
As a general rule, the traditional hard wired unit is a direct replacement for existing thermostats
as they are readily available and priced accordingly. They are available in a wide range of low
and line voltage configurations and provide hard wire communication directly to the air
conditioning unit. Installation of these thermostats should be performed by qualified electricians,
who are educated in electrical codes and safety, as the connected voltages and wiring
complexity can endanger installing persons as well as potentially damaging hotel equipment
and property.
A new option on the market is the use of a battery powered thermostat. These units are
powered by a battery pack similar to those used in electronic door locks and they utilize either
infrared light or radio frequency technology to communicate with the air conditioning equipment.
This technology provides some distinct advantages over the hard wired type. First, these
thermostats can be located in the best possible location, for guest use, without running wiring
throughout the guestroom. The use of infrared or radio frequency means that the stat can
communicate without being directly "in the line of sight" with the air conditioning equipment.
The thermostat communicates with the air conditioning equipment by means of a receiver which
is wired within the air conditioning unit itself. This piece of the system should be installed by a
qualified electrician due to the conditions mentioned above. The thermostat itself can be
installed by anyone and this flexibility of installation means costs are very competitive when
compared to hard wired units.

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We have tested the battery units, from our approved vendors, and have experienced high levels
of success with the product. They have been proven to operate reliably on various types of air
conditioning equipment and the batteries capabilities and life expectancy are similar to the door
lock cycle. The approved battery powered thermostats give warning that the batteries are low,
prior to the stat becoming non functional, and changing them is similar to changing batteries in a
door lock. Manufacturers currently claim the battery packs will last over three years; however,
we recommend a battery replacement program every two years to ensure proper function.
Approved Products
Hilton Hotels has tested and approved Senercomm and Inncom products for use in our Family
of Brands Hotels. These vendors provide quality products which meet our standard and each
offers a variety of functional options which can be compared and selected to match your budget.
Feel free to contact Corporate Engineering to discuss the options for your hotel. (Stat
configuration guidelines can be found in the Reference Library for each manufacturer.)

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GUESTROOM LIGHTING STANDARD
Introduction
Hilton recognizes the opportunity to improve light levels and reduce operating costs by moving
to more efficient fluorescent lighting where applicable. There are a wide variety of products
currently available and new designs are regularly introduced. In an effort to ensure quality and
simplify the selection process, we have and continue testing products from leading vendors and
manufacturers in mock-up installations. This report outlines our findings and serves as a general
guideline to selecting and installing the appropriate lighting for your property.
Lighting Guidelines
The following discussion addresses each type of fixture typical to Hilton properties and the
results of testing various styles of energy saving instant-on compact fluorescent (CF) lamps to
replace existing incandescent lamps.
Guest Room Energy Efficient Lighting
Table Lamps - These can be on/off or 3-way fixtures, located at the bedside and
in some cases at sofa side tables. We found that spiral CFL’s with a starting
lumen output of at least 2000 lumens should be used. (Approved lighting
products can be found in the Reference Library.) These bulbs fit with all the
harps tested and produced 25 - 30 foot-candles measured on the bed surface or
at the sofa cushion, approximately at reading level.
Floor Lamps - These can be on/off or 3-way fixtures. We found that spiral CFL’s
with a starting lumen output of at least 2000 lumens should be used. (Approved
lighting products can be found in the Reference Library.) These bulbs fit with all
the harps tested and produced 20 - 30 foot-candles measured on the chair
cushion, approximately at reading level.
Desk Lamps- For desk lamps with a two-bulb horizontal arrangement, we found
the best replacement bulbs were 20w spiral lamps. At this size, they exceeded
the foot-candles of the existing incandescent and fit within the fixture. For other
styles of desk lamps, various CF lamps should be tested to produce
approximately 40 foot-candles at the work surface.
Recessed Can Lights- R40 and R30 sized Can fixtures with reflective surfaces
can use small (spiral or tri-tube) CF lamps. Depending on ceiling height, room
color scheme, etc., various sizes should be tested to ensure adequate light
levels. For 8 to 10 foot ceilings, the 15w spiral provided good light and was small
enough to fit high up into the fixture, which avoids excessive glare.

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For can fixtures without reflective surfaces use CF lamps with reflectors attached.
These mimic flood lamps by concentrating the light and increasing light throw.
The CF ballast must be small and tapered enough to fit inside the fixture housing.
Specify a diffusing lens if glare is a problem. These should be instant-on lamps.
Bathroom Vanity Lights - Where there are wall sconces using incandescent
lamps, a minimum of 75 watts per side or a total of 150 watts is required.
Halogen bulbs, a special type of incandescent, are one option for upgrading
these fixtures. Halogen lamps are rated for three times the life of standard
incandescent (approx. 3500 hrs. vs. 1200 hrs.) and have a slightly higher efficacy
(light output per watt), making them more efficient. A more efficient alternate
would be CF lamps of equal light output (15w or 20w). For 2 ft. or 4 ft. tube
fluorescent fixtures, T8 lamps with electronic ballasts should be used.
Shower Stall & Bathroom Ceiling Lights - For guestrooms with separate
shower stall or bathroom ceiling lights (recessed fixtures), use a 15w or 20w CF
lamp to replace the existing 60w or 75w incandescent bulb. The light level here is
not as critical, but any replacement fixture / bulb should be rated for a high
moisture environment.
Closet Lights - Closet lights that are recessed enclosed fixtures should use a
15w or 20w CF lamp to replace the existing 60w or 75w incandescent bulb.
Instant-on/full brightness capability is critical in this application; all recommended
lamps herein have this feature.
Guest Corridor Energy Efficient Lighting
Guest corridors use a variety of light fixtures, both incandescent and fluorescent
type, as dictated by interior design criteria. In general, incandescent lamps can
be replaced with CF lamps of equal light output and color rendition for fixtures
with covers or shades. For 2 ft. or 4 ft. tube fluorescent fixtures, T8 lamps with
electronic ballasts should be used in lieu of T12/magnetic ballast fixtures.
To minimize the types of lamps to stock, conduct field tests to find an energy
efficient bulb that will work well in as many fixtures as possible. Our testing
showed that the small spiral lamps (11w to 15w) fit easily in existing fixtures and
maintained acceptable light level and coloring.
Note that the light output from CF bulbs will depreciate 15% to 20% over their
life. The best selection will increase light levels initially, and still be satisfactory at
the end of 10,000 to 15,000 hours of use.

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Chandeliers and Exposed Wall Sconces - The CF candelabra bulbs tested
were not aesthetically up to standard. Decorative halogen candelabra bulbs
(clear glass) produce the same reflective effect as the incandescent. Sized at
25w, there is energy savings only if replacing 40w incandescent bulbs. However,
they last over twice as long (2250 hrs.).
Corridor Table Lamps - Since light level is not as critical in this application, the
same bulb that is installed in the corridor ceiling fixtures should be considered for
the corridor table lamps (11w or 15w spiral CF).
Corridor Recessed Can Lights - see Guestroom Recessed Can discussion

above.
Stairway Lighting
Guest stairways using 2 ft. or 4 ft. fluorescent light fixtures should be upgraded to
energy efficient T-8 or T-5 lamps with electronic ballasts. Select new lamps to
meet or exceed the light level of the existing fixture and match the incandescent
like color of the guest corridors (approximately 2700K correlated color
temperature), while insuring compliance with local code and Hilton minimum
Foot-candle requirements.
Motion Sensors
Spaces such as maid's closets, small conference rooms, bathrooms, etc., are
good candidates for automatic light controls. Motion sensors or timers prevent
unintended energy waste by automatically turning these lights off while the room
is unoccupied. In most cases installing a motion sensor / switch in place of the
existing wall switch is all that is required.
Light Testing Methodology
For this analysis, we strived to objectively assess several manufacturers' compact

fluorescent products for use as an upgrade to the existing incandescent lights at the
Waldorf. Our criteria for testing and selection had several aspects, including:
• Light Levels - The main criteria for selecting the right bulb for each application
was meeting or exceeding the light output (measured in foot-candles) required
for the task. For the guest room tests, we measured each vendor's products in
the same room, using the same light meter in the same position for each test. For
the corridor tests, we selected multiple floors with similar fixtures, ceiling height,
corridor width, wallpaper and carpeting. The vendors were asked to mock-up a
pre-selected corridor with their bulbs, which we then tested for light level and
color rendition.
• Light depreciation - Based on independent studies and manufacturer data, the

light output from CF bulbs will depreciate 15% to 20% over their life. The proper
CF bulb selection should increase light levels when first installed, and still be

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satisfactory up until failure. Output to exceed 1750 lumens at 40% of CF
bulb's life. Most of the bulbs tested have a rated life of about 10,000 hrs and as
widely known the less frequently a CF bulb is started, the longer its life.
• Color - Light color can be described in 'correlated color temperature' (CCT),

which is measured in Kelvin (K). All products tested here were rated at or about
2700 K (warm, yellow/white light) which approximates the incandescent bulbs
they are to replace. We found color appearance varied between manufacturers,
even with bulbs of the same CCT rating.
• Fit - Due to the wide variety of fixture types in Hilton Properties, how well a bulb
fit in a particular lamp was a major concern. We also looked at versatility for use
in other similar fixtures and ruggedness in handling.
• Ballasts - Can be magnetic or electronic, self contained or 2-piece, dimmable or

non-dimming and have a variety of lamp starting techniques such as preheat,
instant start or rapid start. Unless otherwise noted the bulbs tested herein have
electronic, self contained (ballast integral to the bulb), instant start type ballasts.
Some of the products tested were two-piece; others had a delayed start or
flickered during starting, which was noted in the test results.
• Warranty - A one year warranty on bulb performance is typical for the

manufacturers tested. The property should investigate the opportunity to receive
warranties extending beyond this when seeking bids for the implementation.
Qualified Vendors
Upon conclusion of light testing procedures, four lighting manufacturers were fully qualified to
provide products for our hotels. Harmony Lighting, TCP, Feit, and Philips and are the only
energy efficient lighting manufacturers approved for installation in owned and managed
guestrooms. (Within these manufacturers’ product lines we have specifically qualified part
numbers for use in our guestrooms. A guideline is supplied within the Reference Library.)
In cooperation with HSM a pricing program and vendor network was developed for all approved
manufacturers. In an effort to ensure we receive the best in service from the manufacturers we
request your cooperation in purchasing the approved lighting products through the HSM
established vendor network. To further enhance high end service, HSM is focusing on
expanding the distribution network to encompass local/cluster area vendors. Please contact
corporate engineering or HSM with any questions surrounding the approved vendor network.

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Design and Construction Standards
To assist in maintaining an acceptable illumination range, note the following foot-candle ranges
for specific areas:
GUEST CONTACT AREAS FOOT-CANDLE RANGE

1. Main Entrance 20-30
2. Lobby 20-30
3. Front Desk 40-70
4. Guest Elevator & Foyer 10-15
5. Guest Corridors 15-25
6. Guest Rooms 30-50
7. Guest Baths 40-50
A. Lavatory 60-70
B. Shower 10-20
8. Food and Beverage Outlets
A. Coffee Shop 30-50
B. Dining Rooms 10-30
C. Lounge and Bar 5-15
9. Function and Ballrooms
A. Pre-Function Area 20-30
B. Ballrooms 30-70
C. Exhibit Halls 30-70
D. Meeting Rooms 60-70
E. Coat Check Room 20-25
F. Restrooms 20-30
G. Health Clubs and Exercise Rooms 30-60
H. Function Room Corridors 20-30
10. Exterior Paths and Walkways 2-5
11. Surface Parking Areas
A. Drive Entrances 10-25
B. Drive Aisles 5-10
C. Parking Slots 5
12. Parking Structures
A. Entrances 10-25
B. Traffic Lanes 10-15
C. Parking Slots 2-5
D. Stairwells 20-25
13. Administrative Offices 60-70
BACK OF THE HOUSE AREAS

1. Service Corridors 20 Min.
2. Elevator Machine Rooms 25-30
3. Elevator Pits 20 Min.
4. Stairwells 20-25

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5. Kitchen and Pantry 50-70
6. Team Member Toilet and Lockers 20-30
7. Storage Rooms 20-30
8. Housekeeping Storeroom 30-40
9. Laundry
A. Washing Areas 30-40
B. Ironing 60-75
C. Spotting 70-75
D. Repair 100-125
E. General and Staging 20-30
10. Maintenance Shops 30-50
11. Mechanical and Electrical Rooms 30-50
12. Paint Shop 40-50
13. Storerooms 20-30
Power Control Devices – The LongliteTM QL-3 Power Control Device.
The LongliteTM QL-3 is a patented lighting power control device that will make any
incandescent or halogen lamp in your hotel last three times longer and uses 10% less energy
without any visible loss in light output. Several years ago we had tested the product at three
Hilton locations: San Francisco Hilton, Short Hills Hilton New Jersey, and Millenium Hilton and
verified that the product performs according to its specification. Many properties have found
that incorporating the QL-3 program into your hotel's lighting maintenance program will provide
savings three ways! Your hotel will realize a 66% reduction in lamp purchases, a 10% reduction
in energy consumption and a 66% reduction in labor hours related to re-lamping.
What does this mean for a typical Hilton Hotel?
For a typical 60 watt candelabra rated at 3000 hours the net savings on energy and lamp cost
would be approximately $4 based on a $.10 kWh rate. Savings on a Par 30 100 watt halogen
rated at 2000 hours would be approximately $14 dollars per lamp. Labor savings will vary on
type and location of lamp being replaced.
If you have questions please contact Corporate Engineering.
For more information visit the www.longlite.com website.
Lamp Recycling
Background
In 1995, the EPA issued the universal waste rule to help streamline environmental regulations
for wastes that are generated by a large number of businesses in relatively small quantities.
Universal wastes are hazardous wastes that are more common and pose a lower risk to people
and the environment than other hazardous wastes. Effective January 6, 2000, hazardous

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waste lamps were added to the Federal List of Universal Wastes regulated under the
Resource Conservation and Recovery Act (RCRA). In the last few years, most states have
added lamps to their local regulatory policies to make it easier to recycle and keep mercury out
of landfills, incinerators and the environment. State policies may differ and local requirements
should be checked, but fundamentally all governmental policies now encourage recycling at
authorized facilities.
What is a universal waste lamp?
Lamp, also referred to as ''universal waste lamp'' is defined as the bulb or tube portion of an
electric lighting device. A lamp is specifically designed to produce radiant energy, most often in
the ultraviolet, visible, and infrared regions of the electromagnetic spectrum. Examples of
common universal waste electric lamps include, but are not limited to, fluorescent, high intensity
discharge, neon, mercury vapor, high pressure sodium, and metal halide lamps.
Where can I get more information on my state's regulations?
www.lamprecycle.org
www.epa.gov/epaoswer/hazwaste/id/univwast.htm
www.almr.org
Hilton Corporate Engineering has obtained national pricing with Earth Protection Services
Incorporated to assist you in meeting your state guidelines. (Pricing sheets can be found in the
Reference Library.) Information on waste laws and about services provided can be found
at www.earthpro.com.

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GUESTROOM FILTRATION STANDARD
Summary
Koch (pronounced "cook") Filtration Corporation has been selected as the air filtration
manufacturer for all Hilton Hotel brands, both owned and managed. Koch provides filtration
products for guestrooms and common area ventilation equipment.
To provide a quick history of the program, Corporate Engineering developed a number of air
quality benchmark performance attributes for our hotels. We then solicited a number of
manufacturers to participate in qualifying their products for use. After long term testing and third
party verification, Koch filtration products were qualified for use in our hotels. They
engineered filters that met and in most cases exceeded our requirements. Koch manufactures
and distributes these products which are specifically designed, and exclusively provided, for
Hilton Hotels.
Program Intent
We developed this program with the overall goal of increasing guest loyalty and CLTS
scores. Indoor air quality is increasingly important to our guests, and proper air filtration will aid
in ensuring our guests experience an environment that exceeds that of our competitors. Air
filtration plays a significant role in the "Room Smells Fresh" attribute on the CLTS. Residual
smoke, food odors, and overall stale room smells are offensive to our guests and masking those
smells with spray deodorizers provides at best a temporary cover. In some cases
deodorizers may even make an experience more negative for guests who are smell sensitive.
Utilizing our approved carbon filtration products, in special areas, has proven to significantly
reduce these negative aspects and those properties who have implemented our program have
reaped the benefits in increased guest satisfaction scores.
These higher efficiency filtration products also increase the protection for our guestroom HVAC
systems. Protecting the fan coil units from dust and debris will significantly increase their ability
to provide temperature comfort our guests desire and will increase their operating efficiency.
Enhanced filtration will aid in decreasing major cleaning of the air conditioning units which is
time intensive. Higher quality filters also feature an extended life span which means fewer trips
to the room to replace. In addition to aforementioned benefits, the filtration efficiency will also
reduce energy usage. Each Koch product will assist a properly administered maintenance
program in achieving these results.
Approved Products
Koch has qualified four different filter products for use in our guestrooms. The line consists of
two-panel style filter selections and two pleated-style filter selections with one regular and one
carbon filter for each style. The filters are noted by levels with each increasing level providing
better performance. A breakdown of the selections is provided below.

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Level 1
- MG 200
- Economical and Efficient 3-Ply Panel Filter
- 100% Bonded Synthetic Material with Tackifier and Self-Seal Header
- Upgrade for Fan Coil and Heat Pump Units
Options:
- Permanent Wire Support with Slip On sleeves
- Bulk Roll Purchasing
Level 2
- MP 40
- Economical Pleated Filter Design
- Efficient Cotton Gauze Filter Media Water Resistant Cardboard Frame
- Upgrade for Fan Coil and Heat Pump Units
- Additionally Recommended for Public Space Air Handling Units
Level 3
- Product Name: The Hotel Califilter
- MG 200 with Carbon Layer - 2 Stage Performance
- Carbon Layer is Bonded Between Synthetic Media Layers for Efficient and Economical
Performance
- Economical Solution Specifically Intended for Smoking Rooms, Executive/Towers
Floors, Suites, and Hospitality Rooms
- Carbon Upgrade for Fan Coil and Heat Pump Units
Options:
- Permanent Wire Support With Slip On Sleeves
- Bulk Roll Purchasing
Level 4
- Product Name: OdorKleen E/S
- MP 40 with Carbon – 2 Stage Performance
- Carbon Layer is Bonded to the Cotton Gauze Media for Efficient Performance
- Top Of The Line Solution Specifically Intended for Smoking Rooms, Executive/Towers
Floors, Suites, and Hospitality Rooms
- Carbon Upgrade for Fan Coil and Heat Pump Units
- Additionally Recommended for Public Space Air Handling Units

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Engineering Recommendations
We have identified four different filter selections to cover many budget and equipment variations
for our Hilton Family of Brands. The level 1 or 2 filter is a good choice for the standard
guestroom where odor removal may not be as critical an issue. Levels 3 and 4 are appropriate
for use in smoking rooms, executive floors, and suites where odors may be more prevailing and
impact guest impression to a higher degree. The level 3 and 4 filters are also a good choice for
rooms used as hospitality suites where residual food and smoke odors need to be addressed. If
your rooms experience continual stale odors it could be an indication of a greater challenge that
air filtration cannot solve.
The performance of the new filter system is dependent on existing conditions. Life expectancy
of the first installation of upgraded filters is generally shorter than normal life expectancy due to
the room being "cleaned" through the filter. Dust and linen particles, from the carpet and soft
goods, will be removed to a higher degree from the room by the higher grade filtration. Using
a level 1 or 2 filter for the first round is the most economical to perform an initial cleaning and
higher level carbon filters will not provide much value or last as long during this period. We
recommend a check of the new filter after 45 to 60 days. You can remove large particles from
the face of a pleated filter by brush or vacuum to aid in extending the life by ensuring the
surface of the filter is not loaded beyond acceptable levels. Due to the depth load design of the
panel filter, intermediate cleaning will be more difficult as the filter traps and suspends the
particles within the media.
After the initial cleaning period, the new filtration system will begin to provide increased value in
air quality. This is the time when higher level carbon filtration can be introduced with success.
We recommend monitoring any rooms with carbon filtration regularly as heavy use can deplete
or mask the carbon and render it ineffective on short notice. The manufacturer also advises that
installations in high humidity areas may decrease the life expectancy of the carbon products to
date. We have not experienced shortened life spans with their products under these conditions;
however, being cautious and properly evaluating the products in your hotel will significantly aid
in determining your overall rotation frequency.
Koch provides filtration products for our common area air handlers. The level 2 and 4 filters are
available in sizes to fit air handling units providing the same high end results as the guestroom
products. Koch also supplies high efficiency filtration systems for outside air intakes. These
systems will aid in ensuring the air entering the building will be properly cleaned before it is
distributed throughout.
As with any of our programs, the filters are a part of the overall maintenance of the air
conditioning system. Ineffective cleaning and maintenance will not be masked or overcome with
an upgraded filter system. If proper cleaning and maintenance of guestroom and common area
equipment is performed, the upgrades in filtration will provide enhanced performance and
ultimately greater guest satisfaction.

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Technical Assistance
Koch has many standard size products available and through our agreement they will
manufacture any custom size needed to fit any application. For manufacturer information about
our approved filtration products or to obtain filter samples please contact either of the following:
Koch Filter Corporation Koch Filter Corporation

Customer Service Representative Technical Sales Representative
Kimberly Buzzutto Randall Pratt
Ph. 1-800-757-5624 Ph. 1-951-302-9030
Fx. 1-502-637-2280 Fx. 1-619-615-2303
kimberlyb@kochfilter.com randallpratt@califilter.com
Visit www.Kochfilter.com for a complete listing of available filter and HVAC maintenance
products.

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WATER TREATMENT
This document is intended to assist you through the difficult task of managing a water treatment
program at the facility level. We realize water chemistry terminology and concepts are beyond
the scope of general knowledge; however, we are responsible for operating and managing
hotels, not being water chemists! The reasoning behind our establishment of this benchmark is
that a proper water treatment program will aid in minimizing a wide range of liabilities from
disease to equipment failure. With awareness and follow-through, utilizing our program will add
value to our assets while protecting our guests and team members. The included guideline is
intended to convey our minimum required water treatment standard to our service providers and
give you some basic information on what is involved with a proper water treatment program.
Additionally, we have partnered with HSM to ease your burden in implementing the program at
your hotel. HSM is prepared to assist you with site survey information, bid documents, bid
review and vendor selection. They can bid the program to a local provider or one of our
approved national vendors. HSM is also prepared to implement this program on a cluster wide
basis. We feel we can obtain low costs, with consistent results, if we leverage the purchase
power of our hotels utilizing the program. This will also aid in ensuring that all of our owned and
managed properties will be in compliance with the requirements.
Corporate Engineering has also secured a water treatment vendor to provide oversight of our
program to the hotels as well as assist in developing specific programs to your hotel and verify
the compliance to specifications of your current provider. This third party water chemistry
company is not affiliated with any water treatment vendor and they are available to analyze any
system needing water treatment in your building.
The following companies have national agreements with HHC/HSM and are approved to
provide service to the hotels:
Nalco
ChemAqua
Garrat Callahan
H2OMeyer is the third party consulting company that will provide program audits.
(Information on all companies is posted within the Reference Library.)
Program Minimum Guidelines
Summary
The average 800,000 square foot property has $24 million worth of replaceable physical asset
protected by treated water. The life span of much of this investment is 30+ years when properly
treated. Each year this investment is kept in service, the savings on this expense is roughly $1.9
million in interest alone. While our properties vary greatly in size and equipment, the potential

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expenses and savings are significant through implementation of water treatment and other
programs.
In addition to the investment value of the physical asset (system piping, heat exchangers,
chillers, package units, cooling towers, pumps, valves, etc.) we are concerned about the health
and safety of our guests and team members. As an example, Legionella bacteria have been
proven to be harbored in these systems having the potential to cause Legionnaires Disease
outbreaks. In order to minimize this and similar threats, proper water treatment practices must
be implemented and followed. Furthermore, energy, water, and sewage costs associated with
these systems can be kept at their lowest possible levels when a proper water treatment
program is designed and maintained.
Guidelines
The following sections describe the water treatment requirements for the different systems in a
facility. If you have a system that is not listed within this document, please contact Corporate
Engineering and we will assist with getting a proper program established.
Open Recirculating Systems (Cooling Towers):
These systems must be treated to control biological fouling, corrosion, and deposition. A proper
treatment program should contain the following at a minimum:
• Equipment:
o Conductivity Controller – This will manage the cycles in the Cooling Tower.
Proper control will save water and allow the treatment chemicals to cycle into
their desired control range. These devices will also monitor and
dispense chemicals into the Cooling Tower. The best controller will have the
following features as standard and a good controller will have these as options:
Water meter hook-up – This will allow the tower corrosion inhibitor to be
fed according to the amount of water the system uses.
Biocide control – This will allow for the timed feed of two biocides.
Pre-bleed – This will allow the tower to bleed down a small predetermined
amount of water prior to the biocide addition.
Lockout – This will prevent tower water blowdown during the time the
biocide needs to stay in the tower, at the specified dose, to get a good kill.
PH Control – If your site has very hard make-up water you may need to
feed acid to control the pH in the cooling tower. This is a rare occurrence
but if you are in one of those areas you need this feature for pH control.
Call Out Feature – This is an option for sites that want advanced features.
The call out sends information, via phone line, to a remote computer
terminal for monitoring and alarming.
o Chemical Feed Pumps – Each liquid chemical fed to the cooling tower needs a
pump to feed the chemical into the system. The pumps should be connected to
the controller so they can be fed automatically. Any halogen product (bromine or

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chlorine based biocide) needs a degasification head on the pump or it may
become vapor locked. All biocide pumps need to be sized so that the complete
dose feeds into the tower within one (1) hour.
o Containment – Each chemical needs to have secondary containment no matter
what size the container is. If a chemical spill occurs it will be caught in the
containment area. As an example, if you have a five gallon container of chemical
it should be kept in a secondary containment pail.
o Corrosion Coupon Racks – Each tower system should be outfitted with a four
position Corrosion Coupon Rack with a Rotometer (visual flow indicator so that
you can make sure the flow through the rack is 3-5 feet per second). The racks
need to be designed so that the placement of the corrosion coupon is with the
flow of the water and not against the flow. Acceptable performance is 1.0 Mils/yr
or less for mild steel and 0.1 Mils/yr or less for copper. One 30 day corrosion
study should be performed each operating quarter. If you run year round, you
would run 4 corrosion coupon studies per year. If you run seasonally, you would
run 2 corrosion coupon studies per year.
o Water Meters – Each tower system should be outfitted with a water meter to both
measure the amount of water fed into the system and with an actuating pulse
head to notify the Conductivity Controller when to feed chemicals. Since the
agreements we will have with the treatment vendors will be in $/1,000 gallons of
make-up for the Corrosion Inhibitor, you should keep a log of these readings. In
addition, many municipalities allow for "abatement" of sewage charges on the
evaporation from the Cooling Tower. Some municipalities abate all the water or
part of the water that the Cooling Tower uses. Other municipalities want you to
have a meter on the tower blowdown also. Make sure you are getting / obtaining
these abatements where they apply.
o Filtration – Many of our larger systems will have some type of filtration. These
need to be checked periodically. Please see the Addendum on filtration.
o Brominators – Some systems may feed the halogen (oxidizing biocide) using a
solid product like Hydantoin (bromine donor pellets). When these devices are
used they must have a pressure release valve for safety reasons. They should
also be connected to a solenoid valve and the Conductivity Controller for timed
feed. With recent changes in the water treatment industry, there are now liquid
bromine products available to eliminate the use of solid products.
• Chemicals:
o Biocide program - The most important component of the treatment of cooling
towers is the biocide program. Over 90% of failures in cooling systems are due to
biologically induced underdeposit corrosion conditions. In addition, the lack of
control of this aspect of the program can lead to the growth of the dangerous
Legionella bacteria. This program must be controlled to keep total aerobic counts
below 10,000 cells/ml at all times. The biocide program must be a dual
alternating program where two biocides are employed. We recommend using a
halogen for bulk water sterilization and a nonoxidizing biocide for underdeposit
bacteria and slime control. Please remember that "BIOCIDE" means "Kills-Life.”
These products need to be respected from a safety standpoint. The following are
our guidelines for the biocide program.

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A halogen for bulk water sterilization – This can be either a chlorine or
bromine based product. It should be fed a minimum of 2-3 times per week
and achieve a 1.0 PPM free halogen residual. In some locations,
especially in the real hot areas of the country, you will need to
continuously halogenate to control bacteria counts. In these areas,
continuous halogenation control should be 0.2-0.3 PPM free halogen.
Halogens are oxidizing agents so if you overfeed them they will become
corrosive to the system. If your bacteria counts are consistently zero you
may be overfeeding the halogen. If your tower pH consistently runs over
8.3 you must use bromine technology. Chlorine is ineffective (unless
grossly overfed) at a pH above 8.3. Liquid halogens (sodium hypochlorite
(bleach) and liquid bromine (Stabrex or Stabrom)) are easier to feed and
control than their solid (pelletized) alternatives. All liquid halogen products
must have a degasification head on the chemical feed pump. All
brominators must have a pressure release valve. In very large systems
(over 40,000 gallons of Tower water volume) which need bromine
technology, two liquids (Sodium Bromide and Sodium Hypochlorite) are
fed through a static mixer to make the bromine
biocide. Contact Corporate Engineering if you have one of these large
systems. We will have our water treatment consulting firm contact you to
properly engineer this program.
Nonoxidizing biocide – This needs to be fed a minimum of once per week
for control of underdeposit bacteria and biological slime. This is not fed to
control bulk water bacteria. Bulk water bacteria is controlled by the
halogen. If your biological counts always increase dramatically after the
addition of these products you may already have a large population of
slime forming bacteria in the system growing on the piping. Speak to
Corporate Engineering if you develop this condition. If this condition exists
you may want to contact our water treatment consulting firm to assist you
in developing a plan to properly sterilize the system. The strongest
biocide for underdeposit bacteria control is Glutaraldehyde. This should
be fed at a dose of 120 PPM (1#/1,000 gallons volume) of the 45%
solution once per operating week. An alternative would be Isothiazolone
fed at 240 PPM once per operating week.
Note: Every heat exchanger should see every biocide feed. If you have idle chillers you must
change the water in the condenser immediately following the feed of the biocides. Failure to do
so can result in biologically induced underdeposit corrosion conditions of the condenser tubes.
Some of the newer high efficiency "Enhanced Tube" machines have lost tubes in as little as 2.5
years due to these conditions. In package unit, two-way valve, and heat pump systems, where
the tower water is used for cooling, you must feed the biocides at that time of day when you
expect most, if not all, of these units to be open. If you have any questions regarding the timing
of biocide feeds for your system or if you want to create a program for long term lay-up of
condensers, speak to your water treatment vendor or our water treatment consulting firm to
develop a plan.

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• Azoles – The only chemical protecting copper in your system is azole. These are
Tolytriazole, Benzotriazole, or HRA (halogen resistant azole). The most common
are Toly and Benzo. You must maintain some level of free and available azole or
you have no copper corrosion protection. To calculate "free and available" azole
you must first run your Total Azole Test and get a PPM reading. Then you must run
a copper test and get a PPM reading. You double the copper PPM reading and
then subtract this number from the Total Azole PPM reading. This gives you your
"free and available" azole reading. You should want at least 1.0 PPM free and
available azole. The Water Treatment Companies must run this test during their
service visits. Azoles are both absorbed by copper surfaces in the system and
broken down to some extent by the halogens. It is imperative that this test be run at
least once per month or more. If you are having trouble maintaining azole levels,
the treatment vendor must bring in an adjunct Azole product, another containment
system, another pump, and this product must be fed along with the standard tower
inhibitor. Just because you have good copper corrosion rates does not mean you
do not have higher than ideal copper corrosion occurring. The corrosion coupons
are measuring corrosion at circulating water temperatures. The temperature of your
heat exchanger copper surfaces is much higher and the reactions are much more
pronounced. Many sites may want to have the ability to run this test themselves.
• Corrosion Inhibitor – This is a blend of mild steel corrosion inhibitors (there are a
number of different ones), dispersants (polymers), copper corrosion inhibitors
(azoles), and generally crystalline modifiers (mostly phosphonates) to prevent
scale. Many of these products will be traced with a chemical that is easy to test for
such as Molybdenum. The trace chemical is there to make it easy for the site
engineers to test. Your water treatment vendor should be testing for the main
ingredients such as the phosphonate and the azole. Just because the trace
chemical is still there it does not mean that the main ingredients have not been
used up or degraded by the halogen. The Treatment Supplier must run these tests
during each and every service visit. There are a variety of combinations available
for the corrosion inhibitor product depending on the type of water to be treated. Soft
water gets one style of treatment to prevent primarily corrosion and hard water gets
another style to prevent primarily deposition (scale).
Some examples are as follows:
o Soft Water
• Molybdenum/phosphonate/zinc/polymer/azole
• Molybdenum/phosphonate/ortho phosphate/polymer/azole
• Molybdenum/ortho phosphate/zinc/polymer/azole
• Molybdenum/ortho phosphate/polymer/azoleHard water
o Hard Water
• Molybdenum/phosphonate/polymer/azole

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Note: There are limitations on the use of both Molybdenum and Zinc in various
parts of the country. Molybdenum at less than 5 PPM in tower water is generally
considered as a trace and is just there to make testing easy. When Molybdenum
can not be used, testing will take a little longer. Zinc is added to soft water
applications for pitting control. Where it can not be used, you need a stronger
program to control pitting. In any event, when using phosphonates, 3-5 PPM is the
rule of thumb. When using zinc, 1-2 PPM is the rule of thumb (this can not be
tested on site by our engineers or the treatment vendor because the field test
generally uses cyanide and we do not want this hazardous chemical being brought
into our facilities). Polymers should be higher than 5 PPM and most can not be
tested for onsite. The treatment vendor will give you specific control ranges to
maintain their program. You must maintain these control ranges in order to ensure
the warranties given by the treatment vendor for the program.
• Testing - Each site should be testing at least 3 times per week for some of the basic
parameters. Larger sites may wish to test daily to ensure the proper performance of
the program; however, daily testing is the preferred technique. The basic tests are
as follows:
o PH
o Conductivity
o Corrosion Inhibitor
o Free halogen during a halogen feed.
o Biological Dip slides at least once per week prior to a biocide addition. If it is
a large system, or if you are having problems maintaining less than 10,000
cells/ml, you will need to run biological dip slides more frequently. Dip slides
must be stored according to the manufacturer’s guidelines (cool and dark
place). Once the dip slides have been exposed to system water, they need
to incubate for 48 hours at somewhere close to 35 degrees C (around 98
degrees F). Watch the expiration date and make sure the agar on the dip
slide has not shrunk or is falling off the paddle. Bad dip slides will give you
low readings. If you do not incubate the dip slides at the right temperature
for the correct amount of time the "dots" will be too small to see and again
you will have a low reading. You want as accurate a reading as possible so
that you can adjust your biocide feeds accordingly. The treatment vendor
can outfit you with a small incubator for around $ 300 if you want the most
accurate readings.
• Things to look out for:
o Iron levels above 2.0 PPM may indicate a problem.
o High Turbidity (above 20 FTU’s) may indicate a problem.
o Copper levels above 1.0 PPM may indicate a problem.
o Excess sediment in the cooling tower sump as this will act as a breeding
ground for bacteria. The sumps should be kept relatively clean.
o High bacteria counts or slime formation anywhere in the system may
indicate biofouling of the system.
o High corrosion rates.

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o A chiller with dirty or fouled tubes. A chiller that has a bad odor when
opened.
o Inability to keep your system parameters within the control limits given to
you by the water treatment vendor.
o Not maintaining the limits outlined by your water treatment vendor.
Closed Loops (Heating & Chilled):
These loops must be treated to control primarily corrosion and biological fouling (Chilled), but
may also need clean-up programs to remove old corrosion products.
• Equipment:
o All closed loops need a mechanism to introduce chemicals into the system. Pot
Feeders are the most common tool used for this application. Newer systems or
Pot Feeder replacements should utilize Filter/Feeders. These units have a
stainless steel sleeve that is inserted into the specially designed pot feeder which
allows the unit to become a filter once a bag is added. Filtration can occur down
to as low as 1.0 microns once the bag is added.
o Containment – Each chemical needs to have secondary containment no matter
what size the container is. If a chemical spill occurs it will be caught in the
containment area. As an example, if you have a 5 gallon container of chemical it
should be kept in a secondary containment pail.
o Corrosion Coupon Racks – Each Closed Loop should be outfitted with a four
position Corrosion Coupon Rack with a Rotometer (visual flow indicator so that
you can make sure the flow through the rack is 3-5 feet per second). The racks
need to be designed so that the placement of the corrosion coupon is with the
flow of the water and not against the flow. Acceptable performance is 0.5 Mils/yr
or less for mild steel and 0.1 Mils/yr or less for copper. One 30 day corrosion
study should be performed each operating Quarter. If you run year round, you
would run four corrosion coupon studies per year. If you run seasonally, you
would run two corrosion coupon studies per year.
o Water Meters – Each closed loop system should be outfitted with a water meter
to measure the amount of water fed into the system. Since the agreements we
will have with the treatment suppliers will be in $/1,000 gallons of make-up for the
Corrosion Inhibitor, you should keep a log of these readings. It will also aid in
discovery of leaks.
o Filtration – If you need filtration, the easiest solution on smaller systems is the
replacement of the Pot Feeder with a Filter Feeder. Pressure gauges should be
placed on the unit to help identify when the bags need to be changed based on
the inlet and outlet pressure differentials.
• Chemicals:
o Chilled/Cooling Loop Corrosion Inhibitor - The most common treatment for Chill
Loops (unless there are discharge issues) is Molybdenum/polymer/azole/borate.
The control limits should be as follows:
Conductivity – less than 4,000 mmhs.

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PH – 8.0-10.3
Molybdenum – 100 –120 PPM as Mo.
Azole 5-7 PPM
Biological counts less that 1,000 cells/ml.
o Heating Loop Corrosion Inhibitor - The most common treatment for Hot Loops
(unless they mix with the Chill in which case they should be treated as a Chill
Loop) is Nitrite/polymer/azole/borate. The control limits should be as follows:
Conductivity – less than 4,000 mmhs.
PH – 8.0-10.3
Nitrite – 600 –800 PPM as Nitrite.
Azole 5-7 PPM
Biological counts less that 1,000 cells/ml.
o Glycol Loops – These should use inhibited Propylene Glycol properly added to
achieve the desired freeze protection. In addition, to the inhibitors added by the
manufacturer, you should have the treatment supplier treat them as Chilled
systems with the same control limits as a Chilled system.
o Biocide additions – If biological counts are above 1,000 cells/ml you need to add
biocide. Two proactive additions of a non-oxidizer (preferably Iso thiazolone)
should be performed at least twice per year to Chill Loops. Most bacteria in
closed loops is anaerobic and does not show up on dip slides.
• Testing:
o Each Closed Loop should be tested a minimum of once per week. The treatment
vendor should be testing a minimum of once per month even if the system is not
operating.
o The basic tests are as follows:
PH
Conductivity
Corrosion Inhibitor
Biological Dip Slides once per month
Turbidity if you have a spectrophotomer. No reagents are used for this
test
o Iron levels above 1.0 PPM may indicate a problem.
o Turbidity above 20 FTU’s may indicate a problem.
o High corrosion rates indicates a problem.
o Glycol contamination is a major problem and you should contact Corporate
Engineering. We will have our Water Treatment Consulting Firm contact you for
the proper guidance.
o PH below 8.0 or above 10.3 is an issue.
o High or recurring biological counts are an issue.
o Copper levels higher than iron levels generally indicates underdeposit corrosion
of copper and should be addressed quickly.
o Continued loss of Nitrite in a Nitrite treated system indicates a problem.

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• If you think you are having a problem, contact Corporate Engineering. We will have our
water treatment consulting firm contact you to discuss the problem.
Steam Boiler Systems:
The treatment of steam boiler systems involves pre-treatment, boiler feedwater treatment, boiler
water treatment, and steam/condensate treatment (when used).
• Equipment:
o All products should be fed via properly sized chemical feed pumps.
o Larger systems should feed via a chemical day tank where the appropriate
products are adding to the day tank on a daily basis.
o Smaller systems can feed directly from the chemical container.
o All chemical products need secondary containment.
o Larger systems may desire to have automatic continuous blowdown systems
installed to control boiler conductivity.
• Pre-Treatment:
o Water Softeners – If you have water softeners they should be operating to less
than 1.0 PPM total hardness. Most resins are designed to remove down to 0.5
PPM total hardness. The Treatment Supplier should run an elution study on the
softeners at least once per year to ensure proper performance.
o De-Alkalizers – If you have a de-alkalizer it should be operating at design
specifications. The Treatment Supplier and the Plant should be running Total
Alkalinity tests on a regular basis. De-alkalizers are used to reduce incoming
alkalinity which in turn reduces the amount of amines required to neutralize
carbonic acid formation in the condensate system.
o De-Aerators – D/A’s are designed to remove oxygen down to 5-7 PPB of oxygen.
Oxygen pitting is the greatest cause of boiler tube failures. Sulfite and sometimes
polymers are the only products which should be fed to the storage section of a
D/A. Most other boiler products can destroy the bronze impellars of your
feedwater pumps.
• Chemical Treatment:
o Sulfite should be fed to the boiler feedwater to scavenge oxygen. Cobalt
catalyzed sulfite should be used because it reacts more rapidly. 3-5 PPM
residual sulfite is the rule. PH must be maintained above 8.0 but below 10.3.
o Sulfite should also be fed directly to each boiler in addition to the adjunct fed to
the feedwater.
o Boiler water treatment involves the addition of polymers (dispersants), caustic,
sulfite, ortho phosphate (unless you are running a polymer only program), and
sometimes chelants. Chelant programs are the best but should only be used in
very sophisticated plants. The vast majority of programs will be
ortho/polymer/caustic/sulfite. Many smaller systems will have one drum programs
for boiler treatment. Adjunct sulfite should always be fed to the feedwater.
o Amines are used for condensate treatment but you should first know how the
steam is used. Most locations will use amines but some may not.

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o Amines – The amines you will use are DEAE (15 PPM max limit – FDA) for short
to medium runs and Cyclohexylamine (10 PPM max limit – FDA) for really long
runs (miles). When amines are added, condensate pH should be maintained in
the 8.0-9.0 control range. Condensate should be tested for amine concentrations
at least once per year.
• Testing:
o Softeners should be tested daily for Conductivity and hardness levels. Your goal
should be less than 1.0 PPM total hardness.
o Boiler feedwater should be tested for Conductivity, pH, and sulfite residual.
o Boiler water should be tested for inhibitor levels, sulfite, conductivity, and
alkalinity. Most boiler alkalinities should be maintained at 300-600 PPM p-
alkalinity unless the Treatment Supplier directs otherwise. Sulfite should be
maintained at 30-60 PPM sulfite unless the boiler is laid-up in which case it
should be 100+ PPM.
o Conductivity control limits must be set by the Treatment Supplier and adhered to.
Excessive conductivity will lead to boiler tube deposition. Low conductivity
wastes energy, water, and chemicals.
o Condensate should be tested for hardness contamination, conductivity, and pH.
PH should be maintained in the 8.0-9.0 control range.
o Corrosion Coupon Racks placed on the Condensate system should have
corrosions rates of 1.0 mils/yr or less for mild steel and be at or below 0.1 mils/yr
for copper.
o High hardness in the Soft water indicates a problem.
o High conductivity in the Soft water indicates a problem.
o High hardness or conductivity in the Boiler Condensate indicates a problem.
o Excessive iron in the Boiler Feedwater indicates a problem.
o Low pH in either the Condensate or the Boiler Feedwater indicates a problem.
o Low or high Boiler Water Conductivity indicates a problem.
o Highly turbid Boiler Water indicates a problem.
o If during boiler inspections you notice any pitting or deposition, you have a
problem.
If you think you are having a problem, contact Corporate Engineering. We will have our
water treatment consulting firm contact you to discuss the problem.

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REFRIGERANT MANAGEMENT
1. LEAKS
Periodic leak testing and repair should be a standard procedure conducted at intervals
consistent with loss of refrigerant, condition of equipment, and amount of purging.
Hermetic units typically have twice the number of potential leak points than an open drive.
Motor terminal boards should be checked regularly at the gasket seal and at the terminal
penetrations where cracks originate.
2. PURGE UNITS
The old style R-12 compressor-type purges are inefficient, even when maintained properly,
and should be replaced with a high-efficiency purge if the chiller will be operated on CFC
refrigerant for approximately three years or more.
The following should be considered when purchasing a purge unit:

• R-134A compressor
• Microprocessor control center
- Duty cycling only when required
- Safety alert for high levels of purge activity
- Safeties to prevent refrigerant loss from malfunction or operator error
• Some purges have an option for an activated carbon canister to trap refrigerant, further
reducing emissions. However, they are costly and must be changed on time (saturated)
or the deficiency of the purge decreases radically.
• Some purge units require additional taps on the condenser that must be drilled or cut,
resulting in higher cost of installation. In some units, the purge must be elevated over
the machine, making monitoring and service difficult.
• The units that utilize a diaphragm pump with an activated carbon canister cannot use a
filter / dryer; therefore, the moisture and acid collected in the canister has a potential of
attacking the pump and canister resulting in reducing their useful life.
3. SAFETY RELIEF VALVES
• Designed for installation between the rupture disk and vent piping to prevent complete
loss of refrigerant from over-pressurization.
• Should be considered for those systems (normally two pipe) where warm or hot water
could be inadvertently injected into the chiller.

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4. REFRIGERANT STORAGE AND SECURITY
Storage
• Refrigerants should only be stored in barrels or drums for short periods of time.
Refrigerant cylinders should be used for long-term storage to prevent loss.
Security
• Thefts of refrigerants have been reported in the industry, both from storage and directly
from chillers.
- Security should be alerted to watch for small cylinders or canisters being carried off
site.
- Refrigerants should be stored in a dry location that can be locked and access to the
key should be restricted.
5. INVENTORY
• Keep a Refrigerant Log and Inventory. All refrigerant usage and purchases must be
substantiated. The EPA requires documentation of use including why and corrective
action. (Refrigerant Log / Inventory Form is located in the Reference Library.)
6. RECOVERED CFC REFRIGERANTS
• We do not recommend selling or trading for a credit against the cost of the replacement
or retrofit, as the demand will be increasing and will exceed the supply, and as a result,
we should see an exponential cost increase.
• If no longer needed as new environmentally friendly refrigerant systems are installed, we
recommend internally posting for selling or transferring dependent on ownership of the
involved properties.
7. CHILLER RETROFIT GUIDELINE
• As each installation is different and has its own characteristics, it is impossible to

generalize and prepare a retrofit plan to fit all situations. The following guideline can be
used for initial planning and budgeting purposes only and a full in-depth engineering
survey should be performed to identify the best and most cost effective options.
Considerations
• Decisions should not be based on solitary factors such as first cost or type of refrigerant.
A thorough analysis should be conducted, preferably life cycle costing, and the following
key considerations be addressed:
A. ENERGY COSTS
Usage

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- Compare Kw/Ton of existing chiller versus planned option such as a retrofit or
new chiller.
- Conduct study based on load profile or at the ARI coverage part load Kw/Ton
since the average operating point is about 65% of total load.
Example
- 500 ton centrifugal at existing .85 Kw/Ton versus new at .60 Kw/Ton
- Atlanta, GA; 24 hr / day operation
- $.07/kwh and $12.50/kw demand
- Savings: $49,300 per year
Utility Rebate
- Check with your local utility
- Some rebates are not published and are negotiable
- Get a commitment
B. MAINTENANCE COSTS
Condition
- Determine condition of chiller (not necessarily coincident with age)
- Eddy current test of tubes
- Meg motor
- Oil and refrigerant sample analysis
- Vibration test
- Leak check
Short Term Preventive Maintenance Required
Long Term Maintenance Comparison of Old versus New

- Scheduled teardown / overhaul
- Hermetic burnout
C. EQUIPMENT
Drive Type (hermetic or open)
Flexibility
- Future refrigerant change
- Future drive change
-
D. FIRST COST
- Equipment
- Installation
- Other system components
(Further guidelines are provided in the Hilton Construction Standards.)

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Chapter 9
Property Operations Performance Evaluation Program
Property Operations practices must maximize the condition, life, and value of assets over the
long term. With limits on capital funding, aging systems in Hotels, and the technical nature of
equipment and systems care; we must ensure the effectiveness of preventive maintenance
practices. To measure the effectiveness of those practices, Performance Operation Reviews
(POR) will be conducted by Corporate Engineering annually at each HHC-owned, managed,
leased and joint venture Hilton Hotel, Doubletree Hotel, Embassy Suites Hotel, and
Waldorf=Astoria Collection Hotels.
For Engineering Management who participates in incentive plans, POR may serve as a primary
measurement tool in determining incentive plan payout. Each year, high priority POR inspection
components will be identified and communicated to Engineering Management by Corporate
Engineering, with an annual score determined from the annual POR. This score will serve to
calculate a predetermined percentage on an annual basis.
Property Operations Review:
At all owned, managed, leased and joint venture hotels it will be the responsibility of Corporate
Engineering to conduct an annual POR to audit compliance with Property Operations Standards
at minimum. The POR will evaluate the current conditions, anticipated life expectancy of
audited equipment / systems and the effectiveness of the Hotel’s preventive maintenance
practices. POR procedures include the following:
1. The POR will be conducted at least once a year. If a hotel is added to the HHC-owned
system during the calendar year, it may not receive a POR during the year of its conversion.
2. It will be the responsibility of Corporate Engineering to coordinate their review schedule.
A. Corporate Engineering identifies hotels to be reviewed each quarter, ensuring not
more than 12 months elapses between reviews.
B. Corporate Engineering contacts the General Manager of the respective hotel to
apprise the General Manager that he will be contacting the hotel’s Engineering
Manager to schedule acceptable dates to conduct the POR, bearing in mind to
coordinate area expenses and avoid sold out dates when possible.
C. Corporate Engineering confirms review dates with all hotels for upcoming month by
geographical area, communicating with the hotel’s General Manager and
Engineering Manager.

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3. Specific property conditions (size, age of the facility, etc.) will determine the length of time
required to conduct the POR, with the Review agenda as follows:
A. Before or upon arrival, Corporate Engineering will contact the General Manager and
go over any specific areas the GM may want evaluated.
B. Corporate Engineering performs the POR with the Engineering Manager and his /
her Assistant(s) as appropriate based upon the size of the hotel.
C. Corporate Engineering reports preliminary review findings to the General Manager
and Engineering Manager prior to departing the hotel.
D. Within 14 days of completing the POR, Corporate Engineering distributes a Review
Report consisting of the Property Inspection Summary and Visitation Checklist to the
General Manager, Engineering Manager, Senior Vice President – Operations, Area
Vice President – Operations, VP – Engineering and VP – Asset Management.
4. Upon receipt of the POR Report, an Action Plan is required by the property to correct the
deficiencies or areas of non-compliance. A copy of this Action Plan must be sent to the
Corporate Engineering, VP – Engineering, AVP – Operations and VP – Asset Management
(POR Reports for managed hotels do not get sent to the VP – Asset Management) no later
than 30 days after receipt of the Review Report.
5. The responsibility for corrective action, as well as updating how the hotel is doing in
corrective deficiencies identified in the POR is the responsibility of Hotel Management with
oversight by the AVP – Operations.
6. The POR is to be utilized in development of the annual Operating Budget and the annual 5-
Year Capital Plan. Integration of these budgets requires the POR audits be scheduled on a
priority basis with the “high need” hotel reviews completed during the first five months of the
fiscal year.
7. Prorated travel and incidental expenses associated with Corporate Engineering visits to
conduct the POR will be incurred by the hotel being reviewed.
(Corporate Engineering Hotel Inspection Summary and Hotel Visitation Checklist can be found
in the Reference Library.)
Engineering Quarterly Inspection Reports:
At all HHC-owned, managed Hilton Hotels, Doubletree Hotels, Embassy Suites and
Waldorf=Astoria Collection Hotels, the Engineering Manager will prepare a Quarterly Report
which assesses the building’s structure, mechanical, electrical, plumbing and system
infrastructure to include its condition, reliability and degree of repair. (The Quarterly
Engineering Inspection Report can be found in OnQ Insider under Tools > Hotel Partner
Websites > InFocus; within the Value Creation menu, under Strategic Applications.)

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During the fiscal year, these inspections will be conducted each quarter and distributed. The
completed Quarterly Report should be completed by the Engineering Management staff, then
reviewed with the hotel General Manager. Upon approval, the General Manager is to approve
the inspection within Infocus allowing for remote viewing by Corporate Engineering, Vice
President – Engineering, SVP-Operations, and AVP – Operations.
It is the responsibility of the General Manager and Engineering Manager to review the Property
Operations Department as well as the physical asset to ensure the integrity of the Quarterly
Report. All indicated items of the inspection, as well as any extraordinary issues specific to the
hotel, should be included in the review process. Items rated as “poor” should be addressed
through normal R&M expenses or through the annual Capital Budget. Corporate Engineering,
VP – Engineering, and VP-Asset Management are available to assist Hotel Management and
AVP – Operations in the development of short term and long term action steps to effectively
address inspection items rated “poor” or “non-compliant.”

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Chapter 10
Elevator and Escalator Service and Recording
Maintenance Awareness
ELEVATOR PERFORMANCE AND MAINTENANCE AWARENESS
Summary
Elevators are an important part of perceived hotel quality and image by your guests
and visitors. They are the most visible, evaluated, and physically utilized asset a
hotel manages. You must be aware of performance and maintenance issues that can negatively
affect hotel quality, and to understand how they can be managed by property operations to
maintain a high quality product and a positive image. An effective preventive maintenance
program, and your pro-active approach to monitoring that program, will improve the quality of
your elevator maintenance, performance and efficiency while reducing your liability.
Your Area Director of Engineering can assist you in review and recommendation on elevator
maintenance contracts. The use of third party consultants to survey the condition of the hotel’s
elevator systems or evaluate the effectiveness of hotel’s elevator maintenance contractor may
be appropriate. Discussion should occur with the Area Director of Engineering before engaging
such consultants.
Door Operation
The first impression of an elevator is generally related to the quality of the door opening and
closing operations. Quiet and smooth movement of elevator doors indicates proper adjustment
and lubrication - a top class product. Opening and closing speeds are critical to the overall
efficiency of elevators as they respond to guest demand. The longer it takes to complete the
opening / closing cycle at each floor, the longer the response time will be to guest corridor calls.
Whether the existing door operator is a slow, medium, or high speed heavy duty type the speed
can be adjusted by your Elevator Maintenance Contractor to maximize the efficiency. This is
achievable within the design capability and code compliance while maintaining the desired
operational quality.
Property Operations/Housekeeping can help to minimize door operation problems by visually

inspecting the car door sill(s) and the hoistway entrance sill(s) at each floor for build-up of dirt,
dust, or foreign materials in the tracks. Regular cleaning is necessary to allow doors to open
and close properly. Cleaning door sills is not the responsibility of your Elevator Maintenance
Contractor.

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Door Protection Devices
Some elevators have a retractable mechanical safety device on the leading edge of each car
door. In addition, some elevators may have photo-eyes installed on the car doors to prevent the
doors from closing if any photo-eye is obstructed. Today, most new elevators use infrared
electronic devices incorporating a curtain of beams across the door opening to provide
increased protection while eliminating the need for the mechanical safety devices and photo-
eyes. Any of these protection devices can be and should be checked frequently for proper
operation. Inoperative door protection devices increase the chances of passenger complaint
and injury. Check procedures are as follows.
• If a retractable, mechanical safety device is installed on each car door, test the operation by
first letting the doors begin the closing sequence. As soon as the closing sequence begins,
touch the safety edge to see if it retracts back towards the leading edge of the door and that
the door returns to the open position. If it doesn’t retract or reopen the door, call your
Elevator Maintenance Contractor to rectify the situation immediately. This is a passenger
safety issue. If the operation of the device(s) is noisy, make a note for your service
technician to adjust the device(s). Noisy operation is not normal and detracts from
the quality of the product.
• If single or dual photo-eyes are installed, check the operation by first locating the height of
the beam(s) across the door opening. Once you have located the height of each beam, test
the operation by allowing the doors to begin the closing sequence, then pass a solid object
(manila folder) in front of each beam, one beam at a time. When any beam is obstructed,
the door should return to the full open position. If any beam is inoperative, call your Elevator
Maintenance Contractor to rectify the situation immediately. This is a passenger safety
issue. Again, this door reversing operation should be smooth and quiet. Note: ADA
requires a dual beam at heights of 5” and 29” above the finish floor.
• If infrared protection devices are installed, test the operation by allowing the door closing
sequence to begin, then pass a small solid object (12” ruler) into the door opening at
numerous locations between 5 inches and 6 feet above the floor. If any of the numerous
beams are obstructed, the door will return to the full open position. If the doors do not
reopen, call your Elevator Maintenance Contractor to rectify the situation immediately. This
is a passenger safety issue. Again, this door reversing operation should be smooth and
quiet.
Stopping Accuracy
Should the elevator car sill be level with the adjacent corridor entrance sill when the elevator
stops at a floor and opens its doors? Depending on the age of the equipment and the inherent
capability of the control system, the stopping accuracy may vary noticeably. In addition,
stopping accuracy can vary from one floor to the next. However, ± ½” tolerance to zero
tolerance, with various loads inside the elevator car is achievable and compliant with ADA
provisions. On older equipment, this stopping accuracy may vary from floor to floor.

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Due to the potential for “tripping” on the car or corridor entrance sill, you should first observe the
“normal” stopping accuracy of each elevator with your Elevator Maintenance Contractor then
frequently monitor that accuracy for any noticeable or consistent change. If any change is
observed, call your Elevator Maintenance Contractor to rectify the situation immediately. This is
a passenger safety and quality issue.
Car Enclosure
The interior elevator car finishes and car lighting are your responsibility to maintain. Normal car
illumination at the car threshold for passenger elevators with the doors closed in 5.0 foot-
candles and 2.5 foot-candles for freight elevators. The visual appearance of the car enclosure
is a very important element of image and first class elevator quality. All car operating devices,
except the emergency communication system, are the responsibility of your Elevator
Maintenance Contractor; however, you should regularly test the following to ensure proper
operation:
• Alarm Button
• Telephone/Intercom
• Door Open Button
• Exhaust Blower/Fan
The emergency stop switch / button, if not key operated, should also be tested by activating the
switch with the car stopped at a floor and as the elevator doors start the closing sequence. If
operating properly the doors should immediately stop in place, the alarm bell should sound, and
the elevator should become totally inoperative until the switch is placed back in the normal de-
activated position. Most governing codes for new elevators now require the emergency stop
switch to be key operated. Your Elevator Maintenance Contractor can change your existing
stop switch to key operation, if allowed by code, at minimal cost to you. If the emergency stop
switches are already key operated, have your Elevator Maintenance Contractor perform the
testing procedure in your presence and make sure corrections are made when required.
The emergency lighting source should be tested, in your presence, periodically to ensure that a
minimum of two (2) separate bulbs of equal wattage provide not less than 0.2 foot-candles of
light, 4 feet above the car floor and approximately 1 foot in front of the car operating panel. If
neither, or only one of the bulbs, illuminates when tested, this is code violation and must be
rectified immediately by your Elevator Maintenance Contractor. Some newer elevators include
a test switch or button in the service cabinet inside the car. If not, the test button will be located
on the battery charger on top of the elevator. You should obligate your service technician to test
and report to you quarterly on this device.

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Ride Quality
Ride on different elevators in the building on a daily basis. Very quickly you will start to notice
the difference in ride quality. The acceleration (when elevator leaves a floor), the deceleration
(when the elevator approaches a floor), and the final stop at a floor should be smooth and
comfortable. The actual ride (bottom to top of building) should be free of noise from scraping
and/or knocking sounds, roller guides, car enclosure creaks and / or squeaks and car door
chatter. Negative perceptions of ride quality are soon blown out of proportion by guests and
visitors. The elevators then become a source of concern, questions and complaints. In most
cases, your Elevator Maintenance Contractor can improve ride quality deficiencies.
Preventive Maintenance
Preventive maintenance of elevators involves:
• Housekeeping
• Lubrication
• Adjustment
• Repair
• Replacement
To monitor the quality of the maintenance you pay for each month (100% of your contractual
obligation) you can, with the assistance of your Maintenance Contractor, periodically conduct a
visual check of the following:
• Machine room and equipment:

- Clean floor, preferably painted
- Hoist machines / power units leaking oil
- Grease / oil deposits on equipment or floor
- Accumulation of debris, carbon dusts, used rags, etc.
- Overall cleanliness
- It is the responsibility of the elevator maintenance contractor to keep an accurate dated
log of all oils added to any of the Hotel’s hydraulic elevator systems. This log is to be
kept in the elevator machine room that houses the equipment that the oil was added to.
You can review this log with your maintenance contractor.
Note: If not currently in place, install an “ABC” fire extinguisher in each machine room for use
during an emergency. In most cases, not having one (or having one, and not testing it yearly) is
a code violation.
• Signal and operating fixtures in the car and at each floor:

- Burnt out light bulbs in car operating panel, corridor pushbuttons, car or corridor position
indicators, and corridor directional indicators
- Corridor direction indicator tones, gongs, etc.

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- Alarm bell / buzzer in car operating panel
- Deteriorated or damaged pushbuttons, lenses, etc.
- Proper fit of compartment doors in car operating panel(s)
Note: Any damage resulting from misuse or vandalism may be your responsibility under the
terms of your existing Elevator Maintenance Contract.
• Cleanliness of the car top and equipment:

- Have the Elevator Maintenance Contractor lower the elevator so the car top and
equipment can be observed from the corridor.
- Make sure the car top light is on and equipped with the appropriate guard.
- The car top should be clean and equipment should not have an accumulation of debris,
lint, dirt, grease, oil, etc.
• Cleanliness of pit and pit equipment:

- Have the Elevator Maintenance Contractor raise the elevator from the lowest floor so the
pit and equipment can be observed from the lowest landing.
- Make sure the pit light is on and equipped with the appropriate guard.
- The pit should be broom clean and equipment should not have an accumulation of
debris, lint, dirt, grease, oil, corrosive activity, etc.
Since housekeeping items generally require the major portion of your Elevator Maintenance
Contractor’s time, you should question your maintenance program if components and areas are
not clean. Dirty areas and equipment is a clear indicator that preventive maintenance is not
being performed. Clean work areas and components indicate your Elevator Mechanic is looking
at your systems and identifying potential problems before they happen.
Maintenance Request Guidelines
When necessary, use elevator / escalator company services in a fast and orderly manner.
GUIDELINES FOR REQUESTING EMERGENCY MAINTENANCE

All calls concerning elevator / escalator problems should be referred to Property Operations,
Security Department, or MOD. A trouble call should then be forwarded to the elevator /
escalator service company by the individual responsible for placing these calls.
• Hotel Maintenance responds by inspecting the elevator immediately. Maintenance individual

should not perform mechanical work on the system, doors, rails, rollers, etc.
• In case of emergency situation, Hotel Security also responds.
• Minor non-mechanical or non-electrical work may be corrected by the maintenance
individual on duty. If the problem persists, call the elevator company and give the following
information:
- The caller’s name and title
- Hotel telephone number and return call extension (_______)
- Building I.D. Number (_______________)

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- Elevator number, location/floor number, and nature of the elevator/escalator problem
When corrections are completed, an informational summary should be recorded in the Manager
On Duty Log, Daily Call Sheet, or other official property record. The following information should
be included:
• Time service person was called

• Time service person arrived
• Time service person left
• After hours (in the absence of the Director, Assistant Director of Property Operations, or
Chief Engineer), the MOD signs the invoice and forwards it to Property Operations or the
responsible department for these invoices.
• If guests or staff are trapped in a stalled elevator cab, do not attempt to remove the
occupants. An authorized elevator mechanic or fire department individual must
supervise any removal of the occupants. In case of a medical condition, management or
the person responsible for placing emergency calls, must call the fire department
for removal of the trapped occupants. Appropriate staff members should remain on the
floor, in cases where occupants are trapped, to assist and reassure the occupants until
released by an elevator mechanic or the fire department. Proper information should be
recorded, in the appropriate hotel records, to include the name and room number of the
guest(s) who were trapped.
Phase I & Phase II Testing Guidelines: Key Switch
Various state and local regulatory agencies require elevator testing. It is Hilton’s policy that all
owned and managed hotels adhere to these regulations to provide optimal elevator service.
Therefore, the procedures which follow provide general guidelines for recommended annual
testing of elevator operation in normal and emergency situations. They are also provided to
present an overview of potential maintenance areas to the Property Operations and
Management staff.
Test Phase I: FLOOR KEYED SWITCH OPERATION

Have staff available so that one individual can be on each elevator in the bank of elevators
being tested.
Activate Test Phase I: Place the proper key into the main landing keyed switch. Turn this
switch “ON.” All elevators should return to this floor, open doors, and shut down. If all cars
return and operate properly continue below. If they do not, discontinue test, turn switch to the
"OFF" position, and call the elevator company for repairs.
Place one individual in each elevator and explain the following procedure:
• The person conducting the test turns the Phase I keyed switch to the “OFF” position.
• The person on each elevator pushes the top floor button. The doors close.
• Each elevator proceeds in the direction of the top floor. The person conducting the test turns
the Phase I keyed switch back to the “ON” position.

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• Each elevator stops at the nearest floor. The doors do not open. The elevator reverses
direction and returns to the “primary return floor”.
• Inside the elevator, a buzzer sounds and a red emergency light is illuminated on the floor
selector panel.
• When the elevator is descending, activate the “Emergency Stop” switch on the floor selector
panel. The elevator should not stop.
• When each elevator reaches the “primary return floor” the doors open and the elevators shut
down.
• Attempt to place several car calls by pushing the floor buttons in the car. They should not
light up and the car should not respond.
• Stay on the elevator until the person conducting the test is able to check the following:
- A buzzer sounded (audible signal)
- A red light went on (visual signal)
- The car doors did not open when the elevator stopped before returning to the primary
level.
- When activated the emergency stop switch did not stop the elevator.
• When all actions are confirmed and properly recorded, return Phase I keyed switch to
the "OFF" position. Contact elevator company if any repairs need to be made for this test
phase.
If all of these functions are working, proceed to Test Phase II.
Test Phase II: ELEVATOR KEYED SWITCH OPERATION

Turn the lobby Phase I key switch to the "ON" position. Remove the key from the Phase I key
way in the lobby. Enter one car at a time and complete the following procedure using the same
key:
• Place the key into the Phase II key way on the floor selector panel. Turn the key to the “ON”
position. Make sure that you cannot remove the key in the “ON” position.
• Place a car call to other floors (i.e., 4th and 5th). The car doors close. The elevator should
proceed to the 4th floor and stop. Doors should not open. Doors should only open
when the “Door Open” button is pressed.
• The button pushed for the 5th floor should have been canceled. The system should not
accept more than one call because “4” and “5” were pushed. The elevator stopped at 4. It
should not proceed until another floor button is pushed.
• Push the “Door Open” button. Keep pressure on the button until the doors are half open.
Release the button. The doors should close. Repeat this procedure, with the following
changes: Release the pressure on the door open button. As the door starts to close, pass a
hand or a clip board across the “light rays”. This normally causes the doors to immediately
reopen. In this case, the doors should not reopen. (Pressing the mechanical “safety edge”
to reopen the doors. This process is correct.) The reason the infrared ray system is disabled
is that smoke could activate the safety light bar, render the doors inoperative, and expose
occupants to smoke inhalation.
• Depress the “Door Open” button. Maintain pressure until the doors are fully open. The
doors should remain open.

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• Step out of the elevator and attempt to place a “Hall Call” by pressing the button on the
elevator landing. It should not light up. The hall lanterns should not be illuminated.
• Re-enter the elevator. Press the button for the main floor. The doors close and the elevator
should proceed to the main level. The doors should not open upon arrival.
• Press the “Door Open” button until the doors are fully open. Release the button. The doors
should remain open.
• Turn the Phase II key to the “OFF” position. Remove the key and proceed to the next car.
• Follow the same procedure for each elevator. Upon completion of test on each elevator,
return the Phase I key in the lobby to the “OFF” position.
If any of the above did not work exactly as outlined, call the elevator servicing company
for repairs.
Phase III Testing Guidelines: Smoke Detectors Operation

The time to test this system is before an emergency arises! It may save lives.
Most Elevator Codes require that an “Alternate Return Floor” be programmed into the system in
case fire should be present at the designated return floor.
Use the following procedure:

• As a test, activate the smoke detector located within the elevator machine room and activate
a guest room floor smoke detector at the elevator landing preferably using a non smoke
generating method. This assures the elevator returns to the primary floor.
• Activate the smoke detector at the main lobby elevator landing, preferably using a non
smoke generating method. The elevators should return automatically, not to the main
lobby elevator landing, but to the “Alternate Floor,” usually one floor below or one floor
above the main lobby floor. It is important to make certain that the elevators do not return to
the main lobby floor. The activation of the detector simulates fire on that floor.
• If the doors open and the elevators shut down it is not necessary to repeat the testing of
Phase II. Repeat Phase II testing if this process fails.
• Conduct Phase III test twice a year on each shift (a total of six shifts). Coordinate these tests
with required fire drills.
All hotel staff must be familiar with those procedures which relate to Phase I of Fire Return, i.e.:
Any employee who has placed an elevator on “independent service” (movement of material,
cleaning activities, obstructed the closing of the elevator doors for any reason) may hear the
audible alarm (buzzer) sound within the elevator cab. The car is to be immediately released and
staff is to remain inside the cab. The cab returns to the main lobby landing and the alarm signals
an emergency in which Phase I Fire Return is active.

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Maintain the keys necessary to operate the car on fireman’s service in a locked box. They
should be in the vicinity of the main elevator landing. This gives the fire department access, in
the event of an emergency, especially on afternoon and night time shifts. All keys are to be
maintained using standard key control procedures. Keys located with the locksmith or
Engineering Department should only be used as a back-up.

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Chapter 11
Loss Prevention
This chapter is developed assuming the Engineering Manager acts as the lead Security staff
member. As a result, the Engineering Manager must understand Emergency Procedures and
will ensure the Loss Prevention Profile for the hotel is completed and kept updated. HHC
Regional Loss Prevention Managers are available to consult with the hotel in loss prevention
matters.
Emergency Procedures:
The key SPI relating to Emergency Procedures is LP-5. The purpose of LP-5 (which includes
the Emergency Procedures Manual) is to establish basic requirements for emergency
procedures necessary to deal with fires, medical emergencies, bomb threats, civil unrest, armed
robbery, earthquakes, weather-related events, food crises, elevator emergencies, power
outages, terrorist, including chemical, biological, radiological or nuclear (CBRN) events and mail
handling.
The intent of LP-5 is to establish procedures and other requirements to provide for the safety
and security of guests and team members and to minimize disruption of operations and damage
to property at owned and managed hotels and other company facilities in the event of an
emergency.
The Emergency Procedures Manual will instruct the Manager on how to handle
emergency procedures.
(The Emergency Procedures Manual is located in the Reference Library.)
Several other SPI’s related to Loss Prevention which should be reviewed are:
LP-4 Life Safety Standards – August 1995
LP-6 Pool & Spa Safety – August 2006
LP-8 Fire Protection Systems & Equipment – July 2006
LP-11 Fire Exit Doors Control & Inspections – December 2002
LP-12 Fire Safety Signs – August 1995
LP-13 Loss Prevention Program – April 2005
LP-19 Security Officer Training Requirements – August 1995.
To access all Loss Prevention SPI’s go to OnQ Insider under Resources > Standard Practice
Instructions > Loss Prevention.
Mobile Communications:
A clear Mobile Communications program is necessary not only for daily operations of the hotel,
but for Loss Prevention purposes as well. The Engineering Manager, acting as the lead

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Security staff member, shall ensure effective utilization of mobile communication for the
engineering staff and critical managerial personnel (MOD). It is recommended that:
• At least four hand held two-way (walkie talkie) radios be maintained for critical hotel
personnel.
• These two-way radios must be of the quick recharge type.
• These shall have a watt capacity sufficient to service the entire physical property (5 watt
suggested).
• The brand shall be serviceable at a local repair facility.
• Loaner radios should be available when repairs are made.
• Chargers should be plugged into receptacles that are on the emergency power system.
Loss Prevention Profile:
Once a year your hotel will be subject to a Loss Prevention Audit. In order to prepare for the
audit your hotel must complete a Loss Prevention Profile, either “Profile A” or “Profile B.” Profile
A is for hotels with internal security departments, and Profile B is for all other hotels. These
profiles are used for developing a complete Loss Prevention Program for the hotel.
(Profile A and Profile B can be found in the Reference Library.)

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Chapter 12
Accessibility / ADA
Hilton prides itself on making its hotels accessible to guests and visitors with disabilities. Doing
so at time of construction, during renovations and for other items which are “readily achievable,”
requires the use of a detailed set of federal and state regulations. The federal regulations are
known as the “Americans with Disabilities Act Accessibility Guidelines” or “ADAAG” and can be
found at: www.acess-board.gov/adaag/html/adaag.htm.
Several states have their own Accessibility Codes, so these must also be reviewed in preparing
for any construction or renovation project or for making interim minor “readily achievable”
improvements. State Lodging Associations may be a reference source on State Accessibility
Codes.
The U.S. Department of Justice, who issues the federal ADA regulations, has published a
checklist for hotels which is more “user friendly” than ADAAG (the checklist is located in the
Reference Library).
When preparing to address accessibility improvements, consultants and /or architects who
specialize in this discipline need to be hired as the details are complex. Their services should
also be utilized during the construction process to verify that the contractor has explicitly
followed the design.
Compliance with federal and state accessibility regulations is a legal obligation of both the
owner and the operator and, as such, is a condition of each management agreement and
franchise license. Hilton will insist on strict compliance.

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Chapter 13
OSHA
In the absence of a Director of Security or Risk Manager at the hotel, the Engineering Manager
must comply with mandatory recording, training and file-keeping requirements set forth by the
Occupational Safety and Health Administration (OSHA). If a Director of Security / Loss
Prevention is on staff, then the Engineering Manager needs to assist as required in ensuring his
department provides any required documents and complies to all program requirements and
reporting. The Manager must also understand protocol if a letter of complaint is received from
OSHA, or if there is an OSHA inspection at the Hotel.
WHAT DOES OSHA MANDATE?
As a Hilton Engineering Manager it is important to know OSHA has mandatory Federal

Requirements which must be complied with, they pertain to:
• Recording work-related injury or illness

• Annual refresher training
• File keeping - having a Material Safety Data Sheet (MSDS) for all chemicals on
property.
Federal law requires recording of work-related injury or illness
Federal law requires the hotel to “record information about every work-related death and about
every work-related injury or illness that involves loss of consciousness, restricted work activity or
job transfer, days away from work, or medical treatment beyond first aid. You must also record
significant work-related injuries and illnesses that are diagnosed by a physician or licensed
health care professional. You must also record work-related injuries and illnesses that meet
any of the specific criteria listed in 29 CFR Part 1904.8 through 1904.12…” (OSHA Form 300)
The document to use to record work related injury or illness (from the criteria above) is a one
page form referred to as OSHA Form 300. Posted in a manner which will protect the
confidentiality of the team member as much as possible, this form must be posted during a 3-
month period from February 1 to April 30, each year.
OSHA Form 301 (or equivalent) must also be completed for each injury or illness recorded on
OSHA Form 300. As work-related injuries and illnesses are recorded per OSHA mandates,
they also need to be reported to the Human Resources Department (or appropriate department
in the Hotel) immediately.
(In the Reference Library there is a Power Point presentation on Recordkeeping and OSHA 300
entitled Record Keeping and OSHA 300. This presentation goes into more detail on topics
such as how to determine if an injury is work-related, if the injury or illness is or isn’t a new case
and how to determine if the injury or illness meets recording criteria. Detail on 29 CFR 1904.8
and 29 CFR 1904.11 is also included; there is an example of OSHA Form 301 as well.)

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Federal law requires annual team member refresher training and that a current MSDS be
kept for all chemicals in the Hotel
OSHA requires team members complete annual refresher training on topics such as Bloodborne
Pathogens, Lockout – Tagout, Respiratory Protection and Hazard Communication.
Additionally, as part of Hazard Communication, OSHA requires the Hotel to keep a MSDS for all
chemicals on property. To learn what annual refresher training is required and more on an
effective MSDS Program access the Safety Calendar via the HiltonNet. Go to Departments,
Operations Support, Loss Prevention then click Safety Calendar.
Note: When any training is complete, Human Resources should be copied on the
documentation as often times this is needed for Loss Prevention Audits or Quality Assurance
Inspections.
WHAT MAY TRIGGER AN OSHA INVESTIGATION? WHAT IF THE HOTEL GETS A

LETTER OF COMPLAINT FROM OSHA?
OSHA activities which may affect our hotels include (1) workplace fatality investigations; (2)
investigations involving the hospitalization of three of more employees due to a workplace
accident; (3) “scheduled” inspections; and (4) inspections in response to an employee complaint
alleging workplace hazards. With respect to hotels in general and the Hilton family of owned and
managed hotels specifically, interaction with OSHA for the first three issues listed above are
extremely rare. The most common reason for OSHA involvement is usually as the result of an
employee complaint of alleged hazards.
Employee complaints are handled by OSHA in one of two ways: (1) OSHA may summarize the
complaint received and forward that information by letter to a hotel; or (2) OSHA may send an
enforcement officer to the hotel to investigate the complaint. When a letter is sent, OSHA will
request the hotel to investigate and respond in writing along with a specific timetable for doing
so. Should your hotel receive such a letter, please fax it immediately to Corporate Loss
Prevention (Tom Daly in Beverly Hills fax 310.205.4437 or Lynne Sienon in Orlando fax 407.
812.8996) and to your employment counsel in the Legal Department (Frank Wurtzel in Beverly
Hills fax 310.205.7878 or Sarah Norton in Memphis fax 901.374.5050.). These two offices will
work with you to deal with the issues raised and formulate the necessary response by the
timeline indicated.
If an OSHA enforcement officer visits the hotel as the result of an employee complaint, he or
she will follow a formal process to introduce themselves, present credentials and indicate the
reason for the inspection. The officer will likely also request access to areas addressed in the
complaint and to related recordkeeping data. Data requested usually includes the OSHA 300
Log of Occupational Injuries and Illnesses and specific safety program information related to the
issue at hand such as training records.

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WHAT IF OSHA ARRIVES AT THE HOTEL TO DO AN INSPECTION?
In the event an OSHA enforcement officer shows up at your Hotel, please ask them to wait in a
public area and call or have someone call Corporate Loss Prevention (Tom Daly in Beverly Hills
310.205.4353 or Lynne Sienon in Orlando 407.812.8997) and your employment counsel in the
legal department (Frank Wurtzel in Beverly Hills 310.205.3681 or Sarah Norton in Memphis
901.374.5271) immediately for advice on how to proceed and who on the hotel staff should
participate in this process, and prior to providing access to your hotel or records.
OSHA is only entitled to search employers’ premises without a search warrant (1) with your
consent, (2) where unusual circumstances apply that create an urgent need for an immediate
search (such as imminent danger where it is impossible obtain an employer’s consent); or, (3) if
the OSHA regulation violation is in plain view on the employer’s premises – even when OSHA is
denied entry to the property.
Under ordinary circumstances, it is recommended that you ask the enforcement officer to return
to the property within 24 hours so that you can be better prepared to handle the investigation. If
the enforcement officer refuses, you should consider whether you are confident in permitting the
inspection to occur. If so, it is advisable to continue. If not, discuss your situation with Loss
Prevention or Legal prior to refusing access. If access is initially refused, be aware that the
enforcement officer will likely return the next day with a search warrant authorizing the
inspection. If presented with such a warrant, please fax a copy immediately to Loss Prevention
at 310.205.4437 (Tom Daly) or 310.205.7878 (Frank Wurtzel.)
At the conclusion of the inspection the OSHA enforcement officer will have a ‘closing
conference’ and will indicate what, if any, further action will be taken. If a citation is to be issued,
it may take weeks or months to be received. When received, however, there is a very specific
timetable which must be followed to protect our rights as employers. The citation must be
posted and photographed once posted and careful attention must be paid to any indicated
‘abatement date(s)’ in the event such dates are prior to the time when a ‘Notice of Contest’
(appeal) must be filed, if that is the conclusion and recommendation as how to proceed.
If a “Citation and Notice of Penalty” is received, retain the postmarked enveloped and note the
date received (important) and immediately fax a copy to both corporate Loss Prevention and
Legal. We will then work with you to formulate our response and assist you in defending any
appealed citations.
OSHA publications "OSHA Inspections" and "Employers' Rights and Responsibilities Following
an OSHA Inspection" provide additional information on these processes and should be
reviewed as a part of your safety training program.
(In the Reference Library there is a document entitled OSHA – Additional Information. Here
one will find information such as the background of OSHA, its purpose and updated fact and
figures on penalties and recently cited standards.)

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For more information on OSHA go to www.osha.gov.

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Chapter 14
Recycling / Waste Management
INTRODUCTION
The hospitality industry is a large industry and contributes significant environmental problems at
landfills. The hospitality industry can save energy by recycling many tons of waste materials
daily and have a positive impact on the environment in addition to saving thousands of dollars in
waste hauling and tipping fees.
Is there a mandate that each hotel will have a recycling program and what is the responsibility of
the Engineering Manager?
Each hotel’s recycling program must be specifically designed to accommodate the hotel's
procedures of operation, hotel activities and structural design; as well as any state or local
ordinances. The materials in this Manual and Reference Library are designed to accompany
the "How To Organize A Hotel and Motel Recycling Program" video. The recommendations and
procedures for hotel recycling were developed in the Florida Pilot Hotel Recycling Project.
There are a number of State and Regional organizations that can assist in the development of a
Recycling Program, such as State Lodging Associations and Building Owners / Managers
Associations.
(Worksheets to assist with the set up of a hotel recycling program are posted in the Reference
Library.)
EMPLOYEE RECYCLING PROGRAM STRUCTURE
Management's degree of commitment to the hotel's recycling program has a direct affect on the
success of the recycling program. The program requires time, money and a positive attitude
toward recycling. The following are tips and suggestions.
RECYCLING PROGRAM GUIDELINES:
• Reflect commitment with a positive attitude about the recycling program. Provide leadership
to an Employee Recycling Team composed of employees from each department in the
hotel. The Employee Recycling Team will assist in the organization and implementation of
the recycling program.
• Act as the Employee Recycling Team chairperson or appoint another employee from the
managerial team to serve in this role.
• Meet with the Recycling Team until the program is fully organized and operating smoothly
and then monitor the progress.

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• Plan for and establish a Capital and Operational Budget for purchase of recycling containers
and equipment.
• Schedule time for monthly meetings with the Recycling Program Manager to review waste
hauling and recycling charges and income from the recycled materials.
• Support supervisors who are trying to enforce changes in operational procedures that relate
to the recycling program.
• Keep employees and tenants (where applicable) informed of the program's progress.
• Develop a system for including recycling in all employee job descriptions and procedures of
operation.
• Include recycling procedures in training and orientation.
• Report the progress of the Employee Recycling Program to appropriate people in the
corporate structure emphasizing the potential positive environmental effect as well as the
potential for saving the hotel money in avoided waste disposal costs.
SELECTION OF THE RECYCLING PROGRAM MANAGER
The hotel's General Manager or his designee selects the Recycling Program Manager (RPM).
The RPM must have organizational ability, leadership skills, good communication skills and a
positive attitude about recycling. The RPM should be knowledgeable of the hotel's waste
disposal procedures and be familiar with the hotel's bid and contract procedures. RPM's may
be Directors of Engineering, Chief Engineers, Resident Managers, Assistant General Managers,
Executive Stewards, or other qualified personnel.
Recommended responsibilities of the RPM:
• Organize the Employee Recycling Team and provide leadership.
• Train employees in recycling procedures.
• Issue invitations for bids and contracts for container and equipment purchases and recycling
materials removal.
• Research recycling container equipment durability, warranty and prices before presenting
the information to the Recycling Team and Management.
• Work with Department Heads and Employees in designing material collection and storage
systems and container selections.

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• Develop a monitoring program with the Recycling Team that addresses employee
compliance and materials preparation.
• Work with management to establish a budget for program organization and motivational
programs.
• Work as a team to complete the recycling worksheet posted in the Reference Library to
determine the economics of the recycling program and ensure this information is
disseminated to all hotel employees.
• Work with the hotel's Public Information Person to prepare news releases to hotel industry
publications and local media.
• Meet periodically (at least quarterly) with Management to inform them of the recycling
program's progress. Meet with the Accounting Department Manager to inform them of the
recycling program's accounting needs. In most cases, Recycling Managers find that it is
easier to compare the savings in the waste removal costs if the recycling program receipts
and charges are kept separate.
INVOLVEMENT AND MOTIVATION
Employees are the keys to the success for the recycling program. It is important that every
employee be included in the recycling program and understand why the hotel is recycling -
environmental support and issues, laws, and reduced hauling costs. Every employee is already
disposing of waste as they perform their daily job tasks and recycling is simply re-training
employees in procedures of disposing of job-related waste materials.
Involve employees at the beginning of the recycling program. Seek their input in organizing the
program and methods of collecting, storing and disposing of the recyclables. Employees are
more likely to support a program that they understand and have helped design.
Management has the challenge of creating interest in the program and getting employees
involved. "Our program" has a chance of succeeding, "my program" or "your program" probably
will fail.
MOTIVATIONAL IDEAS
Involving employees in any new program is easier when they receive recognition for their ideas.
Management should be willing to commit resources and time to developing a motivational
program that creates a feeling of "I am appreciated." The returns in waste removal savings far
exceed the investment. Listed below are motivational ideas used by successful recycling
teams.
• Recycling Quarterly Award

• Certificate or trophy

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• Recognition in the Corporation’s newsletter
• Letter of appreciation from the General Manager and Corporate Representative
• Dinner or party for entire staff
• Buttons, posters and tee shirts
• Recognition for employee recycling ideas
THE EMPLOYEE RECYCLING TEAM
The next step in the recycling program organizational process is to organize the Employee
Recycling Team to assist in the program organization, implementation and operation. It is
essential to involve employees at the beginning of the recycling program. The Recycling Team
should represent employees from all departments of the hotel.
Employee Recycling Team members may be selected by management, elected by co-workers

or volunteers. Regardless of the method of selection, the ability to communicate and teach
others should be one of the criteria for being a Recycling Team member. A typical Recycling
Team generally includes one or two employees from each department of the hotel and one or
two from the hotel's management team.
As new employees come on the team, it is important that they have experience with the
recycling program in their departments. Select experienced employees for this committee.
PURPOSE OF EMPLOYEE RECYCLING TEAM
• Assist in the organization, implementation, and monitoring of the hotel's recycling program.
• Teach recycling techniques to employees in their departments.
• Inform employees of the program progress.
• Create enthusiasm about the recycling program with co-workers.
• Prepare recycling procedures for incorporation into all job descriptions and procedures of
operation in the various departments of the hotel.
• Monitor compliance with recycling procedures established by the Recycling Team.

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RECYCLING TEAM MEETINGS
In the beginning, when the Recycling Team is developing and implementing the recycling
program, it may be necessary for the Team to meet weekly. After the recycling program is in full
operation, monthly meetings should be adequate. Management and Recycling Team Members
should determine the frequency of meetings. Agendas for the first two to three months should
be directed toward organizing the recycling program, training of employees, and selecting
methods of disposing of recyclables.
When the recycling program is in place and operating smoothly, the Recycling Team meetings
can focus on motivational programs and implementation of employee ideas and program
publicity.
After the recycling program has been in place for five or six months, it is time to increase the
Recycling Team's knowledge, look for ways of improving the program and evaluate the service
being received from recycling companies and haulers. New recycling companies may have
started operation in the area and may be providing services from which the recycling program
may benefit.
Items for discussion at Recycling Team meetings:
• Hauling Charges and Receipts

• Recycling Materials Payments
• Departmental Compliance
• Publicity of the Program
• State, utility, and local municipality programs
• Motivational Program Implementation
• Container Condition/Sanitation
• Problems
• Successes
• Employee Ideas
MATERIALS TO RECYCLE
All hotels and motels have sufficient quantities of several recyclable materials to justify
recycling. When the quantity of any specific recyclable material at one hotel is insufficient for
regular pick-ups by the recycling company, combining the collection of 2 or more cluster hotels
may be advantageous. Most hotels generate cardboard, glass, paper, plastic, aluminum and
steel in their daily operations. Hotel recycling programs have established nationwide that 50-
60% of a hotel's waste is recyclable. The amount of recyclables generated depends on the type
and size of the hotel, the number of guests and types of daily activities.
The factors associated with hotel type and size that affect the amount of recyclables generated
are the quantity and type of bar business and food operations. In large convention hotels the

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number and size of conventions is a major factor. The number of tenant spaces and the type of
businesses in the spaces also have an impact on the amount of cardboard the hotel generates.
Convention hotels with several bars and kitchens are usually the largest generators of
recyclables. Convention exhibitors bring in large amounts of cardboard, packing materials and
brochures. They usually have several food functions and cocktail parties that increase the glass
and aluminum generated during a convention. Exhibitors often leave boxes of unused
convention brochures. Out of town convention attendees leave unwanted brochures and
product samples in their guest rooms which must be disposed of by the hotel housekeeping
staff.
Resort properties that frequently serve families generate the most recyclables in guestrooms.
Plastic, aluminum and glass food and beverage containers are generated by family snacks and
take out foods. Tourists also leave more cardboard, shopping bags, toy packaging and grocery
bags in guestrooms.
Business properties have the smallest quantity of recyclables left in guestrooms. Newspapers
and one or two drink containers are left in guestrooms at business properties. Business
properties have kitchens and bars that generate large volumes of cardboard, glass and steel
cans.
Before collection and storage containers are selected, a waste audit is needed to help
determine the size of containers needed and to estimate the savings from reduced waste
disposal cost.
WASTE AUDIT
A simple waste audit helps determine what types of recyclable materials are currently being
disposed of in significant quantities. Approximate quantities and weights of recyclables
generated in the hotel can be determined without great effort. Estimates can be made by visual
inspection, collecting recyclables and weighing them for a week, or through purchase and
inventory records.
The hotel's purchase and inventory system requires less time, since the needed information is
already in the accounting system of the hotel. The Hotel's Purchasing Manager keeps
purchasing records for each department and the Accounting Manager also has records of all
purchases. In smaller properties, where departmental purchasing is done; it may be necessary
to request the information from each department manager.
The waste audit is more difficult at a convention hotel or a property with rented space because
the amount of recyclables being generated depends on the type and size of conventions and
type of businesses renting spaces. However, businesses with rented spaces can provide
information about their purchasing. Convention recyclables are estimated based on the type of
conventions scheduled for the week of the audit. If the convention is a repeat or similar to a
previously scheduled convention, a check of the waste removal bills for the month of the
previous function will indicate if the weights will increase greatly.

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In addition to inventorying materials being shipped into the hotel, the amount of paper generated
by the various office employees should be evaluated. Most office employees generate at least
1/2 pound of paper per day. Employees in Accounting, Reservations and Front Desk who use
computers usually generate much more. Look in trash containers by copy machines and
computers to estimate the amount of paper being disposed of daily by employees using this
equipment.
Include incoming mail in the audit. Hotels receive pounds of advertisements and product sales
information every day. For one week, collect and weigh all of the "junk mail" coming into the
hotel before distributing to the various departments. (See information on reducing junk mail in
Recycling Paper section.)
Intermediate Processor
There is a difference between simply disposing of recyclables and being paid for them. Two
options may be considered: 1) an Intermediate Processor, or 2) a Materials Recovery Facility.
These two options should be researched carefully in order to decide which meets the needs of
the hotel's recycling program. The decision should be made by the hotel and not by the waste
hauler or other companies who pick up recyclable materials.
An Intermediate Processor collects, consolidates, and prepares quantities of recyclable

materials for shipment to mills and manufacturers. Intermediate Processors usually require that
materials be clean and sorted.
Full service Intermediate Processors accept all recyclable materials and may offer other
services such as container loan and materials pick-up. In contrast, some processors accept
only a few items or specialize in one or two materials. For example, an Intermediate Processor
may recycle only aluminum or paper.
To minimize truck traffic at your hotel, consider a processor who accepts all recyclables. This
may mean a slight reduction in revenues because companies specializing in specific recyclables
usually pay higher prices for materials.
Intermediate Processors usually pay for clean, high quality recyclable materials. Receiving
payment for the materials should not be a priority of the hotel; however, if payment is received
for recyclable materials, it can help finance the hotel's recycling program start-up expenses.
Establish how price is determined for the recyclables. If payment is to be made for the
materials, provide the Processor Center Manager with the correct name and address of the
hotel so payment is not sent to the hauling company.
The Recycling Program Manager should establish an open line of communication with the
Intermediate Processor. Before the recycling program begins invite the Intermediate
Processing Manager to visit the hotel and talk with employees about your planned recycling

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program. Request that you be notified if there is a problem with the materials and not to depend
on the information being relayed by a very busy truck driver.
Request that the materials weight receipts be mailed to you on the same day the materials is
received for processing. Some companies give the weight receipts to the truck drivers and the
receipts are often misplaced. The weight receipts assist in record keeping for payment
purposes and can also be used in reporting and publicizing the hotel's accomplishments in
recycling.
Intermediate Processors are listed in the telephone directory's yellow pages. New companies or
smaller companies may not be listed in the yellow pages, so contact your County or City
Recycling Coordinator for a list of companies servicing your area.
Materials Recovery Facility
A Materials Recovery Facility (MRF) accepts sorted and commingled recyclable materials for
processing. Most MRF's accept cardboard, glass, plastic, paper, aluminum, and steel.
MRF's process commingled residential recyclables and, more recently, recyclables from the
commercial sector. Each operation is different so contact the manager at the local MRF for
information about materials accepted and the material preparation required.
MRF's may be owned and operated by private industry or by the government. At MRF's you
may not receive payment for your recyclables and in some cases you may be required to pay a
sorting or processing fee. Payment for recyclables is being made at some privately owned
MRF's in various areas of the state.
Investigate carefully the rules and regulations governing hauling and tipping fees at MRF's in
your county. Contact your county or city Recycling Coordinator for information about recycling
rules and regulations for your county and city.
HOTEL'S CENTRAL RECYCLING CENTER AND STORAGE CONTAINERS
CENTRAL RECYCLING CENTER
The Central Recycling Center (CRC) is the area where recyclable materials are stored after
collection from the various departments in the hotel until they are transported to an Intermediate
Processor or Materials Recovery Facility.
Careful consideration should be given to the location of the CRC. It needs to be near an
employee service exit and be easily accessible to vehicles picking up the materials. Because of
hotel design and space limitations, it is not always possible to locate the CRC conveniently.
Visibility of the CRC to hotel guests has been a concern of some hotel management. The
CRC's that have been visible to guests have created a positive image for the hotels. Many
guests are expressing interest in preserving the environment and recycling programs; the

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hotel’s recycling efforts frequently impresses guests. At some hotels, fences, walls and
landscaping, conceal CRC’s. As zoning ordinances may regulate the CRC at the property, it is
recommended that your plan be reviewed with the local code authority.
In the CRC there should be large storage containers and/or a large recycling roll-off unit for
storing materials until they are transported. A baler may also be located in this area. A suitable
trash container for disposing of non-recyclables should be placed in the CRC. If a trash
container is not available, non-recyclables may be thrown into recycling containers or on the
ground.
RECYCLING ROLL-OFF UNITS
The 20-40 yard compartmentalized recycling roll-off units are very popular recycling containers
for the CRC. The unit may be compartmentalized for sorted recyclables or simply one large
compartment for commingled materials. The units are covered and have conveniently located
sliding doors. The units are available in different sizes but one word of CAUTION! The
recycling roll-off unit should be as large as space permits in order that the number of recycling
pulls is only one every three to four weeks. If the unit is too small, it will require more frequent
pulls, which will increase the cost of the recycling program and cancel the savings from the
number of displaced garbage pulls.
Recycling roll-off units are available through Waste Hauling companies and some Intermediate
Processors. The unit may be purchased or leased.
RECYCLING DUMPSTERS
Another type of container being used for storage of specific items such as newspaper or
cardboard is a front- or rear-load dumpster. This type container is emptied into a larger
container on the back of a truck. The truck is equipped to pick up the dumpster and dump it on
site. The driver may pick up materials from several locations and dump them into the same
larger container before hauling to the Intermediate Processor or MRF. Weights of recyclables
picked up from dumpsters on site with this type truck system are not exact. If you expect
payment for the recyclables, you may want to ask how the weights are determined.
The dumpster container is very commonly used at smaller hotel/motel properties for storage of
waste. If this is the case, the recycling dumpster needs to be painted a different color and
labeled so waste materials will not be thrown into the recycling dumpster.
The dumpster type recycling container may be provided at no cost or be leased or purchased
from a Waste Hauler or Intermediate Processor.
INDIVIDUAL RECYCLING CONTAINERS
The third type of storage containers used in CRC's are the large rolling carts for materials
collection in the hotel. These containers are convenient for properties that are recycling only a
few items such as aluminum cans and office paper. Individual containers have limitations on

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the amounts of materials that can be stored and methods of transporting to an Intermediate
Processor. This type of a container is usually transported by an Intermediate Processor or by a
hotel vehicle.
COST CONSIDERATIONS
Before making a final decision on storage containers for the hotel's CRC, compare cost benefits
of container leasing and purchasing.
Points of consideration when shopping for large storage containers for the CRC.
• Length of lease. Short-term leases provide more flexibility if the service or vendor proves
unsatisfactory whereas longer-term leases are typically more economically favorable. In
many cases it has proven effective to start with a short term arrangement and as a team
relationship and confidence expands lease terms are extended to benefit both parties.
• Does the hotel have a choice in the color of the container? Some hotels want the container
to blend with the building or fences and others are using company colors.
• Who is responsible for container repairs?
• Will the hauler work to insure efficient collection by monitoring storage volumes and
adjusting if needed.
• How often is the roll-off cleaned and who is responsible for cleaning?
• Are hotel names and logos permitted on containers?

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DEVELOPING MATERIALS FLOW PLANS AND PLACING COLLECTION CONTAINERS
Before deciding where to place containers, study the hotel's floor plan. Look for storage places,
hallways, equipment placement and employee traffic patterns in all departments. From this
information, decisions can be made on container placement and directions for moving
recyclables through the property.
Involve employees in deciding where the recycling collection containers should be placed. For
greater employee participation, locate containers in or near employee work areas where
recyclables are generated. For example, a recycling collection container should be placed near
the can opener or sink in the kitchen.
It is not always possible to place containers in convenient locations because of hotel design,
equipment placement and traffic patterns. If this is the case, place the containers as close to
the work area as possible. Include public areas such as pools, convention lobbies and dining
rooms in materials flow plans.
Once sites for containers have been selected, the next step is to establish the routes employees
use to move the recyclables to the CRC. This is called a Materials Flow Plan.
Developing a Materials Flow Plan is a very important step in setting up the recycling program,
because it helps establish which materials are to be recycled in the different departments, how
materials are to be picked up at specific locations, the collection containers to be used, which
employees perform the tasks and the directions the materials are moved through the property.
By completing Materials Flow Plan Worksheets and marking the directions the materials are
moved on a property floor plan, it is easy to identify and prevent traffic problems with guests and
employees.
Develop a Materials Flow Plan for every department in the hotel. The plan should start at the
point the recyclables are generated and continue until the materials are placed in the
container(s) in the CRC, which will be picked up by the Intermediate Processor or Waste
Hauler.
CONTAINER SELECTION
Once the floor plan has been studied, Materials Flow Plans developed and container storage
areas identified, it is time to choose and order the smaller, movable containers where
recyclables are first collected and stored until they are moved to CRC container(s). The
available storage spaces and materials to be collected in the various departments of the hotel
typically determine which containers should be selected and ordered. All employees need
access to recycling collection containers in or near their workstations.
Experience shows that containers must be carefully matched to materials being collected and to
the identified storage spaces. Recycling containers need to be made of durable, movable and
washable materials.

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CONTAINER SHOPPING TIPS
In shopping for recycling containers, look for commercial weight materials that are designed to
hold heavy materials without splitting or cracking.
Collection containers that are to be used for recyclable materials that may still contain small
amounts of liquids should have solid bottoms or special drip pan inserts in them to prevent
spillage and stains on floors and carpets (Example: juice or drink cans).
All containers should be of washable materials and should be cleaned as needed. Pressure
cleaners are being used successfully by many hotels. Pressure cleaners are usually already
available as they are used for cleaning kitchens, walkways and pool decks at many properties.
Type and durability of wheel systems should be checked. If materials are to be moved over
carpet, marble or other special floor coverings, look for non-mar wheels. Consider how much
weight the wheel system will support. Consider the following:
• durable materials
• drip proof
• washable
• durable wheels
• easily transported
• easily emptied
GLASS RECYCLE CONTAINERS
Collection and storage containers that are going to be used for glass need to be exceptionally
durable. Glass is the heaviest material to be collected inside the hotel. The containers need to
be easily transportable and easy to empty into the recycling roll-off or larger storage containers.
For example, a 90-gallon wheeled container full of beer bottles requires two people to move it
and can not be picked up and dumped into a recycling roll-off. To dump the glass into the
recycling roll-off would require handling of the bottles again, thus increasing time, labor and
safety hazards.
RECYCLING EQUIPMENT CONSIDERATIONS
Recycling equipment may be needed to reduce the volume of the recyclables. Storage space is
very limited or frequency of materials pick-up is not suitable or zoning laws prohibit large on-site
storage containers or roll-offs are all reasons for using recycling equipment. Balers and
crushers are the equipment used most often in hotels and restaurants.
Balers should be considered to reduce the volume of recyclables. A baler for baling cardboard
can be used to reduce the mass of cardboard that typically consumes the majority of the space

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in the recycling roll-offs and dumpsters. The decision to use only balers is based on the
following:
• The recycling program was designed to collect and sort recyclables and not process
materials. When the hotel crushes glass, cans, etc., they are doing the work of the
Processor.
• Increased labor and liability to the hotel.
• Lack of space for equipment.
• Cost of the baler will be offset by the sale of cardboard.
• Cost and maintenance of equipment.
• No financial benefit would be received at the Processor for crushed materials. Prices for
materials crushed was the same as for uncrushed materials.
There are definitely situations where crushers should be considered. If the hotel is located in an
area where hauling costs are excessive or the hotel has very limited storage space for
recyclables, then crushers should be considered in order to reduce volume and pack more
materials in the storage containers.
MATERIALS COLLECTION AND PREPARATION
EMPLOYEES
For a successful hotel-recycling program, recycling materials collection and preparation must
become the responsibility of every employee in the hotel and be included in the procedures of
operation for every position in the hotel. The method of collection depends on the hotel design,
type containers being used and the choice of materials disposal. The processor determines the
amount of materials preparation required.
No matter where the hotel chooses to dispose of the recyclables, a small amount of materials
preparation will be required. It is easier and less time consuming to prepare the recyclables as
they are collected or products are used. For example, when a case of canned beans is opened
and put on the shelf, remove tape and packing from the cardboard box before moving it to the
baler. In some hotels the Recycling Team requires that boxes also be opened and flattened to
reduce the amount of space required to store boxes until they are baled.
Better prices are obtained for good quality recyclables. Before employees begin placing
materials in recycling containers, provide training on materials collection and preparation as
specified by the processor. Even if the materials go to a MRF, some sorting and preparation is
required. Check with your Processor or MRF as to the degree of preparation and sorting of
recycled materials required before beginning the employee-training program. Inquire about the

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Processor assisting with the initial training for the Employee Recycling Team. Is the price
different for sorted vs. commingled materials?
CORRUGATED/CARDBOARD
Some recyclables are common in all areas of the hotel. All departments handle a large volume
of cardboard. There's so much of it that, proportionately, cardboard is the largest part of the
recyclables in a hotel's waste stream. Because of its bulk, it occupies a tremendous amount of
space in waste containers and should be removed from the hotel's waste stream and recycled.
Cardboard is the most important material to recycle in a hotel/motel.
Brown grocery bags, brown paper, brown envelopes and folders can be recycled with the
cardboard. Guests often leave bags in rooms.
To prepare cardboard for recycling, remove all food, packing tape, plastic, waxed liners, and
polystyrene packing materials. Then, either bale or "break the boxes down" and place them in a
storage container for pickup by an Intermediate Processor.
Baling is preferable because it greatly reduces the volume of cardboard and the storage space
required. Where large amounts of cardboard are baled, the cost of a baler may be offset by the
sale of the cardboard.
Cardboard that has been baled in a mill size bale brings the highest prices. A mill-size bale
typically weighs 700 or more pounds, so special equipment may be needed to pick it up and
transport it. This requirement should be a consideration when selecting an intermediate
processor.
NEWSPAPER
Hotels that provide daily newspapers for their guests add several tons each month to their
waste disposal cost. Newspapers are one of the easier materials to recycle because they
require no preparation if they are not placed in bags or labeled with sticky labels. Guests know
who provided the complimentary newspaper so labels are not necessary. However, if
management insists on putting the hotel's name on the newspaper, stamp it with a rubber ink
stamp. If labels are used, remove them before placing the newspapers in the recycling
containers.
Collect newspapers throughout the property. Place newspaper-recycling containers in dining

rooms, pool areas, lobbies and linen closets. Baskets make attractive recycling containers for
inside areas. Waterproof containers are needed for outside areas.
Involving guests in newspaper recycling reduces employee labor and informs the guests of the
hotel's concern with the environment. It also provides a unique form of advertising for the
property, as tourist and business people talk about the hotel's recycling program to their friends
and business associates in other states.

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Store newspapers in a recycling container in a dry area. Once wet, a newspaper can not be
recycled. Depending on your Intermediate Processor’s requirements, newspapers may need to
be kept separate from other grades of paper such as magazines, phone books and advertising
flyers.
OFFICE PAPER
Hotels and motels generate considerable amounts of office paper. However, it may be less
than other businesses because of the use of timesaving, non-recyclable self-carbon forms.
Ensure that self carbon forms are utilized for reservation computers, guest folios, food and drink
inventories, purchase lists, convention planning, housekeeping records, maintenance request,
purchase orders, and office memos.
Each department in the hotel generates a moderate amount of recyclable office paper. Most of
the recyclable paper is computer printouts, white ledger, copy paper, letterhead and envelopes.
In-coming mail is another source of recyclable paper that is often not considered in recycling
programs. Convention hotels have boxes of printed brochures and handout materials left
behind by convention attendees and exhibitors. Most of these materials are recyclable. Check
with your Intermediate Processor about accepting convention flyers and materials in boxes.
To obtain maximum value for office paper, separate it into different categories. Common
separations include green bar computer paper, white ledger and colored ledger. Check with the
Intermediate Processor on the sorting of colors and types. Office paper is one of the most
valuable recyclables, and its value is highest when sorted by types of paper.
The use of email for information dissemination substantially reduces paper use and the
extra efforts and cost associated with recycling.
Suggestions for recycling office paper:
• Make double-sided copies

• Reuse manila envelopes
• Make scratch pads from used paper
• Circulate memos, documents, periodicals and reports, rather than making or buying
duplicate copies
• Use outdated letterhead for in-house memos
• Proofread documents on the computer screen before printing
• Save documents on CD’s instead of making hard copies
The Mail Preference Service is a free program that removes consumers and businesses names
from many national-mailing lists. Local advertising mail is not affected. To stop local mailings,
write directly to the mailer to have the hotel's name removed from the mailing list.

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GLASS
Glass is primarily generated in the Food and Beverage Department. A small amount of glass
may be generated from service bars in guestrooms. The majority of the glass is generated from
beer, wine, liquor and food containers.
If the glass is to be taken to an Intermediate Processor, it must be sorted by color - clear, brown
and green. The containers need to be empty, free of food, liquid and lids in order to be
recycled.
Most MRFs accept glass that is commingled. The glass is then color sorted at the MRF.
Instruct employees not to break glass when collecting it. Broken commingled glass is very
difficult to sort by color; therefore, broken glass is usually not recycled.
METALS ALUMINUM AND STEEL
Aluminum and steel cans are abundant in hotels and motels. Soft drink and juice machines are
located throughout most properties. Steel cans are generated in the kitchens and food
preparation areas.
Metal containers should be empty and free of food residue. Cans may need to be rinsed if they
have contained tomato sauces, puddings, or other foods that stick to sides of containers.
Other recyclable metals are pipe, white goods (air conditioning units, refrigeration, etc.), motors,
aluminum, window frames, and lawn furniture. Paint and aerosol cans can be recycled with
steel cans.
Check with your Intermediate Processor or MRF for preparation instructions.
PLASTICS
Recyclable plastic is abundant in the hotel. Plastic containers are found in the Food and
Beverage, Housekeeping, and Engineering Departments. Guests often leave behind plastic
bottles in guestrooms to be disposed of by hotel employees.
The plastics industry has a coding system that identifies the different kinds of plastic resins so
that plastic processors can recover different kinds of plastic. The coding system has a recycling
triangle with numbers 1-7. Originally only plastic bottles were coded however, now most plastic
containers have the recycling symbol on the bottom. Check with your processor or MRF as to
the types of plastics they will accept.
Polyethylene terephthalate (PET) and high-density polyethylene (HDPE) plastic containers

appear to be predominate.

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PET is a strong but lightweight form of clear polyester used for soft drink bottles, liquor bottles
and other food and non-food containers. PET containers have a recycling code symbol of 1 on
the bottom.
High Density Polyethylene (HDPE) is used to produce plastic bottles for household, automotive,
personal care, assorted food products and cleaning supplies. HDPE containers have a
recycling code symbol of 2 on the bottom.
Polystyrene (PS) plastic is used for making food service containers. PS has a recycling code of
6 on the bottom and is recyclable.
To prepare the plastic for recycling, empty containers, remove lids and metal handles. Milk
machine plastic bags, bottle caps, flowerpots and containers used for motor oil or gasoline are
not recyclable.
UNIVERSAL WASTE
What are the universal waste regulations?
EPA’s universal waste regulations streamline hazardous waste management standards for
federally designated “universal wastes,” which include batteries, pesticides, mercury-containing
equipment and lamps. The regulations govern the collection and management of these widely
generated wastes, thus facilitating environmentally sound collection and proper recycling or
treatment.
These regulations also ease the regulatory burden on retail stores and others that wish to
collect these wastes and encourage the development of municipal and commercial programs to
reduce the quantity of these wastes going to municipal solid waste landfills or combustors. In
addition, the regulations also ensure that the wastes subject to this system will go to appropriate
treatment or recycling facilities pursuant to the full hazardous waste regulatory controls.
The federal universal waste regulations are set forth in 40 CFR part 273. States can modify the
universal waste rule and add additional universal waste(s) in individual state regulations so
check with your state for the exact regulations that apply.
Who is affected by these regulations?
Small and large businesses that generate hazardous waste in the federal universal waste
categories listed above can use the more streamlined requirements under the Universal Waste
Rule. The rule eases the regulatory burden on businesses that generate these wastes.
Specifically, the universal waste rule has streamlined requirements for:
• Notification
• Labeling / marking
• Prohibitions

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• Accumulation time limits
• Employee training
• Response to releases
• Offsite shipments
• Tracking
• Exports
• Transportation
For example, the rule extends the amount of time that businesses can accumulate these
materials on site. It also allows companies to transport the materials with a common carrier,
instead of a hazardous waste transporter, and no longer requires companies to obtain a
manifest.
Many industries strongly support these regulations because they have determined that easy
collection of universal waste will help ensure sound environmental management. These
regulations make it easier for companies to establish collection programs and participate in
manufacturer take-back programs required by a number of states. Many large manufacturers
and trade associations plan national and regional collection programs for their products.
Businesses that produce less than 100 kg (220 lbs) of universal waste per month have the
option of handling their universal waste under the universal waste regulations or as a
Conditionally Exempt Small Quantity Generator (CESQG). See 40 CFR 261.5.
Communities in states that adopt this rule can work with both businesses and residents to
facilitate proper recycling or disposal of universal wastes. By easing the regulatory burden on
businesses, more collection sites will be available. Communities can establish collection
programs or assist collection programs set up by area businesses.
Households also generate universal wastes, although they are not regulated under RCRA and
are allowed to dispose of these wastes in the trash. While new municipal solid waste landfills
are designed to handle small amounts of hazardous household wastes, these wastes can be
better managed in a designated program for collection or recycling. EPA encourages residents
to take these items to collection sites located at nearby businesses and other centers for proper
recycling or disposal. Some states might have more stringent requirements, including banning
certain wastes from the municipal incinerators and landfills.
How do these regulations apply?
Handlers of universal waste include businesses that generate—and need to dispose of—
universal wastes (e.g., batteries, fluorescent lights); universal waste take-back programs; and
universal waste collection programs.
There are two types of handlers:

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• Small Quantity Handlers of Universal Waste (SQHUW) that accumulate less than 5,000
kg (11,000 lbs) of universal waste at any one time.
• Large Quantity Handlers of Universal Waste (LQHUW) that accumulate 5,000 kg
(11,000 lbs) or more of universal waste at any one time.
Transporters of universal waste move universal waste from handlers to other handlers,
destination facilities, or foreign destinations.
Destination facilities recycle, treat, or dispose of universal wastes as hazardous waste (no
longer universal waste). Note: this does not include facilities that only store universal waste.
OTHER RECYCLABLES AND OTHER CONSIDERATIONS
Intermediate Processors and MRFs do not handle all the recyclables generated by hotels and
motels. For example, all hotels and motels need to dispose of old bedding, linens, uniforms and
large quantities of items such as partially used soap bars and cooking oil.
Most communities have social agencies and church groups that accept and redistribute some of
these materials to needy people.
Most restaurants already recycle their cooking oil and grease.
When renovation takes place, old furniture, carpet, air conditioning units and other equipment
can be considered recyclable, as it is often remarketed to other hotels or donated to charitable
causes. Pool and patio furniture can be refinished to look like new. Some properties recycle
their pool furniture instead of replacing it. Furniture is being sold to other properties or
employees. Carpet is being shredded and made into new carpet, air conditioning units are
given to vocational schools.
Hotels with vans, cars, trucks, golf carts, tractors and lawn mowers use many lead acid
batteries. Some large hotel operations have their own maintenance shops for these vehicles
and equipment. Employees need to be informed that lead acid batteries can not be disposed of
in the hotels recycling container, compactor or dumpster.
When renovating at the hotel, inform contractors of your recycling program and request that
they comply while working on property. Cardboard, carpet, aluminum, steel, etc. are some of
the recyclable materials generated by renovations.
Laws may require that construction debris be segregated and disposed of in separate locations
at landfills so contractors need separate waste dumpsters.
Not all recyclables are generated inside the hotel. Look outside at landscape maintenance and
see the truckloads of grass clippings and palm fronds being hauled from the property to the
landfill each week. Statewide, some 15% of landfill composition is traced to such landscape

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activity, yet, experts say such material shouldn't be considered as waste, but as a product that
can be used right in the landscape.
Shred fronds and clippings to make a plant bedding material that conserves water, moderates
soil temperatures, discourages weeds, and reduces competition from grass. It's called mulch.
For information on landscape recycling call your local county Cooperation Extension Service.
GUEST INVOLVEMENT IN THE RECYCLING PROGRAM
The majority of guests are pleased to see the hotel recycling and are willing to participate in the
hotel's recycling program. Environmental groups and government agencies are asking
environmental questions of hotel convention and sales staffs.
To increase guest involvement in the recycling program, inform guests of the hotel's recycling
program and instruct them as to what their involvement should be. For example, information
cards about the hotel's recycling program can be placed in guestrooms or given to guests as
they check-in. The information on the card informs the guest as to why the hotel is recycling
and requests that they support the recycling program while a guest in their hotel by placing
glass and aluminum containers and newspapers on their guest room table or room collection
container for pickup by Room Attendants.
To increase guest involvement in the recycling efforts in other areas of the hotel, place
collection containers throughout the property in convenient locations near trash containers.
SOURCE REDUCTION THROUGH PURCHASING
Decisions made by the Hotel's Purchasing Manager have a direct impact on the amount of
waste the hotel must recycle or send to the landfill. Careful consideration should be given to
every product purchased. The Purchasing Manager has the responsibility of locating products
made from recycled materials and informing other department managers. NO HOTEL
RECYCLING PROGRAM IS COMPLETE UNTIL PRODUCTS MADE FROM RECYCLED
MATERIALS ARE BEING PURCHASED BY THE HOTEL ITSELF.
The Purchasing Manager should be a member of the Recycling Team and work with
Department Managers to reduce the amount of waste coming to the hotel in packaging and non-
recyclable materials.
TIPS:
When evaluating the hotel's recycling options consider ways to reduce the amount of waste
being generated.
• Purchase products with less packaging, substitute materials, or change processes so that
fewer waste materials are produced.

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• Order merchandise in bulk and with minimal packaging. Guest room soap purchased in
bulk is an example.
• Do not order products that have double or triple packaging.
• Purchase from companies that supply recycled products and use recycled packaging
materials.
• When possible, purchase products made from recycled materials.
• Request that deliveries be shipped on returnable/recyclable pallets or in returnable

containers. For example, chemical containers for laundry and kitchen.
• Invest in equipment that facilitates waste reduction, for example:

Copiers that make two-sided copies
Dishwashing equipment and durable dinnerware
Rechargeable batteries for flashlights and radios
Rechargeable fax and printer cartridges
Reusable, washable air conditioner filters
• Donate surplus food to food banks.
• Sell surplus and reusable furniture and equipment.
• Employee cafeteria. Use cloth linens in the dining rooms. Even with the chemicals and hot
water required to wash the dishes and linens, there are savings to the hotel in addition to the
environmental issues.
• Invest in products and equipment that are durable, easily repaired and recyclable.
• Inform all of the hotel's vendors of the hotel's recycling program and inform them of your
established standards for containers and packaging materials.

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Chapter 15
Capital Expenditures
Hilton Hotels Corporation’s Strategic Capital Planning Process applies to all HHC-owned and
managed hotels (excludes Felcor-owned Embassy Suites managed by HHC). The Strategic
Capital Planning Process includes the following attributes:
1. Annual Capital Budgeting Cycle:
• The Capital Budget Instructions and updated Tools and Templates are provided to Hotel
Operations at the beginning of second quarter each year.
• After gaining consensus with the respective AVP – Operations, Regional Director of
Finance, Vice President – Engineering and Vice President – Asset Management; the
Hotel’s proposed Capital Budget is submitted to Hilton Corporate at the end of the
second quarter.
• Senior Management from Architecture and Construction, Operations – Finance, and
Asset Management review the submitted Capital Plans and balance requested capital
expenditures with a capital funding target identified by Hilton Finance.
• The proposed Capital Plans for the upcoming year are reviewed by HHC’s Executive
Committee, Finance Committee and Board of Directors for approval of specific capital
projects and funding levels. The Finance Committee and Board of Directors approval
usually occurs in September.
2. Capital Budget Instructions:
Updated Capital Budget Instructions are issued each year, with one Instructions version for
Felcor and HHC Joint Venture Embassy Suites and another version for the full service and
limited service hotels owned and managed by HHC. The Instructions establish the “road
map” to completing the annual Capital Plan, and all Management Team members involved
in development of that Capital Plan must be knowledgeable about the Capital Budget
Instructions.
3. Capital Plan Template Schedule:
The Template Schedule to be utilized is based on the applicable Capital Budget Instructions
(Felcor / HHC JV or HHC-owned and managed). The Template Schedule documents
specific individual Capital Projects Worksheets for the coming year and Capital Project
Summaries for the next five years. Other Template Worksheets provide information to aid in
Capital Plan development and HHC / Owner review of proposed Capital Projects, with the
following Worksheet examples:
• Quality Assurance Evaluation Worksheet: The hotel indicates Property Condition Red
Zone and unacceptable ratings, specific facility areas that receive that rating and why,
and whether the proposed Capital Plan for the upcoming year corrects the poor rated
areas.

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• Historic Capital Expenditure Worksheet: Provides five-year historical information and a
forecast of the current year’s projected capital expenditures by project.
• Future Capital Expenditure Plan Worksheet: Provides a quantitative and visual tool for
reviewing and planning renovation projects over the past five years, the current year and
the next five years. Critical hotel elements such as guestrooms and guest bathrooms
are quantified by historic and proposed renovation numbers and qualified by scope (i.e.,
full, or partial) of historic and proposed future renovations.
4. Capital Budget Resource Tool Belt:
The Tool Belt was developed so all hotels would have the same information resources to
utilize when developing their Capital Plans. The Tool Belt reference tools are updated
annually and include the following:
• “Scratchpads” for each brand: Provide averaged pricing for FF&E and
installation / labor charges for many common capital items.
• Life expectancy range of FF&E.
• Common mistakes of asset classification.
• Experts to call upon: Provides contact and product information concerning
Information Technology experts and Hilton Supply Management experts. In
addition, a Project Director from Architecture and Construction is assigned to
each SVP – Operations to aid their respective hotels in pricing construction
and FF&E capital projects as well as helping to develop project scope as
needed.
• Special Project Request Template: Developed to establish uniformity when
submitting proposed ROI Special Projects.
5. Benefits Derived from the Strategic Capital Planning Process:
• Individual hotels are able to develop a higher quality, Capital Plan with greater company-
wide consistency.
• The focus of the Capital Budget Process is broadened to reflect the 5-year historical
actual, the current year estimate, and a 5-year future capital projection. The emphasis
on the upcoming year is still the primary focus, but a broadened, multiyear view of
capital planning makes the capital needs horizon clearer. The hotel owner gains a better
understanding of the anticipated capital needs of the hotels, to aid in capital funding
decisions.
• While HHC does not have the resources to address all deferred and current capital
needs in HHC-owned hotels in a single year, the Strategic Capital Planning Process
allows us to identify those needs more accurately and address them over a logical, multi-
year phased approach which will result in increased asset value long term.
• As a result of this focused capital commitment, there is a reduction of Red Zone hotels
and an improvement in Hilton, Doubletree and Embassy Suites guest loyalty scores.

Page 116 of 119
January 2007
The Capital Budget Instructions will be issued by the Operations – Finance Department at the
beginning of the second quarter each year. At that time the Capital Plan Template Schedules
and Capital Budget Resource Tool Belt Tools will be “activated.” (Template Schedules and Tool
Belt Tools can be found in HBLFS/Documentation.)
There are other resource documents available which relate to capital expenditures, capital
budgeting, the management of capital projects. A list of these documents with a description of
their content and their location within HiltonNet is reflected below:
• Capital Expenditure Primer: The “Capital Expenditures and Budgets – A Primer for
Management”: This is a PowerPoint presentation which contains facts from S.P.I.’s,
budget category review, and definitions with examples of many items to help you in
completing the annual capital budget efficiently and correctly. This document is updated
annually and can be found in HBLFS with the Template Schedules and Tool Belt Tools.
• S.P.I. (Standard Practice Instructions) FN-1 Fixed Asset Accounting: This S.P.I. defines
the general guidelines for accounting for Fixed Assets based upon the type of item, its
cost, and the types of revisions and alterations which occur during a renovation project.
All S.P.I.’s can be found in OnQ Insider under Resources > Standard Practice
Instructions (by Corporate Department).
• S.P.I. CO-5 – Capital Expenditures and Budgets: This S.P.I. establishes procedures for
budgeting, approving and monitoring capital expenditures.
• S.P.I. CO5A – Assignment of Responsibility for Construction and Rehabilitation Projects:
This S.P.I. outlines procedures and establishes the positions of authority and
responsibility within the Hotel Division for new construction and rehabilitation projects. It
outlines the basic procedures relating to project planning and the assignment of final
authority and responsibility during the major project phases of project initiation, concept
and feasibility, permits and documentation and construction.
In addition to above documents, Design and Construction Standards for each brand can be
accessed in OnQ Insider under Tools > Brand Manuals > Hilton Standards & Manuals> Design
and Construction Standards Manual. Signage standards, guestroom design packages and
approved suppliers may be found by brand, and it is an excellent resource to ensure the Hotel’s
renovations align with brand requirements. For access to the Manuals within this site, use the
Password: Hilton2007.
(The Property Operations Reference Library also includes the capital project–related documents
listed below.) In general, these materials provide information to aid the Engineering Manager in
developing the annual Capital Budget and administering capital projects. A list of these
documents with a description of their content is reflected below:
• Capital Project Development and Execution: This document defines the tasks for
development and execution of major capital projects.
• Pre-Project Planning Schedule: This document is a flow chart representation of the
capital project development and execution tasks.

Page 117 of 119
January 2007
• Bidding Procedures Checklist: The purpose of this document is to ensure the bid
process is thorough and compliant with HHC policies.
• Project Management Book – Table of Contents: The document provides a list of
suggested sections for the organization of documentation for a specific capital project.
• Guidelines for Interior Design Proposal: This document provides a scope of work outline
and suggests terms to ensure Interior Designer Proposals effectively meet the needs of
the Hotel client.

Page 118 of 119
January 2007
Chapter 16
Contracts
Hilton Hotels Legal Department has created a selection of forms to include general contracts,
and sales and service contracts for use by Hilton’s individual owned and managed properties.
The intent is to provide Hilton with a variety of form contracts and documents to meet the
varying needs of the properties. Hilton has also partnered with Jarrard Law Group for
continuing review and update services relative to all Construction and Design Agreements, as
well as for providing hotel support and required sign-off on final contract documents.
These documents can be found within OnQ Insider under:

Departments > Legal > Forms
Departments > Legal > Forms > Construction & Design Agreements
Hilton Hotels Corporate Engineering and Legal Departments have also developed and maintain
contracts with several major vendors for national Contracts such as for chillers, elevators
maintenance and services, and software systems. As these contracts are periodically being
updated or newly executed, the latest version will always be available within the Reference
Library in PDF format. A comprehensive list of contracts can be found within the Table of
Contents.

Page 119 of 119
January 2007

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Chapter 1

Property Operations Manual Table of Contents:

Chapter 2 – Department Organization and Standards of Operation

Chapter 4 – Maintenance Management

Property Operations Manual

Chapter 6 – General Maintenance

Chapter 7 – Equipment Testing Guidelines

Chapter 8 – Engineering Standards

Chapter 9 – Property Operations Performance Evaluation Program

Chapter 10 – Elevator and Escalator Service and Recording

Chapter 11 – Loss Prevention

Chapter 12 – Accessibility / ADA

Chapter 14 – Recycling / Waste Management

Chapter 15 – Capital Expenditures

Chapter 16 – Contracts, Service Agreements and Warranties

Property Operations Manual

Property Operations Manual Terminology:

Director of Property Operations

Assistant Chief Engineer

Property Operations-Engineering Job Descriptions can be found in OnQ Insider under

Licenses and Permits

Property Operations Manual

Standard Practice Instruction (S.P.I.)

Property Operations Manual

Property Operations Review (POR)

Hazardous Communication Instruction Acknowledgment

Material Safety Data Sheet (MSDS)

Property Operations Manual

Design and Construction Standards

Property Operations Reference Library

Property Operations Manual

A. Personnel Administration and Assignments:

1. To establish control, it is necessary to develop an Organization Chart identifying specific

2. With involvement of the General Manager or Corporate Engineering if required, produce

B. Office and Record Organization:

Property Operations Manual

Property Operations Manual

C. Supplies and Inventory:

Property Operations Manual

• Price of part or service is determined

An approved Purveyors List must be developed and maintained by the Engineering

A business relationship which develops between a purveyor and the Engineering

Property Operations Manual

NOTE: THE ENGINEERING MANAGER WILL ENSURE THE CORPORATE GUIDELINES

D. Shop and Plant Organization:

• Short Term Storage:

• High Risk Area:

• Shop Organization – Other Considerations:

Property Operations Manual

Property Operations Manual

E. Preventive Maintenance / Building and Facilities Maintenance:

The objective of the Preventive Maintenance Program is to reduce equipment

Property Operations Manual

Property Operations Manual

The methodology for frequency of service will be determined from manufacturer’s

F. Property Operations Continuing Programs:

Property Operations Manual

Property Operations Manual

Training Manuals containing a comprehensive overview of expectations and responsibilities are

• Corporate Position Description

Property Operations Manual

Hilton New York (Northeast) – Mike Smith – 212-261-5767

Hilton Washington (Mid-Atlantic) – Michael Denison – 202-797-5801