NATIONAL REPORT—There are currently 247 Energy Star labeled hotels listed on the U.S. Environmental Protection Agency’s (EPA) Energy Star for Hospitality website. Close to 3,000 U.S. hotels have participated in this free government program since it was launched in 2002—mostly hotels in the 200-room range but any property 20 rooms and up can benefit. The two largest hotels that have earned the Energy Star are the Sheraton Waikiki with 2,228 rooms, and the Sheraton Boston Hotel and Towers with 1,215. The smallest hotels with a label are the 60-room Laurel Super 8 Motel in Laurel, Montana, and the 85-room Saybrook Point Inn and Spa, Old Saybrook, Conn.
With so many hotel rating systems to choose from, why is Energy Star a good choice? Besides the fact that it is free, Energy Star for Hospitality is a proven energy management program that helps hotels measure current energy performance, set goals, and track savings. The system also rewards improvements and has one of the most recognizable “green” logos around.
Buildings that earn the Energy Star use about 35 percent less energy than average buildings. By following Energy Star guidelines, a company can take control of its energy costs, improve its bottom line and help protect the environment.
“Energy efficiency is associated with the single biggest challenge we have—global climate change,” says Stuart Brodsky, National Program Manager for Commercial Properties for the EPA’s Energy Star program.
Letter Confirms Commitment
How does one get started? Hotels interested in tapping in to Energy Star’s programs and resources, and to explore eligibility for awards and recognition from the EPA, can review the program at www.energystar.gov and click on the link to "Buildings and Plants." Free live training is available monthly on many aspects of the program. In addition, companies interested in becoming Energy Star partners can submit a letter to the director of Energy Star’s Commercial & Industrial Branch. The letter, signed by a company president or CEO, should state that the company is committed to doing the following:
• Measuring and tracking the energy performance of the organization’s facilities where possible by using tools such as those offered through Energy Star;
• Developing and implementing a plan consistent with the Energy Star Energy Management Guidelines to achieve energy savings;
• Helping to spread the word about the importance of energy efficiency to staff and the community;
• Supporting the Energy Star Challenge, a national call-to-action to help improve the energy efficiency of America’s commercial and industrial buildings by 10 percent or more; and
• Highlighting achievements with recognition offered through Energy Star.
Hotels companies partnering with Energy Star should anticipate reviewing their resources committed to energy efficiency and environmental stewardship, and identify team members, internal goals, and linkages between energy efficiency, carbon performance, and the financial value of their properties. Often, this effort kicks off by appointing an energy director, establishing an energy team and instituting the energy policy. Gathering and tracking data is an important next step and includes the documenting of all energy uses.
Hotel companies establish a baseline of energy performance for each property and use the baseline for tracking performance and measuring improvement. EPA has made this step easier by providing a national energy performance rating system for hotels. The rating system allows one to compare a hotel’s performance against similar facilities. By uploading energy and building information to the EPA website, one can determine one’s rating on a scale of one to 100. Those buildings that rank in the top quartile of performance based on energy efficiency and analysis of operating characteristics may be eligible to earn the Energy Star.
Even though thousands of hotels have participated in the Energy Star for Hospitality program, most have not applied for the Energy Star. According to Brodsky, many of these hotels are likely to qualify for it. Rather than pursuing recognition that managers believe their guests may not understand, many operators are using the rating system as part of their internal management practice, and as a method to reward improvements among operating staff. However, Brodsky says he is seeing organizations apply more now than ever before.
"The public’s interest in the environment is giving hoteliers confidence that demonstrating environmental stewardship isn’t going to be perceived as a threat to hotel comfort or quality," Brodsky says.
The Advantages to Benchmarking
According to EPA, benchmarking one’s facilities against a point of national comparison allows one to:
• Categorize current energy use by fuel type, operating division, facility, product line, etc.
• Identify high performing facilities for recognition and replicable practices.
• Prioritize poor performing facilities for immediate improvement.
• Understand the contribution of energy expenditures to operating costs.
• Develop a historical perspective and context for future actions and decisions.
• Establish reference points for measuring and rewarding good performance.
An important part of Energy Star for Hospitality is goal setting. Setting clear and measurable goals is critical for understanding intended results, developing effective strategies, and reaping financial gains. The energy director, typically in conjunction with the energy team, establishes goals. Goal setting helps set the tone for improvement and fosters ownership of energy management, motivating staff to carry out the mission to reduce energy consumption. Creating an action plan is also part of a winning strategy. Successful organizations use a detailed action plan to ensure a systematic process to implement energy performance measures. This plan is regularly updated.
The success of any plan, according to EPA, is dependent on the support of all levels of an organization, proper training, and incentives to encourage staff to improve energy performance. Regular evaluation of energy performance and the effectiveness of energy management initiatives allows energy managers to measure the effectiveness of projects and programs implemented, make informed decisions about future energy projects, reward individuals and teams for accomplishments, and document additional savings opportunities as well as non-quantifiable benefits that can be leveraged for future initiatives.
Those organizations that join Energy Star as a Partner through a senior executive’s signature on the partnership letter are assigned an account manager to help guide the partner through the program’s recommended steps. Through Energy Star, one can participate in educational meetings, receive assistance over the phone, and participate in Web conferences geared toward sharing best practices and other helpful topics. Those hotels that excel as part of the Energy Star program can also earn EPA and media recognition throughout the year.
Program’s Components Found Online
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